20251023 ISSIP TREASURE HUNT - Synthesis-execSumv1.2-2025Oct23.docx

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20251023 ISSIP TREASURE HUNT - Synthesis-execSumv1.2-2025Oct23
36 hour online brainstorming event - let your voice be hear

PlatformUXTreasureHunt.com
Kevin Clark (https://www.linkedin.com/in/kevin-clark-0057b81/)
Mike Wing (https://www.linkedin.com/in/mike-wing-b4917/)
Chandra Storrusten (https://www.linkedin.com/in/cstorrusten/)

ISSIP Organizers & Moderators
Kevin Clark (https://www.linkedin.com/in/kevin-clark-0057b81/)
Michele Carroll (https://www.linkedin.com/in/mmcarroll/)
Jim Spohrer (https://www.linkedin.com/in/spohrer/)
Shared with:
Haluk Demirkan (https://www.linkedin.com/in/halukdemirkan/)
Ammar Rayes (https://www.linkedin.com/in/ammarrayes/)
Deb Stokes (https://www.linkedin.com/in/deborah-r-stokes/)

website: https://issip.org/issip-hunt-for-collective-treasure/

registration: https://docs.google.com/forms/d/e/1FAIpQLSfLcNYw4C9teAQvXC-EKlSQFfZgkiSuj5gAMLUWTgRQpMmHJA/viewform?usp=header

LI company: https://www.linkedin.com/posts/international-society-of-service-innovation-professionals-issip-_issip-hunt-for-collective-treasure-issip-activity-7384651391396532227-ijaL

LI group: https://www.linkedin.com/feed/update/urn:li:activity:7384650817557024768

Document: TBD

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1. ISSIP Treasure Hunt Report
Kevin Clark, Chandra Storrusten, Mike Wing | 2025 October 23 | v1.1
Executive Summary
ISSIP stands at an inflection point: it possesses a globally respected mission and
deep intellectual capital but is constrained by limited funding, overreliance on
volunteer energy, and lack of scalable digital infrastructure. To achieve its mission –
to materially advance the science of services and the evolution of the services
economy, and to support the work and careers of the practitioners who are leading
this movement – ISSIP must evolve from a volunteer-driven association into a
platform-based professional ecosystem – one that monetizes knowledge, scales
participation, and attracts institutional partners.
Three imperatives emerge from the Treasure Hunt discussions:
1.Secure diversified and sustainable resources.
2.Activate and reward participation to build community capacity.
3.Innovate programs and infrastructure to transform ISSIP into a
platform for service innovation.
Section 1: Strategic Diagnosis
Dimension Current State Strategic Implication
Funding &
Resources
Primarily sponsorship and
donations; limited
monetization of learning
assets.
Introduce hybrid earned-income
model via certification,
partnerships, and content licensing.
Volunteer
Engagement
High enthusiasm, low
systematization; limited
recognition and structured
Build scalable volunteer
architecture with AI-assisted
matching, gamified incentives, and
1

2. Dimension Current State Strategic Implication
pathways. visible career benefits.
Programs &
Offerings
Learning programs (free
onboarding, credentialing in
development).
Formalize learning ecosystem with
micro-credentials, tiered
certifications, and industry tie-ins.
Technology &
Data
Static website; fragmented
digital tools.
Replatform ISSIP.org as an
interactive, AI-enabled knowledge
and engagement hub.
Brand &
Reach
Highly respected but under-
recognized outside core
circles.
Expand visibility through
storytelling, podcasts, and co-
branded partnerships.
Section 2: Strategic Objectives (3-Year Horizon)
1.Financial Sustainability: Triple annual operating budget through diversified
revenue streams.
2.Member Activation: Double active volunteer participation through
structured engagement pathways.
3.Platform Transformation: Launch ISSIP Digital Platform v1.0 with
integrated learning, community, and partnership tools.
Section 3: Strategic Recommendations
A. Grow and Diversify Resources
1. Corporate Partnership & Sponsorship Model
Action: Develop tiered corporate partnership packages (Advisory Council,
Innovation Partner, Learning Sponsor).
Value: Annual recurring revenue; co-branding; access to talent pipelines.
Example: TSIA and SAP Co-Innovation Lab models.
2

3. 2. Credentialing & Learning Revenue
Action: Implement for-fee certification and micro-credentialing linked to
ISSIP’s Service Innovation Framework.
Expand: License curriculum to universities and corporate academies.
Outcome: Scalable, mission-aligned income source.
3. Platform Services & Advisory
Action: Monetize ISSIP’s intellectual assets through consulting,
benchmarking, and white-label toolkits.
Opportunity: Position ISSIP as the “Service Innovation Standards Authority.”
B. Amplify Participation and Volunteerism
1. Progressive Engagement Pathways
Action: Implement a ladder of participation—from “observer”
→
“contributor” “leader.”
→
Tools: Badging, role recognition, LinkedIn integration, micro-volunteering
opportunities.
2. AI-Powered Volunteer Matching
Action: Deploy AI (from AICollab) to align member skills, time, and interests
with ISSIP needs.
Output: Personalized volunteer experiences; improved retention.
3. Peer Learning & Mentorship Communities
Action: Establish small peer learning circles and mentoring networks to
deepen connection.
Rationale: Participation grows through accountability and relationships, not
directives.
4. Gamified Recognition & Storytelling
3

4. Action: Introduce challenges (“ISSIP Impact Quests”), leaderboards, and
story showcases.
Impact: Higher motivation, broader visibility, richer member narratives.
C. Accelerate Innovation in Programs & Platforms
1. Reimagine ISSIP as a Platform
Vision: ISSIP as an always-on, intelligent value-exchange network.
Elements: Digital twin of ISSIP leaders; AI-enabled “Ask the Expert” engine;
self-service collaboration tools.
2. ISSIP “Service Innovation Lab” Series
Model: Inspired by Tom Chen’s CCIS-CE format—small, high-impact co-
creation workshops with academics and practitioners.
Output: Publish actionable insights and build momentum for annual
flagship conferences.
3. Gamification and Micro-Innovation
Action: Integrate “Treasure Hunt” model into recurring programs (quarterly
challenges, themed sprints).
Result: Continuous innovation pipeline, visible engagement metrics.
4. Responsible AI & Service Science Leadership
Action: Lead development of Service Science + AI Governance Frameworks
in partnership with IEEE and universities.
Positioning: ISSIP as the global think tank for responsible, human-centered
AI in service ecosystems.
Section 4: Implementation Roadmap
4

5. Phase TimeframeKey Deliverables
Phase 1 –
Foundation
0–6 months
Approve hybrid revenue model; finalize
certification structure; deploy volunteer
matching prototype.
Phase 2 –
Platformization
6–18
months
Launch ISSIP digital engagement platform;
expand learning content; formalize corporate
partnership program.
Phase 3 – Ecosystem
Expansion
18–36
months
Annual ISSIP Global Forum; regional chapters;
integrated AI service innovation lab network.
Section 5: Governance and Metrics
Key KPIs
Funding diversity ratio ( 50% earned income by Year 3)
≥
Active volunteers per quarter (+100% growth)
Member satisfaction / NPS (+25% YoY)
Platform engagement (logins, learning completions, partner conversions)
Brand reach (mentions, media collaborations, academic citations)
Governance Enhancements
Create ISSIP Innovation Council (corporate + academic leaders).
Establish Data and Impact Dashboard (volunteer hours, partnerships,
reach).
Adopt an Innovation Portfolio Management model (test-learn-scale cycle).
Section 6: Strategic Outliers
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6. Identifying “outlier ideas” is an advanced analytical step. These are original,
under-discussed concepts from the ISSIP Treasure Hunt corpus that did not
cluster into the dominant conversation themes (resources, participation,
platformization, credentialing, or AI/volunteer systems) but nonetheless offer
strategic novelty or potential breakthrough value.
Below is a curated assessment of 10 such outlier ideas, grouped by type and
accompanied by commentary on why each deserves further investigation.
(continued)
Outlier 1: ISSIP as a Bridge Between AI and Service Design Communities
Source: Shaun West (Deepening Participation thread)
Concept: Create deliberate bridges between the AI/data community and service
design practitioners, who approach innovation from human-centered, creative
perspectives.
Why It’s an Outlier: Most AI discussions focused on automation and tools; Shaun
reframed AI governance as cultural integration.
Potential: The science of services could become the conceptual foundation – and
ISSIP as an association could become the neutral forum – for reconciling
“engineering-led” and “design-led” worldviews, positioning services and ISSIP
uniquely in the responsible AI ecosystem.
Next Step: Convene a Service Design x AI Roundtable or co-author paper series
with design schools.
Outlier 2: Service Science Approach for Nonprofits
Source: Kevin Clark (Deepening Participation)
Concept: Adapt ISSIP’s service science methods to help other nonprofits innovate,
manage value creation, and measure impact.
Why It’s an Outlier: The conversation focused on ISSIP’s internal growth; this
shifts to externalizing ISSIP’s expertise as a social impact service.
6

7. Potential: A scalable offering to foundations and NGOs, enhancing ISSIP’s visibility
and revenue.
Next Step: Pilot “Service Innovation for Nonprofits” workshop with a partner like
IEEE or a social innovation hub.
Outlier 3: Digital Legacy and “Eternal Twins”
Source: Frank Odasz (Deepening Participation and Innovating Platforms)
Concept: Individuals (like authors or thought leaders) leave behind interactive AI
twins that carry their knowledge and lessons forward.
Why It’s an Outlier: Extends digital twin ideas from organizational assets to
human legacy and continuity.
Potential: A provocative model for digital immortality of expertise, which could
redefine knowledge continuity for ISSIP Fellows.
Next Step: Explore ethical, technical, and narrative implications; potential
partnership with universities studying digital heritage or with Content Evolution’s
twin technology.
Outlier 4: ISSIP as a Standards and Metrics Authority for Service Science
Source: Kevin Clark (Innovating Programs & Platforms)
Concept: Develop taxonomy, definitions, and metrics—similar to IEEE standards
—for service innovation and sustainability.
Why It’s an Outlier: Others discussed learning or engagement; this positions
ISSIP as a rule-setter and authority for a growing field.
Potential: Opens doors to corporate and governmental partnerships seeking
validated frameworks.
Next Step: Form an exploratory “Service Science Standards Committee” with
academic and industry participation.
Outlier 5: Podcasting as a Medium for Distributed Leadership
Source: Mark Hiddleson (Growing Resources)
Concept: Use podcasting not just for outreach but as a leadership development
and culture-building tool (“The Tao of Innovation”).
7

8. Why It’s an Outlier: The focus on digital storytelling existed, but this one connects
media creation directly to leadership learning and DEI.
Potential: A recurring ISSIP podcast series co-produced with universities could
combine content creation and community activation.
Next Step: Prototype “ISSIP Voices of Service Innovation” pilot with volunteer
hosts.
Outlier 6: ISSIP Regionalization and Hybrid Hubs
Source: Shaun West and Michele Carroll
Concept: Establish hybrid regional gatherings or micro-chapters (e.g., DACH
region, Mexico) to complement online participation.
Why It’s an Outlier: Most discourse was digital-first; this reintroduces place and
proximity into a global organization.
Potential: Strengthens identity and retention while enabling corporate
sponsorship of local hubs.
Next Step: Prototype an “ISSIP Local Satellite” model attached to existing
conferences.
Outlier 7: ISSIP as a Storytelling Platform for Online Civility and Digital
Citizenship
Source: Frank Odasz (Innovating Programs & Platforms)
Concept: Frame ISSIP as a civic storytelling platform teaching respectful, value-
creating online dialogue—a “digital civility incubator.”
Why It’s an Outlier: Extends service science beyond industry into social and
ethical territory—addressing polarization and online behavior.
Potential: Aligns with ISSIP’s mission of service to society; potential funding from
foundations in digital ethics.
Next Step: Partner with Humane Tech or educational organizations to pilot
“Service and Civility” online modules.
8

9. Outlier 8: ISSIP as a Cross-Organization Policy Advisor
Source: Kevin Clark (Innovating Programs & Platforms)
Concept: Serve as a nonpartisan global advisor to regulators and lawmakers
on policies affecting service innovation and responsible AI.
Why It’s an Outlier: Moves ISSIP into a thought leadership and policy influence
role—outside its traditional educational focus.
Potential: Could elevate ISSIP’s global influence akin to IEEE or WEF advisory
functions.
Next Step: Establish a “Service Innovation Policy Forum” producing annual
whitepapers or briefings.
Outlier 9: Synthetic Datasets as Bridges Between Academia and Industry
Source: Jim Spohrer (Innovating Programs & Platforms)
Concept: Use synthetic datasets for student projects, allowing industry
collaboration without breaching confidentiality.
Why It’s an Outlier: A specific, implementable mechanism to overcome IP
barriers.
Potential: Creates safe sandboxes for corporate-academic co-innovation,
expanding ISSIP’s education and research value.
Next Step: Formalize data-sharing protocols and ethics guidelines; pilot with AI
Collab student teams.
Outlier 10: “Private Crowd” Collaboration Model
Source: Terri Griffith (Innovating Programs & Platforms)
Concept: Reframe ISSIP as a “private crowd” innovation network—bounded by
membership but open to project-based collaboration like Hyperloop or open
innovation labs.
9

10. Why It’s an Outlier: Blends crowdsourcing with professional trust networks—rare in
associations.
Potential: ISSIP could become a global collaboration fabric for micro-projects,
linking professionals, students, and companies.
Next Step: Pilot “ISSIP Crowd Projects” with a lightweight digital platform (Google
Workspace or Notion prototype).
Meta-Observation
These outliers share three traits:
1.Boundary-Spanning: They bridge disciplines (AI design), sectors
↔
(nonprofits industry), or modes (virtual physical).
↔ ↔
2.Value Reframing: They redefine ISSIP’s role—from knowledge custodian to
ecosystem orchestrator, policy advisor, or ethical guide.
3.Scalability Potential: Though early, most are “lightweight” experiments that
could scale quickly with minimal cost (e.g., podcasts, synthetic datasets,
micro-hubs).
Section 7: Closing Insights
This portfolio of ideas positions ISSIP to evolve from a volunteer-driven association
into a sustainable global resource for service practice – balancing operational
stability with continuous experimentation and learning.
ISSIP’s future lies in becoming not just a professional association but a living
platform for co-creating the science and practice of service innovation. By
embedding AI, credentialing, storytelling, and human-centered design into its
organizational DNA, ISSIP can transform from a small volunteer network into a
worldwide ecosystem shaping the next generation of service systems.
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