米国競争力協議会（COC）Innovate America（通称「パルミザーノ・レポート」）（2004年12月）

Lack of Investment in multidisciplinary Research

Along with a renewed focus on the frontiers of discovery, we need a new focus on knowledge integration, communication and collaboration. Because innovation is occurring at the intersections of knowledge, next-generation innovation will depend upon the cross-fertilization and fusion of research within and across the biological and physical sciences, the spectrum of engineering disciplines and entirely new fields of scientific exploration. This will require that a higher percentage of research funding be allocated to the interconnections among disciplines – and to the infrastructure that supports multidisciplinary research.

（サービス科学の定義）

Nowhere is the need for new multidisciplinary approaches clearer than in the area of emerging "service science" – the melding together of the more established fields of computer science, operations research, industrial engineering, mathematics, management sciences, decision science, social sciences and legal sciences that may transform entire enterprises and drive innovation at the intersection of business and technology expertise.

Service science can begin to address major questions at the heart of 21st century innovation; How do organizations continue to recreate themselves? How do they manage technological innovation? Can we simulate the most complex behavioral systems? Developing the intellectual basis for solving problems in business process design and organization, and providing an analytic basis for decision-making and leadership have the potential to spur entirely new innovation frontiers.

Manufacturing and Services

According to conventional wisdom, just as industrialization led to a dramatic reduction in agricultural jobs, the growth of the services sector will drive out manufacturing. However, this fails to take account of profound changes underway in the manufacturing sector. Although we may measure them separately in our statistics, the reality is that manufacturing operations increasingly and inextricably combine production and services.

Because of the IT revolution – especially in software – a major component of manufacturing is service-based. As the U.S. Congress Office of Technology Assessment noted: "Software is ... a marriage of manufacture and service, since it has the character of both a good (it can be stored and shipped) and a service (computer programs are not immutably fixed)." But, we classify software as a service, not a manufacture. Consider how it is being applied:

• Manufactures like Xerox are installing service capabilities in their machines – diagnostic software that is capable of signaling to the manufacturer when a part is nearing the end of its useful life, before the problem is ever visible to the customer.
• In 1985, when Ford Motor Company wanted safety data on its vehicles, it spent $60,000 to slam a vehicle into a wall. Today, that frontal crash is performed virtually on high performance computers – at a cost of around $10.
• To design the 777, Boeing developed a software program that allowed its engineers to "fly" in a computerized prototype of the aircraft and iterate the design in virtual space.
• Al-Mart has installed miniature tracking devices on its products, enabling computerized inventory tracking and controls.

Competitive companies are building production and services – and for good reasons. With the rapid pace of technology diffusion, even into the mix changes the value hierarchy commoditized. Integrating services into the mix changes the value hierarchy and transforms the revenue stream.

• Jet engine manufacturer, like GE Aircraft, Pratt & Whitney, Rolls Royce and Honeywell Aerospace do not just sell engines and spare parts; they sell propulsion services. Why? Because the value of services on a product through its life span can exceed original sales by as much as five times.
• In the wireless industry, the profits do not come from the devices but from the service. And increasingly service offerings are shifting from voice service, which is now a commodity, to data services.
• IBM remains the largest computer manufacturer in the world, but its fastest growing business segment is in IT services.

Manufacturing companies are transforming themselves from product suppliers into solution providers – and melding services seamlessly into their product lines. The manufacturing strategies introduced over the past two decades of lean, Six Sigma-esque continuous productivity and quality improvement are no longer a source of meaningful competitive advantage. They are the minimum requirements to be in the game. Going forward, winning will depend on customization, flexibility, speed and innovation, not competing in a low-wage, mass-production system.