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While scaling is a viable approach to respond to growing demand, service providers in contact-intensive services (CIS) – such as education, healthcare and social services – struggle to innovate their offerings. The reason is that the scaling of CIS – unlike purely digital settings – has resource limitations. To help ease the situation, the purpose of this paper is to identify and describe the practices used in scaling CIS to support ICT-enabled service innovation.

The research draws on an in-depth analysis of three CIS to examine service innovation practices. The analysis informs model development for service scaling.

The analysis uncovers three practices for service scaling – service interaction analysis, service pivoting and service validation – and their related activities that are applied in a cyclic and iterative logic.

While the findings reveal that the scalability of CIS is limited and determined by the formative characteristic of personal interaction, this study and its findings describe how to leverage scalability in CIS.

The insights into the practices enable service providers of CIS to iteratively revise their service offerings and the logic of creating value with the service.

This research identifies and describes for the first time the practices for the scaling of CIS as an operationalisation of ICT-enabled service innovation.

In 2010, Salil Pande founded VMock, an online product that helped MBA students prepare for job interviews. Students could upload their video interviews and get feedback from mentors and peers. Four years later, VMock pivoted from an interview feedback product to a “Smart Resume” product that focused on improving resumes. The pivot was based on the insight that job candidates first needed help fixing their resumes before they could obtain and prepare for interviews. Further, the interview feedback product was difficult to scale as it relied on human feedback. The Smart Resume product, on the other hand, was powered by machine learning and artificial intelligence technology, making it more scalable and allowing VMock to evolve its offering from a product to a platform for managing careers. VMock had forged strong relationships with top business schools in the United States and Europe and its Smart Resume platform had been well received by the market.

Now Salil and his wife (and head of product development), Kiran, had to determine the next step in the company's evolution. They realized that the time had come to take their business to the next level. But they were faced with several options on how to go about scaling VMock. Should they market directly to consumers or should they use partners to scale their user base? Should they create a solution for employers to help them recruit and manage talent? What revenue streams should they focus on to maximize growth and profitability? These strategic decisions would be key to the survival and growth of VMock.

Patients having ventricular arrhythmias and atrial fibrillation, that are early markers of stroke and sudden cardiac death, as well as benign subjects are all studied using the electrocardiogram (ECG). In order to identify cardiac anomalies, ECG signals analyse the heart's electrical activity and show output in the form of waveforms. Patients with these disorders must be identified as soon as possible. ECG signals can be difficult, time-consuming and subject to inter-observer variability when inspected manually.

There are various forms of arrhythmias that are difficult to distinguish in complicated non-linear ECG data. It may be beneficial to use computer-aided decision support systems (CAD). It is possible to classify arrhythmias in a rapid, accurate, repeatable and objective manner using the CAD, which use machine learning algorithms to identify the tiny changes in cardiac rhythms. Cardiac infractions can be classified and detected using this method. The authors want to categorize the arrhythmia with better accurate findings in even less computational time as the primary objective. Using signal and axis characteristics and their association n-grams as features, this paper makes a significant addition to the field. Using a benchmark dataset as input to multi-label multi-fold cross-validation, an experimental investigation was conducted.

This dataset was used as input for cross-validation on contemporary models and the resulting cross-validation metrics have been weighed against the performance metrics of other contemporary models. There have been few false alarms with the suggested model's high sensitivity and specificity.

The results of cross validation are significant. In terms of specificity, sensitivity, and decision accuracy, the proposed model outperforms other contemporary models.

Gives introductory remarks about chapter 1 of this group of 31 papers, from ISEF 1999 Proceedings, in the methodologies for field analysis, in the electromagnetic community. Observes that computer package implementation theory contributes to clarification. Discusses the areas covered by some of the papers ‐ such as artificial intelligence using fuzzy logic. Includes applications such as permanent magnets and looks at eddy current problems. States the finite element method is currently the most popular method used for field computation. Closes by pointing out the amalgam of topics.

Many startups and incumbents seek to benefit from a platform business model, but the literature on digital platforms has primarily focused on the success of a few blockbuster companies such as Facebook, Uber and Airbnb, offering little insights into how to launch and scale platform business in the current competitive business environment. This paper aims to provide managerial insights to help platform leaders successfully launch and scale their businesses.

The study relies on 16 emergent, successful and failed digital platform cases.

The paper organizes platform strategy in a coherent framework and identifies seven mistakes frequently made when managing digital platforms.

Drawing from the authors' experience teaching platform entrepreneurs, advising digital platform startups, and studying and consulting for incumbent organizations seeking to launch or grow platform ventures, the authors extend research on the difficulties of executing a digital platform strategy.

Reviews the latest management developments across the globe and pinpoints practical implications from cutting-edge research and case studies.

This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.

One of the interesting comparisons between startups and larger, more established businesses is the extent to which they spend time thinking about how they do business. For a startup, almost every second of every day is spent focusing on who is buying what, when and how; whether they can scale up or pivot if necessary to access another market. For bigger corporations, it isn’t like they don’t think about that as well, but the relative time they spend on it gets less and less the more they grow. This is not good or bad, it’s just a natural progression when an organization increases in size.

Provides strategic insights and practical thinking that have influenced some of the world’s leading organizations.

The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

In this paper, the authors empirically and theoretically analyze the scaling and control of talent development to highlight an important part of commercialization in football clubs, especially in the light of a growing transfer market.

Conducting a single case study of a Swedish football club, the authors adapt a view of the club as a “high-intensity” organization (Alvesson and Kärreman, 2004), one that inherently relies on strong identification of employees and the fostering of talent. This view allows us to detail the importance of both socio-ideological and technocratic forms of control involved in the talent development process.

The authors show how socio-ideological and technocratic forms of control were combined to establish the football club as a “talent factory” in the league, as well as the corresponding challenges when scaling talent development activities and how these challenges were handled. In doing so, the authors contribute to the broader accounting literature on talent- and human resource management, as the authors provide an example of how football clubs may commercialize without necessarily violating their fundamental sports values.

Talent management has mainly been studied in terms of increasing player wages and a focus on the cost of talent. As opposed to these perspectives, the authors highlight the revenue potential in developing players in the light of a growing transfer market and the relevance of talent development for the commercialization of football clubs.

A hollow airscrew blade is formed from preformed complementary moulded plastic sections, the joint lines of which extend along the leading and trailing edges, the sections being homogeneously united under pressure. The plastic material comprises resinous or similar material of the thermoplastic or thermosetting type such as impregnated fibres of cotton, linen, or wood or laminated sheets of wood veneer and resin. The preformed sections are moulded between pairs of primary and secondary dies produced from a master pattern. Preformed struts 25 may be incorporated in the blade or a permanent core of expanded rubber. The shank of the blade may be “up‐ended” by means of an axially moving end mould.

INDUSTRIALLY the two ‘in’ words today seem to be participation and consensus, the first leading to the second. How these can become a reality in modern business was discussed recently by the London Region of the Institute of Work Study Practitioners.

Frontier environments – such as battlefields, hostile territories, remote locations, or outer space – drive the need for lightweight, deployable structures that can be stored in a compact configuration and deployed quickly and easily in the field. This paper seeks to introduce the concept of lattice skins is introduced to enable the design, solid freeform fabrication (SFF), and deployment of customizable structures with nearly arbitrary surface profile and lightweight multi‐functionality.

Using Duraform^® FLEX material in a selective laser sintering machine, large deployable structures are fabricated in a nominal build chamber by decomposing them into smaller parts. Before fabrication, lattice sub‐skins are added strategically beneath the surface of the part. The lattices provide elastic energy for folding and deploying the structure or constrain expansion upon application of internal air pressure. Nearly, arbitrary surface profiles are achievable and internal space is preserved for subsequent usage.

A set of virtual and physical prototypes are presented, along with the computational modeling approach used to design them. The prototypes provide proof of concept for lattice skins as a deployment mechanism in SFF and demonstrate the effect of lattice structures on deployed shape.

The research findings demonstrate not only the feasibility of a new deployment mechanism‐based on lattice skins – for deploying freeform structures, but also the potential utility of SFF techniques for fabricating customized deployable structures.

A new lattice skin mechanism is introduced for deploying structures with nearly arbitrary surface profiles and open, usable, internal space. Virtual and physical prototypes are introduced for proof of concept, along with an optimization approach for automated design of these structures.