Closing the Loop: Actionable Insights for Field Service Transformation

The panel brought together perspectives from across consumer goods, industrial equipment, and service operations. 

The theme was clear. In an era of high expectations, fragmented data, and rapid digitalisation, service transformation depends on unifying the customer experience while supporting those on the frontline.

What Closing the Loop Means

The phrase “closing the loop” resonated differently for each panellist. 

For some, it referred to creating a continuous relationship with consumers that extends beyond a repair event. For others, it meant building customer stickiness by offering solutions and upgrades, rather than one-off product sales.

The central point was that customers do not see separate silos. Whether they’re interacting with field service teams, spare parts divisions, or customer support, their interactions reflect one brand experience. 

Organisations that fail to connect these touchpoints risk leaving gaps that erode trust and loyalty.

Listening Beyond the First Fix

One of the most consistent themes was feedback. Companies use surveys and Net Promoter Scores (NPS) to measure satisfaction, but the panel questioned whether these tools truly capture service realities.

An NPS drop once revealed not a service fault but a product flaw, proving that insights can ripple far beyond service teams. Others noted that surveys often highlight negatives, but rarely surface what customers value most.

The panel emphasised the need for organisations to listen not only to consumers but also to technicians. Field engineers often carry the richest insights into recurring problems, customer frustrations, and opportunities for improvement.

When their voices are ignored, organisations lose the chance to feed this intelligence back into R&D, supply chain, and product design.

Breaking Down Silos

Siloed information was repeatedly identified as a barrier to effective service. Technicians may be on site without access to supply chain updates, parts design changes, or customer history, leaving them unable to deliver a seamless experience.

The solution lies in structured information sharing. AI-enabled reporting and smarter knowledge management can ensure that engineers’ reports flow back into operations, rather than disappearing into paperwork. 

The panel noted that doing the right thing upstream prevents costly downstream errors, such as repeat visits, wrong parts, or frustrated customers.

The consensus? Silos may never disappear entirely, especially for global companies navigating different regulations. But the priority must be to orchestrate them so that the customer feels a single, unified journey.

Data as a Driver of Value

The conversation quickly turned to the role of data in shaping the future of service. Companies are sitting on vast amounts of service data—some structured, much of it locked in technicians’ heads or scattered across systems.

Opportunities discussed included:

• Personalisation: Equipping technicians with insights that allow them not just to fix problems but to offer tailored advice, upsell consumables, and enhance the ownership experience
• Remote optimisation: Embedding AI into service organisations to predict issues, improve diagnostics, and reduce on-site time
• Parts planning: Leveraging installed base data to improve forecasting, avoiding shortages, and aligning supply with real-world demand

Yet, panellists cautioned that customers are wary of sharing operational data in the cloud. Balancing data-driven value creation with privacy and trust remains a critical hurdle.

The Technician Experience

A central issue remains in the workforce. Organisations face a shortage of skilled technicians, an ageing workforce, and a gender imbalance in a male-dominated industry. Retaining talent is no longer about salary alone.

Several themes emerged:

• Eliminating admin burden: Technicians are hired for technical expertise, not bureaucracy. Automation and AI can reduce paperwork, allowing them to focus on what they do best.
• Avoiding monotony: Engineers leave when they get bored. Diversifying roles (blending remote support, diagnostics, and upgrades) can keep work engaging.
• Remote opportunities: Experienced engineers later in their careers can provide valuable support remotely, maximising their knowledge while reducing travel demands.
• Involvement in product design: Inviting technicians into new product introduction helps ensure easier serviceability and gives engineers a sense of ownership.

Happy technicians, the panel agreed, create happy customers. 

Remote Support and Connectivity

The future of service is increasingly connected. Remote diagnostics, predictive maintenance, and connected contracts are becoming mainstream.

Not every issue can be solved remotely, but remote capabilities can more effectively prepare interventions, ensuring the right engineer with the right part is dispatched. 

For some companies, the strategic push is to convert every service contract into a connected one, offering customers premium benefits while giving providers better visibility of asset health and obsolescence.

Cultural differences remain. Some customers embrace connectivity, apps, and digital scheduling, while others prefer traditional channels. Organisations must balance innovation with customer readiness, offering flexibility rather than one-size-fits-all solutions.

Evolving Customer Expectations

Customer expectations are rising, and they’re shaped by digital leaders like Amazon. Speed, convenience, and precision are no longer luxuries; they’re baseline requirements.

Consumers want repairs completed yesterday, service windows narrowed to hours rather than days, and technicians who not only fix problems but also provide coaching and tips.

At the same time, perceptions are shifting. Remote service may reduce site visits, but customers sometimes interpret this as “less service.” Managing these perceptions requires clear communication about the value of remote solutions.

Looking Ahead

As the session closed, panellists shared what they saw as the greatest opportunities for differentiation:

• Aftermarket as brand builder: Service can be more than a revenue stream and can reinforce trust and peace of mind.
• Voice of the technician: Empowering field engineers to shape strategy and feed insights back into the business.
• Targeted digital transformation: Embracing AI where it adds value, without chasing every technological trend.
• Anticipating regulation: Preparing for upcoming policies like right-to-repair and digital product passports that will reshape service ecosystems.

The message was clear: closing the loop requires more than fixing machines. It means connecting feedback, data, people, and processes into a seamless system that works for customers and employees alike.

Organisations that succeed will not only improve efficiency but also strengthen their brands for the future.