The Service Model Navigator

Strategies for innovative business models in public administration.



Innovation in business models has long been a cornerstone in the private sector, and now, its adoption is gaining momentum in the public sector. Leading this transformation, Kuno Schedler and Ali A. Guenduez present their groundbreaking work, adapting the globally recognized Business Model Navigator to the public sector: The Service Model Navigator.



Kuno Schedler, Prof. Dr. oec. (1961) ist seit 1996 Professor für Public Management an der Universität St. Gallen und Direktor am Institut für Systemisches Management und Public Governance (IMP-HSG). Er ist Verfasser zahlreicher Beiträge zum Public Management, Mitglied verschiedener Editorial Boards und Begründer des International Public Management Network, eines weltumspannenden Forscher-Netzwerks. Im Weiteren ist er Verwaltungsratspräsident der Schweizer Paraplegiker Forschung AG und Stiftungsrat der Schweizer Paraplegiker Stiftung.Prof. Dr. Ali A. Guenduez leitet das Smart Government Lab am IMP der Universität St. Gallen (HSG). Er forscht und lehrt zu Fragen der Digitalisierung der öffentlichen Verwaltung. Innovative Service Modelle sieht er als Chance, die Möglichkeiten der smarten Technologien für die Verwaltung noch besser auszuschöpfen.



1 What are service models, and what do they bring to the public sector? 8

2 Typology of service models in the public sector 25

The state as activator 31

A1 Contracting out 32

A2 Crowdsourcing 36

A3 Developer platform 40

A4 Fractional ownership 44

A5 Service platform 48

A6 Orchestration 52

A7 Self­service 56

The state as service provider 61

B1 Add­on 62

B2 Barter 66

B3 Digitalization 70

B4 Experience selling 74

B5 Quality variants 78

B6 Lock­in 82

B7 Mass personalization 86

B8 Object self­service 90

B9 Open source 94

B10 Outsourcing 98

B11 Rent instead of buy 102

B12 Service provider 106

B13 Sensor as a service 110

B14 Shop in shop 114

B15 One­stop shop 118

B16 Guaranteed availability 122

The state as funder 127

C1 Guarantee 128

C2 Impact funding 132

C3 Seed money 136

C4 Development loan 140

C5 Subsidy 144

C6 Voucher 148

C7 Foregone revenue 152

The state as guardian of public goods 157

D1 Concession 158

D2 License 162

D3 Permit 166

D4 Register 170

D5 Regulation 174

D6 Sanction 178

The state as revenue shaper 183

E1 Auction 184

E2 Crowdfunding 188

E3 Flat rate 192

E4 Leverage customer data 196

E5 Revenue sharing 200

E6 Sell your network 204

E7 Tax­financed service 208

E8 Trash to cash 212

E9 User pays 216

3 Designing innovative service models 220

4 Combining service models into more complex arrangements 230

5 What comes after design? Implementation! 238

Endnotes 242

Literature 243

Figures 255

Tables 255

Impressum 256