20251025 ISSIP TREASURE HUNT - Full Report

ISSIP Treasure Hunt Report
Sponsored by platformUX | a Content Evolution federation company
Kevin Clark, Chandra Storrusten, Mike Wing | 2025 October 25 | v1.4
TABLE OF CONTENTS
Executive Summary Page 2
Strategic Diagnosis Page 3
Strategic Observations Page 3
Strategic Recommendations Page 4
Implementation Roadmap Page 7
Governance & Metrics Page 7
Strategic Outliers Page 8
Closing Insights Page 12
ANNEX
A: Growth & Innovation Portfolio GridPage 13
B: ISSIP Treasure Hunt Observations Page 19
C: Complete Corpus of Discussion Page 20
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.
(continued)
2

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
pathways.
Build scalable volunteer
architecture with AI-assisted
matching, gamified incentives, and
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.
3

(continued)
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. 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
4

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
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.
5

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.
(continued)
6

Section 4: Implementation Roadmap
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)
7

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).
(continued)
Section 6: Strategic Outliers
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.
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.
8

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.
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
9

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”).
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.
10

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.
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
11

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.
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.
12

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.
13

ANNEX A
ISSIP Growth & Innovation Portfolio Grid
Axes:
X-axis: Ease of Implementation (Low High)
→
Y-axis: Strategic Impact on ISSIP’s Sustainability, Reach, and Innovation (Low High)
→
14

c: ISSIP GrowthInnovationGrid-v1.0-2025Oct25
(continued)
Quadrant Descriptions and Rationales
?????? Quadrant I: Strategic Bets (High Impact / Low Ease)
Transformational initiatives that redefine ISSIP’s value model — large payoffs, but
complex to execute. Require alliances, funding, or technical buildout.
Initiative Description Rationale
ISSIP as Intelligent
Platform
(Platformization)
Replatform ISSIP.org into an
AI-enabled, always-on
professional ecosystem for
knowledge exchange,
credentialing, and co-creation.
Core to long-term viability;
aligns with global digital
association trends (IEEE,
PMI, TSIA).
Digital Twin
Ecosystem (Digital
Legacy / AI
Personas)
Build “mini-digital twins” of
ISSIP leaders and Fellows—AI
interfaces representing their
expertise.
Deeply innovative; extends
knowledge continuity and
brand authority. High ethical
and technical complexity.
AI–Service Design
Integration
Initiative
Convene communities to fuse
human-centered service
design with AI engineering for
responsible innovation.
Positions ISSIP uniquely as
mediator between creative
and technical disciplines.
15

Initiative Description Rationale
Service Science
Standards & Metrics
Authority
Develop and codify global
standards, taxonomies, and
measurement frameworks for
service innovation.
Elevates ISSIP from
community to field-defining
authority. Complex
governance and partner
management required.
Service Innovation
Policy Forum
Provide neutral, global
advisory to governments and
regulators on service
innovation and responsible AI.
Strategic visibility, influence,
and partnership potential;
policy sophistication
required.
?????? Next Step: Pilot one “lighthouse” project in this quadrant (e.g., Service Science
Standards or AI–Design Bridge) with foundation or corporate sponsorship before
scaling.
?????? Quadrant II: Scalable Wins (High Impact / High Ease)
High-return, feasible initiatives — focus of near-term investment and cross-functional
mobilization.
Initiative Description Rationale
For-Fee Certification &
Micro-Credentialing
Launch professional
certification in Service
Innovation with tiered micro-
credentials.
Immediate revenue
generator; reinforces
authority; builds
community identity.
AI-Powered Volunteer
Matching System
Use AI to match members to
roles and projects based on
skills, interests, and time
availability.
Drives engagement,
efficiency, and retention;
leverages existing AI
Collab assets.
Corporate Partnership
Model (Hybrid
Sponsorship + Advisory
Tiered corporate
memberships with access to
data, learning, and thought
Diversifies income; builds
corporate loyalty.
Straightforward to launch.
16

Initiative Description Rationale
Councils) leadership.
Gamified Engagement
(Treasure Hunt 2.0)
Institutionalize gamification
as recurring engagement
framework.
Proven appeal; low cost;
drives volunteerism and
learning.
Storytelling & Podcast
Platform
Launch podcast series (“ISSIP
Voices of Service Innovation”)
showcasing members and
innovations.
Raises visibility and
narrative cohesion; easily
executable with volunteer
teams.
?????? Next Step: Prioritize Certification, Corporate Partnerships, and Volunteer AI
Matching in 2025–26 roadmap—these are the “fuel lines” for sustainability.
?????? Quadrant III: Quick Experiments (Low Impact / High Ease)
Low-cost, low-risk pilots that can reveal insights or create local successes. Ideal for
student teams or chapter initiatives.
Initiative Description Rationale
ISSIP Regional Hubs
/ Hybrid Meetups
Organize local gatherings co-
located with conferences or
universities.
Strengthens social fabric;
builds pipeline for in-person
events.
Synthetic Dataset
Collaboration
Model
Use synthetic data for
student-industry collaboration
while protecting IP.
Simple pilot with strong
symbolic value for
responsible innovation.
Peer Learning Create structured small-group Low technical requirement;
17

Initiative Description Rationale
Circles / Mentorship
Pods
learning communities within
ISSIP.
deepens relationships and
retention.
Private Crowd
Innovation Projects
Lightweight “private crowd”
platform for small project co-
creation within ISSIP.
Encourages action-oriented
collaboration; easy to pilot
with Google tools.
?????? Next Step: Treat these as innovation sandboxes—run 90-day experiments,
measure engagement, and feed successes into higher-impact initiatives.
(continued)
?????? Quadrant IV: Foundational Enablers (Low Impact / Low Ease)
Necessary operational improvements that underpin higher-impact initiatives, though
not transformational in themselves.
Initiative Description Rationale
ISSIP Handbook &
Annual Calendar
Refinement
Maintain clarity of
governance, expectations,
and volunteer rhythm.
Keeps the machine running;
builds consistency and trust.
Measurement & Simple data visualization of Provides feedback and
18

Initiative Description Rationale
Impact Dashboard
participation, volunteer
hours, funding streams.
credibility for partners and
funders.
Gratitude &
Recognition System
Institutionalize regular
recognition for contributors,
mentors, donors.
Reinforces volunteer
motivation; low strategic lift
but essential culture-
building.
?????? Next Step: Integrate these into the Operations Backbone of ISSIP (with the
Executive Director and volunteer ops teams).
?????? Portfolio Visualization (Conceptual Grid, redux)
?????? Portfolio Insights
1.Balanced Innovation Portfolio:
o~40% high-impact strategic bets (visionary initiatives)
o~30% scalable wins (immediate ROI)
19

o~20% quick experiments (innovation sandbox)
o~10% foundational enablers (operational hygiene)
2.Recommendation for 2025 Focus:
oAnchor investment: Certification & Corporate Partnership programs.
oPlatform prototype: Build ISSIP “digital twin” showcase or pilot
microsite.
oCultural reinforcer: Extend gamified volunteer recognition system.
3.Governance Suggestion:
oEstablish a Portfolio Steering Council under the Board to review
initiatives quarterly.
oAdopt “test-learn-scale” rhythm — each new idea passes through
these three stages before institutionalization.
?????? Closing Perspective
This integrated portfolio demonstrates ISSIP’s evolution from a traditional
nonprofit into a multi-modal innovation ecosystem — balancing execution for
stability with experimentation for discovery.
Strategically, it allows ISSIP to:
Secure resources (financial and human),
Amplify participation and belonging,
Lead global discourse on service innovation and responsible AI.
(continued)
ANNEX B
PLATFORMUX TREASURE HUNT FOR ISSIP
20

OBSERVATIONS
Value of Contributed Ideas: High
We found contributed ideas to be valuable and actionable.
Emotion & Sentiment
We found contributors to be even-tempered and dedicated to the wellbeing of
ISSIP and its members, and relatively on-point to topics with only a few notable
exceptions.
Participation: Low
With 1900 potential participants, participation for this hunt was very low. Perhaps
on exposure to the results from this ISSIP Treasure Hunt invited participants will be
more energized to participate in future invited activities and events.
21

ANNEX C
ISSIP TREASURE HUNT – DAY ONE & TWO
COMPLETE CORPUS | 151 Contributed Comments
GROWING RESOURCES
Moderator Ammar Rayes
48 Comments
Welcome to the Online Brainstorming Discussion: “Growing Resources”
We are excited to have you join this collaborative space moderated by Mark
Ammar Rayes. This thread is dedicated to generating and sharing innovative ideas
on how we can expand and enhance our available resources—whether they be
knowledge-based, financial, technological, or community-driven.
?????? Please feel free to introduce yourself. ?????? Share your ideas, suggestions, or
experiences related to resource growth. ?????? Engage with others by commenting on
or building upon their contributions.
Let’s work together to spark meaningful conversations and actionable outcomes.
[20 Oct 21:19]
Is this idea helpful?
0 1 2 3
Reply
I am Dr. Christine Ouyang, Distinguished Engineer at IBM working on AI
applications. I am also ISSIP Ambassador Lead.
Christine Ouyang [21 Oct 15:32]
22

Is this idea helpful?
0  1  2  3
Reply
Hi Dr. Ouyang, it's a pleasure to connect with you! Your work at IBM on AI
applications and your leadership as ISSIP Ambassador Lead are truly inspiring. I
served as a Distinguished Engineer at Cisco for over 10 years and am now with
Celestica, continuing to focus on innovation and impactful technology. I’d love to
connect and explore ways we can collaborate to further ISSIP’s mission and
community.
[21 Oct 15:45]
Is this idea helpful?
0  1  2  3
Reply
Thanks to everyone who has joined the “Growing Resources” discussion so far!
We’re now looking for your contributions on how to grow resources—in any form.
That could mean: • Innovative ideas • Financial or funding strategies • Community-
building approaches • Ways to grow knowledge or networks • Leveraging
technology or tools
Think big—the sky’s the limit!
Please share your thoughts, however early-stage or experimental they may be.
And don’t hesitate to build on someone else’s idea. This is a collaborative space
where every contribution can spark the next big breakthrough.
[21 Oct 14:40]
Is this idea helpful?
0  1  2  3
Reply
ISSIP is actively expanding its resources to support community growth and
engagement. Two key initiatives are underway:
23

1.Free ISSIP On-boarding Course: Free course is being designed to help
onboard and orient new participants to ISSIP’s mission and activities. Early
versions created by students as part of the 2025 AI Collaboration project are
available to explore here: https://issip.org/2025-aicollab-course-for-
onboarding-participants/
2.ISSIP Certification Program (for-fee): a credentialing program (being
developed) to formally recognize service innovation competencies and
contributions. This effort is being led by Andrea Biancini, and you can read
more about the announcement and goals here: https://issip.org/andrea-
biancini-to-lead-issip-credentialing-curriculum-design/
These new learning and credentialing pathways are part of ISSIP’s commitment to
providing valuable, scalable resources that enable deeper participation and
professional growth across the global community.
[21 Oct 15:03]
Is this idea helpful?
0 1 2 3
Reply
Since "Service Science" is a diverse portfolio of knowledge, is there room for
development of more than one certification that are deep-dives into the discipline
along with the topline credentialing program in development? Offers additional
opportunities for engagement and ISSIP revenue. Example of multiple
certifications (400 here): https://www.ieee.org/education-career/continue-your-
education/ieee-credentialing-program | Example of a single certification
program: https://www.pdma.org/page/certification-central
Kevin Clark [21 Oct 22:21]
Helpfulness: 0.0
Reply
Hello Ammar, Great to meet you! I like the idea of mixing communities and
building assets through interactions. My college class did this by adding harms and
24

benefits analysis of a survey by ISSIP. We also did a project that identified
inventions that had harms and benefits. It was fascinating and a good way to build
ISSIP content and excitement around the ISSIP community and engaging with it.
Debra Satterfielf [21 Oct 15:32]
Is this idea helpful?
0  1  2  3
Reply
That sounds like a fantastic project—tying harms and benefits analysis to ISSIP's
work is a smart way to deepen engagement and surface meaningful insights. I love
the idea of building community through shared content and real-world
applications like that. Would love to hear more about your project and how we
might build on it to grow ISSIP's impact together! Please share your contact info.
Thank you.
[21 Oct 15:42]
Is this idea helpful?
0  1  2  3
Reply
An idea could be to BUILD on the good work by the 2023 CSU LB students --
dozens of short video clips illustrations of historical service innovations, how/when
and by whom they came about with good recap of benefits and cautionary
narratives to recognize that harms could also occur. a possible nexxt step: identify
those harms, mitgating strategies and institutional agreements put in place to
regulate and steer toward benefit - same innovations -- updated to where they are
today -- with NEW pro/con assessments.
Michele Carroll [22 Oct 01:04]
Is this idea helpful?
0  1  2  3
Reply
25

AI /ML can help ISSIP grow its resources by improving efficiency, engagement, and
innovation. Here’s how:
1.Grow membership: with smart outreach and personalized content
2.Curate knowledge: automatically and make it easier to find
3.Support research: by identifying trends and speeding up analysis
4.Find funding: with AI tools for proposal writing and grant matching
5.Improve events: using data to plan and personalize
6.Strengthen community: with tools for inclusion and engagement
[21 Oct 15:36]
Is this idea helpful?
0 1 2 3
Reply
Maybe each of these opportunities for AI /ML positive impact on ISSIP resources
could be allocated to a student (AI Collab) project -- ideally with benefit for a paying
industry 'sponsor' -- e.g. 'Package up' the course around tools for inclusion and
engagement and have ISSIP mentors, leaders, ambassadors deliver the coaching
or instruction to the sponsor teams. (and the toolkit and course stays in an ISSIP
library) (michele c)
Michele Carroll [22 Oct 01:07]
Is this idea helpful?
0 1 2 3
Reply
Hi - My experience in understanding, designing and managing service systems has
taken a long and winding path. Initially at the headwaters of the consumer service
chain with the Pillsbury Company when few pioneered food labeling (imagine
eating packaged foods whose ingredients were mystery!!), I evolved through the
national agricultural research enterprise and advanced manufacturing sciences
26

into interdisciplinary research on the human side of information technologies. The
service systems of the research enterprise extend to a broad ecosystem of
students and technicians in the labs, hierarchies of scientists who direct them and
obtain and manage resource acquisition and reporting, organizations whose
executives and accountants prioritize and distribute resources, policy makers, and
users of the results – the marketplace of enterprises, information brokers, and the
public. There are many feedback loops across these ecosystems. My professional
activities have given me the opportunity to guide such service systems in early
biotech, microelectronics, information sciences, advanced manufacturing, retail
operations, high bandwidth communications, human-centered information
technologies, and – now – classical and jazz chamber music in the mountains. Even
with extensive experience behind me, I have many questions.
Martha Russell [21 Oct 15:44]
Is this idea helpful?
0 1 2 3
Reply
Thank you for sharing your incredible journey—what a rich and fascinating path
through so many layers of service systems and innovation! I’d love to hear more
about the feedback loops you mentioned across these ecosystems. Could you
briefly summarize a few of the key ones you’ve observed or found most impactful?
[21 Oct 15:47]
Is this idea helpful?
0 1 2 3
Reply
Interesting in retrospect - the common issues are largely human issues: vision,
cooperation, collaboration, competition, recognition, appreciation, jealousy, we-
they barriers, and reward systems. I think of this in the role of a catalyst, and as I
passed the torch of my Stanford experiences, I described this at three levels:
questions, processes and results. https://mediax.stanford.edu/programs/
27

Martha Russell [21 Oct 15:59]
Is this idea helpful?
0  1  2  3
Reply
Meant to leave my identify here - Martha Russell.
Martha Russell [21 Oct 15:51]
Is this idea helpful?
0  1  2  3
Reply
Thank you Martha and great to meet you virtually. Will love to connect when you
have time. [email protected].
[21 Oct 15:58]
Is this idea helpful?
0  1  2  3
Reply
Wow, Martha! What a resource is your knowledge base! Maybe we need to
construct a 'digital Martha,' to answer questions in each of those zones :)
Michele Carroll [22 Oct 01:09]
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To secure funding from industry, ISSIP can leverage AI to identify companies and
industry conferences that align with its mission, then target them with tailored
partnership proposals. By showcasing how ISSIP connects organizations with
qualified engineers, researchers, and thought leaders in service innovation, it can
demonstrate immediate value to potential sponsors. AI tools can help match
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ISSIP’s expertise with industry needs, track emerging trends, and personalize
outreach to decision-makers. Sponsoring ISSIP events or collaborating on research
initiatives allows companies to tap into a vibrant community of talent and
innovation, creating win-win opportunities for funding and impact.
[21 Oct 15:57]
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Taken to the level of person-to-person, this could be initiated through personal
contacts: invitations to individuals to participate - that result in wanting to do/learn
more - that result in pitches to company and conference leaders to contribute
funding - that yields benefits to the individuals who become champions their
realms..
Martha Russell [21 Oct 16:05]
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Hi, I’m Mark Hiddleson, Founder of Specialized Storage Solutions. I help companies
design smarter, safer, and more efficient warehouse systems while exploring new
ways to drive innovation and culture. I'm also the author of the Tao of Pizza, and
host The Tao of Pizza Podcast, where I dive into leadership, creativity, and the art of
building great businesses. Thank you for setting this up and inviting me to the
party!
Below is an idea I'm developing for Roundtable forums and presentations. at
industry events.
Executive summary of presentation
Working Session Title:
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The Tao of Innovation: Podcast Power for Unlocking Potential, Elevating Teams,
and Building Resilient Networks
Type of Session: Discussion Forum
Topic Category: People | Processes | Technology & Data
Session Description: Discover how podcasts can unlock potential, elevate teams,
and strengthen resilient innovative networks. In this interactive discussion, we’ll
explore how listening to, hosting, and sharing podcasts drive leadership
development, operational insights, and digital transformation. Join peers and
practitioners to exchange strategies, expand networks, and uncover how podcasts
foster innovation, inclusion, and sustainable growth.
Three Participant Take-aways: -Discover practical strategies for leveraging podcasts
to enhance team development, leadership retention, and DEI awareness. -Identify
how podcasts accelerate operational efficiency, resilience, and sustainability
through shared best practices. -Apply podcasting as a digital transformation tool to
benchmark performance, strengthen networks, and drive continuous learning.
This is a link to a Google Doc to a presentation outline and case study specific to
the Warehousing and Logistics
Industry. https://docs.google.com/document/d/1dAG3botVZCtcoAgXivzP_gyGXRKp
vWjn0ckyGkBHIYM/edit?usp=sharing
Mark Hiddleson [21 Oct 16:04]
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Hi Mark, thanks for sharing—this sounds like a fantastic and timely session! I really
love the take-aways, especially the focus on discovering and applying podcast
strategies to elevate teams and drive innovation. The intersection of leadership,
culture, and practical tech is powerful. I’m looking forward to diving into the
Google Doc and learning more about how this applies to warehousing and
logistics. Great work!
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[21 Oct 16:08]
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Thank you for your comment. I'll also include a link to my author
site. www.taoofpizza.com. I look forward to any questions, comments or
recommendations. We have applied to present this at WERC 2026 National
Conference in May 2026 in Jacksonville, FL. https://werc.org/
Mark Hiddleson [21 Oct 20:50]
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Agree. This sparks the thought that ISSIP can have a hub of educational offerings
that have been reviewed by ISSIP and accredited by ISSIP yet offered by third
parties. Will cross-post this comment since it also points to a potential new revenue
source to support our mission.
Kevin Clark [22 Oct 12:06]
Helpfulness: 3.0
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Kevin, I wasn't sure which "bucket" to choose on the Treasure Hunt. I love the word
resource, so I chose this. Thank you for affirming, and mentioning that. I will follow
up on the rev stream thread.
Mark Hiddleson [22 Oct 17:45]
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My email is [email protected]
Mark Hiddleson [21 Oct 20:44]
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Mark - maybe you could be interviewing a series of ISSIP icons -- ambassadors,
leaders, authors ... and build a collection of their stories we could house on
website / publishing platform....
Michele Carroll [22 Oct 01:11]
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Hi Mark - interested in becoming the "Lex Fridman" of service innovation? Might be
fun :-)
Jim Spohrer [22 Oct 16:01]
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I love Lex! I haven't seen a lot of episodes, but we think along similar lines. Holistic
Thinking and problem solving is what i would name it. Thank you for the
compliment. I love the inspiration. My homework is to check out a Lex highlight
reel and look at the ISSIP icons Michele mentioned, and start some podcast guest
outreach. Thank you again for including me in this project. It's the first time I've
been involved in something like this digitally.
Mark Hiddleson
Mark Hiddleson [22 Oct 17:43]
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TSIA (Technology & Services Industry Association) secures funding from the
industry primarily through memberships, sponsorships, and events. Companies
pay to become members, gaining access to TSIA’s research, benchmarking data,
and expert advisory services tailored to their specific business challenges. TSIA
also hosts conferences and webinars where industry partners sponsor sessions,
showcase solutions, and engage directly with target audiences. By consistently
delivering high-value insights and facilitating thought leadership platforms, TSIA
attracts ongoing financial support from tech and service organizations looking to
stay competitive and connected
[21 Oct 16:04]
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Would you describe, please, how TSIA is involved in the transfer of insights from
the participating individuals to the membership and sonship organizations? And
insights you may have about how the members and sponsors evaluate the ROI on
their funding?
Martha Russell [21 Oct 16:09]
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As I understand (and my info may not be up to date), TSIA facilitates the transfer of
insights from individual participants to its broader membership and sponsor
organizations through structured research, benchmarking studies, and interactive
member communities. Insights gathered from working sessions, member
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inquiries, and events are synthesized into reports, frameworks, and best practices
that are shared across the TSIA network.
As for evaluating ROI, members and sponsors often assess their return based on
measurable improvements in key performance metrics (e.g., revenue growth,
service efficiency, customer retention), this is the key, as well as the strategic value
of access to benchmarking data, thought leadership, and peer collaboration.
Regular engagement and outcomes tracking help ensure that the value delivered
aligns with their investment.
[21 Oct 16:14]
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Should ISSIP consider a membership fee? It is currently a sponsorship model and
could be a hybrid. Our "events" seem to be adjacent to professional conferences
such as the Applied Human Factors and Ergonomics (AHFE) conferences. Should
ISSIP have its own for-fee events? These are strong sources of revenue for many
professional organizations.
Kevin Clark [21 Oct 22:26]
Helpfulness: 0.0
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ISSIP does not have a participation (AKA membership fee) like other professional
association (see compelling reasons why here - https://issip.org/gratitude/) .
However, a for-fee certification is much needed. And cuts across all three Hunt
areas growing resources (for-fee), new program and platform, and deepening
participation.
Jim Spohrer [22 Oct 16:04]
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Reply
Treasure Hunt Moderator note from Kevin Clark: If you want to be identified with
your comments as we get underway, please "sign" your post with your name. We
are updating the ISSIP email authorization list to include and in the database so
this shows up automatically. This should be available in three hours; Midday PT /
mid-afternoon ET / early evening CET.
Kevin Clark [21 Oct 16:11]
Helpfulness: 3.0
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Great call, Kevin! Thanks for the heads-up—looking forward to seeing the updates
and having our names appear automatically. This will definitely help keep the
conversation clear and connected.
[21 Oct 16:16]
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From Kevin Clark | CHAT GPT 5 SUMMARY & TOP FI VE THEMES
Here’s a concise summary and theme analysis of the “ISSIP Treasure Hunt –
Growing Resources” discussion thread:
?????? Summary The “Growing Resources” discussion centered on ways ISSIP can
expand its capabilities, community impact, and value delivery through innovative
programs, collaborations, and technology. Participants contributed diverse ideas—
ranging from AI-driven efficiency to human-centered ecosystem building and
community-based learning models. Key initiatives highlighted include: • The Free
ISSIP Onboarding Course (part of the 2025 AI Collaboration project). • The
upcoming ISSIP Certification Program, led by Andrea Biancini. Contributors
explored how to grow ISSIP’s reach and resources through knowledge sharing,
partnerships, and creative engagement formats such as podcasts and storytelling.
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The discussion also reflected strong interest in connecting personal experiences,
professional ecosystems, and digital tools to ISSIP’s mission of service innovation.
?????? Top Five Themes
1.Learning and Credentialing as Growth Engines Participants emphasized
developing structured learning paths and certification programs to onboard,
train, and retain members. The new free course and planned credentialing
curriculum were seen as scalable methods to grow both knowledge capital
and community participation. ________________________________________
2.AI and Technology as Catalysts for Expansion Several contributors
highlighted using AI/ML to: • Curate and organize ISSIP knowledge
resources • Automate outreach and engagement • Identify funding
opportunities • Personalize events and community experiences This theme
linked directly to efficiency and resource discovery.
________________________________________
3.Community and Human Systems Martha Russell’s reflections on human
dynamics (vision, collaboration, recognition, competition) framed the need
for empathy and social cohesion in service systems. Others echoed the
importance of collaborative learning, shared projects, and personal
invitations to engage—showing that relationships and human motivation
remain central to sustainable growth. ________________________________________
4.Partnerships and Funding Models Participants proposed AI-enabled
partnership mapping to identify companies, conferences, and sponsors
aligned with ISSIP’s mission. Discussions referenced the TSIA model—which
uses memberships, sponsorships, and thought leadership—to illustrate
effective industry funding and ROI measurement for community-based
organizations. ________________________________________
5.Creative Engagement and Knowledge Sharing Mark Hiddleson’s “Tao of
Innovation” concept introduced podcasting as a tool for leadership
development, culture-building, and community storytelling. This theme
underscored how media and dialogue-based platforms can amplify ISSIP’s
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reach, enhance inclusion, and strengthen learning networks.
________________________________________ ?????? Overall Insight The thread reveals a
hybrid growth vision for ISSIP—blending digital tools, human connection,
structured learning, and creative engagement. Participants collectively
framed resource growth not only as funding or numbers, but as an
expansion of knowledge ecosystems, social capital, and collaborative
innovation capacity.
Kevin Clark [21 Oct 19:29]
Helpfulness: 3.0
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Update on your online identity here in Treasure Hunt: If you see the tab "My
Account" at the top right of your screen (scroll all the way to the top) - here you can
add your name to your account along with your pre-populated email address.
Kevin Clark [21 Oct 22:28]
Helpfulness: 0.0
Reply
Thank you for the excellent summary.
Mark Hiddleson [21 Oct 23:17]
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Kevin Clark | Anthropic Claude Sonnet 4.5 | Prompt: Please provide three proven
strategies and accompanying actions that result in Growing Resources in
professional development not-for-profit organizations, including funding,
volunteerism, and value-in-kind contributions.
Three Proven Strategies for Growing Resources in Professional Development
Nonprofits
1.Build a Diversified Corporate Partnership Model
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The Strategy: Move beyond traditional sponsorships to create multi-dimensional
corporate relationships that generate financial support, in-kind contributions, and
employee engagement.
Actions:
Design tiered partnership packages that bundle benefits like event sponsorships,
job board access, speaking opportunities, and logo placement, making it easier for
companies to say yes to meaningful investment levels
Recruit employee volunteers as speakers, mentors, and workshop leaders from
partner companies, positioning this as professional development for their staff
while reducing your programming costs
Negotiate in-kind contributions such as free venue space, technology platforms
(Zoom licenses, learning management systems), catering for events, or pro bono
services (legal, accounting, marketing) as part of partnership agreements
Create "executive councils" or corporate advisory boards where partner companies
pay annual fees for exclusive networking access to peers and input on industry
trends, generating unrestricted revenue
Develop workplace learning programs that you deliver to corporate partners'
employees for a fee, creating earned revenue while expanding your reach and
demonstrating value
Why it works: Companies increasingly want deeper relationships than transactional
sponsorships. Multi-benefit partnerships are stickier, generate more total value,
and open doors to various resource streams from a single relationship.
1.Activate Member-Driven Fundraising and Resource Development
The Strategy: Transform your membership base from passive recipients into active
contributors who recruit others, give financially, and leverage their networks for
resources.
Actions:
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Launch a "member-get-member" referral program with incentives (membership
extensions, event credits, recognition) for bringing in new members, essentially
creating a volunteer sales force
Implement tiered giving campaigns (annual fund, scholarship funds, program
endowments) that start with modest asks ($25-$100) and clearly show impact,
making it natural for members to contribute beyond dues
Create volunteer "ambassador" roles where passionate members represent the
organization at conferences, lead outreach to potential corporate partners, or
recruit board members from their networks
Establish "giving circles" or affinity groups where members pool small donations
for specific initiatives like scholarships or research projects, creating collective
impact and peer influence
Develop a "skills-based volunteering" marketplace where members can contribute
specific expertise (graphic design, web development, research, writing) on discrete
projects, making it easy to say yes to helping
Train members to make introductions through structured "connector programs"
where you provide email templates and talking points for members to introduce
you to potential funders, partners, or in-kind donors in their networks
Why it works: Your members are your best advocates and have networks you'll
never access on your own. Small contributions from many people create
sustainable revenue and reduce dependence on a few large funders.
1.Develop Earned Revenue Streams from Your Expertise
The Strategy: Monetize your knowledge, content, and community access through
products and services that generate unrestricted revenue while advancing your
mission.
Actions:
Create premium or corporate membership tiers ($500-$5,000+) that offer exclusive
benefits like executive roundtables, private consultations, salary data access, or
early registration for high-demand programs
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Package and sell digital content such as on-demand courses, toolkits, templates,
certification programs, or recorded webinar series that members and non-
members can purchase
Offer consulting or advisory services where your staff provide customized
guidance to organizations on professional development strategy, benchmarking,
or program design for a fee
License your content and curriculum to other organizations, associations, or
educational institutions that want to deliver your programs to their audiences
Host paid premium events like executive retreats, intensive workshops, or
certification programs at higher price points than standard programming, creating
revenue while serving specialized needs
Negotiate royalties or affiliate revenue from products, books, or services you
recommend to members, creating passive income streams
Why it works: Earned revenue reduces dependence on charitable giving and
provides unrestricted funds for innovation and operations. It also extends your
reach beyond your core membership while demonstrating market value for your
expertise.
Overall cross-cutting principle: Track and communicate ROI religiously. Whether it's
corporate partners, individual donors, or volunteers, people invest resources when
they see clear evidence of impact. Develop simple metrics (members served,
careers advanced, skills gained) and share success stories consistently to build the
case for continued and increased support.
Kevin Clark [22 Oct 00:56]
Helpfulness: 3.0
Reply
We are primarily focused on the US, and our activities are predominantly online. Is
this becoming a limitation? Perhaps it’s time to consider how we can establish a
more substantial presence in the physical world. One idea could be to organise an
annual conference or in-person event to bring our community together.
Alternatively, we could participate in an existing event, such as SDS 2025 or IEEE
40

conferences. Partnering with established platforms might allow us to explore new
opportunities, broaden our reach, and engage more directly with other networks.
The question is, how do we transition into the physical world? ISSIP brings
together a fascinating and diverse mix of individuals from academia, industry, and
public service. However, we risk becoming too confined to our digital channels.
While online collaboration has its advantages, it can also limit spontaneity, depth
of dialogue, and the sense of shared purpose that face-to-face interaction can
generate.
If we genuinely want to encourage broader engagement, we may need to rethink
our communication channels. Are our current platforms reaching beyond our
inner circle? Are they inclusive and engaging enough for new voices? Expanding
our presence into hybrid or in-person spaces could help us connect with those who
might not otherwise engage online, including practitioners, policymakers, and
even sceptics of the digital-first model.
The next step is to start small with a joint session, a workshop, or a satellite event
at an existing conference. From there, we can build momentum toward something
larger and more permanent. It’s about finding the right balance between global
connectivity and local grounding, ensuring that ISSIP continues to evolve as a
living, inclusive, and outward-looking community.
Shaun West [22 Oct 05:15]
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Shaun, thoughtful. Knowing each other better would be strengthened by
"expanding our presence into hybrid or in-person spaces" and "reaching beyond
our inner circle" ... "ensuring that ISSIP continues to evolve as a living, inclusive,
and outward-looking community."
Kevin Clark [22 Oct 06:01]
Helpfulness: 3.0
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Reply
HBR's 10 Must Reads on Nonprofits and the Social Sectors (featuring "What
Business Can Learn from Nonprofits" by Peter F. Drucker) Paperback – May 14,
2019
- https://www.amazon.com/HBRs-Reads-Nonprofits-Social-Sectors/dp/1633696901
-
Nonprofits and the social sectors are taking on an increasing share of the world's
most vital work. Make sure your organization is ready for the challenge.
If you read nothing else on nonprofits and the social sectors, read these 10 articles.
We've combed through hundreds of Harvard Business Review articles and selected
the most important ones to help you align your organization's mission and
strategy, deliver immediate impact, and create lasting change.
This book will inspire you to:
Choose the right problem to solve
Understand when the best practices of for-profits don't apply
Assemble an engaged and goal-driven board of directors
Make the most of for-profit initiatives and corporate partnerships
Drive demand, scale up, and be ready to change course
Learn from the success stories of the world's most respected nonprofit leaders
This collection of articles includes "Lofty Missions, Down-to-Earth Plans," by V.
Kasturi Rangan; "What Business Can Learn from Nonprofits," by Peter F. Drucker;
"Life's Work: An Interview with Desmond Tutu"; "Are You Solving the Right
Problem?" by Dwayne Spradlin; "Life's Work: An Interview with George Mitchell";
"Enterprising Nonprofits," by J. Gregory Dees; "Life's Work: An Interview with
Wynton Marsalis"; "State Street's CEO on Creating Employment for At-Risk Youths,"
by Joseph Hooley; "Life's Work: An Interview with Salman Khan"; "Do Better at
Doing Good," by V. Kasturi Rangan, Sohel Karim, and Sheryl K. Sandberg; "AEI's
President on Measuring the Impact of Ideas," by Arthur C. Brooks; "Life's Work: An
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Interview with Michelle Bachelet"; "The New Work of the Nonprofit Board," by
Barbara E. Taylor, Richard P. Chait, and Thomas P. Holland; "Life's Work: An
Interview with Bill T. Jones"; "Reaching the World's Poorest Consumers," by
Muhammad Yunus, Frederic Dalsace, David Menasce, and Benedicte Faivre-
Tavignot; "Life's Work: An Interview with Muhammad Yunus"; and "Audacious
Philanthropy: Lessons from 15 World-Changing Initiatives," by Susan Wolf Ditkoff
and Abe Grindle.
Kevin Clark [22 Oct 06:09]
Helpfulness: 0.0
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How Nonprofits Get Really Big
- https://ssir.org/articles/entry/how_nonprofits_get_really_big
Kevin Clark [22 Oct 06:12]
Helpfulness: 0.0
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Kevin Clark | Open AI Chat GPT 5 | Top Ten List from Day One
Thanks to everyone who contributed to the first day of the ISSIP Treasure Hunt!
Here’s a synthesized Top 10 from Day One (all three threads). Closely related ideas
are grouped and ranked by how often they appeared (and how many different
people reinforced them). I also note representative examples so you can trace
them back quickly.
1.AI for Service Innovation (frameworks, tools, & responsible use) o GeoAI at
Cisco; AI for volunteer matching & onboarding; “service-first” AI framework;
governance beyond ethics; Responsible GenAI; bridging AI/data with service
design. o Examples: Warner diGooijer, Shaun West, Mike Wing, Martha
Russell, Jim Spohrer, Haluk Demirkan.
2.Learning & Credentialing Pathways (courses, certification, micro-credentials)
o Free onboarding course; for-fee certification; questions about multiple
tracks; authoritative learning hub (TED/LinkedIn-like). o Examples: Jim
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Spohrer (course/cert), Kevin Clark (multi certs), Warner (authoritative
sources).
3.Platformization & Digital Twins (ISSIP as an always-on, intelligent platform) o
Reimagining ISSIP as a value-exchange platform; digital twins of
leaders/roles; AI-enabled knowledge services on ISSIP.org. o Examples: Mike
Wing (platform), Haluk Demirkan (digital twin POC), Michele Carroll (mini
digi-twins, interviews).
4.Partnerships & Funding Models (memberships, sponsorships, hybrid
revenue) o TSIA model; corporate partnerships; potential membership fees;
for-fee events; industry sponsorships; accredited third-party offerings. o
Examples: Kevin Clark (fees/events/accreditation), Martha Russell (ROI),
contributors on TSIA.
5.Storytelling & Speakers (speaker bureau, podcasts, narrative visibility) o
Speakers bureau + surveys; “stories, stories, stories”; podcast series with
ISSIP icons; build bite-/meal-sized narratives. o Examples: Jim Spohrer
(Speakers001/002), Martha Russell (stories), Mark Hiddleson (podcast),
Michele Carroll (interviews).
6.Volunteer Systems & Motivation (matching, recognition, time-smart roles) o
AI matching; micro-tasks; recognition ladders; “don’t treat volunteers like
employees”; ambassador roles. o Examples: Jim Spohrer (AI helpers), Haluk
Demirkan (volunteer challenge), Kevin Clark (Red Cross research), multiple
replies.
7.Gamification of Programs & Participation o Gamify existing/future
programs; quizzes/clever teases to nudge first steps and deepen
engagement. o Examples: Jim Spohrer (Idea_Programs&Platform001; Quiz),
Michele Carroll (strong yes), thread prompts.
8.In-Person / Hybrid Engagement (local chapters & conference tie-ins) o
Regional meetups (DACH, Mexico); annual or satellite events with SDS/IEEE;
restore spontaneity & depth via face-to-face. o Examples: Michele Carroll
(regional), Shaun West (hybrid/physical), multiple agrees.
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9.On-Ramps & Participation Pathways (handbook, SIGs, onboarding journeys)
o ISSIP Handbook; SIGs; clear ladders from passive leader; “first-step”
→
friction removal. o Examples: Jim Spohrer (Handbook, pathways), early post
summarizing how to move from observer to co-creator.
10.Governance & Service Design Bridges (making AI inclusive & value-driven) o
Governance structures (beyond ethics); connect AI/data communities with
service design to reduce barriers and keep human-centered value in focus. o
Examples: Shaun West (governance + service design), Martha Russell (value
components), Jim Spohrer (TSRDM pointer).
Keep going here on Day Two!
Kevin Clark [22 Oct 13:36]
Helpfulness: 3.0
Reply
Hi, Adam here - currently obsessing how service-dominant logic can be "improved"
to systematically drive innovation, sales and growth.
One tool I've been finding really useful recently - to simplify my thoughts, gather
insights, and generating different type of content - is Google's NotebookLM. It's
can take in a variety of sources, eg research papers I've found and/or my own
"progress economy" web pages, and generate Mindmaps, quizzes, short videos, a
variety of audio podcasts (with two hosts deep diving, or debating provided
content, for example), etc.
I'm sure there's a wealth of ISSIP, and members, content that could benefit from
being presented in different styles, and different way of engagement.
Adam Tacy [22 Oct 15:39]
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for example, it turned this long page of
content https://theprogresseconomy.com/what-is-innovation/ into this 6 minute 2
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person debate: https://notebooklm.google.com/notebook/db42eeb4-d211-47b7-
93ec-d3236da223c3?artifactId=99755191-2a24-4538-b98b-e674c0d280b6
(like any LLM it still hallucinates sometimes, misinterprets parts, or goes off on a
not entirely correct tangent, but it's not too bad in making content more engaging
and seemingly improves week on week).
Adam Tacy [22 Oct 15:51]
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Agree. This multimodal thinking and gamification is useful for driving interest and
engagement.
Kevin Clark [22 Oct 19:05]
Helpfulness: 0.0
Reply
Hi Adam Tacy, thanks for your comments. Also check out this TSRDM initiative that
Marcus Warg is leading: https://www.ifsd.hamburg/TRANSLATIONAL-SERVICE-
RESEARCH-AND-DESIGN-METHODOLOGY-TSRDM/
Jim Spohrer [22 Oct 20:08]
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As we approach the end of the ISSIP Treasure Hunt, with Gratitude to all those who
help ISSIP with talent, time, and donations - https://issip.org/gratitude/
Jim Spohrer [23 Oct 01:35]
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Reply
Comment
Accepts markdown.
Terms & Conditions
Thank you to everyone who participated in this ISSIP Treasure Hunt. The hunt is
now over. We will be sharing results of what we've discovered ana shared with each
other in the days and weeks ahead. Gratitude for the opportunity to host this from
the platformUX team, home of Treasure Hunt, and a member of the Content
Evolution federation. Ever onward / Kevin Clark
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DEEPENING PARTICIPATION
Moderator Jim Spohrer
54 Comments
Welcome to this online brainstorming discussion thread "Deepening Participant"
with Jim Spohrer (moderator). Please feel free to introduce yourself and add ideas
and comment on the ideas of others! Read-set-go!
Jim Spohrer [20 Oct 18:17]
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Hi Jim, this is Deb at CSU Long Beach. I am a full professor of Design and the Chair
of the Design Department. I have research in the areas of design for behavioral
change and design for social inclusion. I am interested in design for epilepsy,
autism, gender identity, design for inclusivity. And I recently stuck my hand in a
laundry detergent box at midnight in a dark laundry room to find a taratula had
taken up residence there. My apologies to everyone who heard the screams. Let's
have a fun time sharing!
Debra Satterfielf [21 Oct 15:24]
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Hi Deb, Hi Jim, this is Warner and I am participating from North Carolina where I
heard the screams of tarantula frights. I work for Cisco and am neck-deep in the AI
journey to create GeoAI at Cisco for the Service Supply Chain. This is a very fast
moving area and we are putting the systems in place to evolve our spatial platform
into the AI age.
Warner diGooijer [21 Oct 15:37]
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"GeoAI at Cisco for the Service Supply Chain" sounds to me like a future ISSIP
Excellence in Service innovation nomination :-)
Jim Spohrer [22 Oct 02:58]
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Reminder 1: Remember this is open innovation - so only upload ideas you are
comfortably sharing publicly with your email associated with the ideas. Do not
upload confidential information. Try to be constructive and polite building on the
ideas you like best.
Jim Spohrer [20 Oct 18:21]
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I always like attending the World Economic Forum events in San Francisco or catch
up on Ted-Talks online because they have authoritative speakers, report/book
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authors and thought leaders share their insights. These events draw interest
because generally you will learn something new and insightful by attending online
or in-person. Ted-Talks have a certain format that keeps them relevant; excellent
presentation style, easy to digest and relatively short to focus on the core
information.
Online audiences have a lot of resources that offer authoritative insights: LinkedIn
learning, Masterclass, internal Company/Cisco courses, Online Certificates. There is
so much information to pick from and to consume. Let me ask this question: is
ISSIP an authoritative resource in the Services Industry and what does ISSIP need
to stay relevant in today's fast moving tech economy?
Warner diGooijer [21 Oct 15:58]
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Good point about authoritative sources to build an audience.
Jim Spohrer [21 Oct 16:39]
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Idea_Speakers001: Survey existing ISSIP community participants to gather speaker
and topic suggestions.
Idea_Speakers002: Establish an ISSIP speakers bureau to gather up speakers,
topics, and set up events for community.
Jim Spohrer [21 Oct 18:36]
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Idea_Speaker003: Cecilia Lee has been our "Lex Fridman" interview of top service
innovation related people in our community. So in addition to events with
speakers, an ISSIP series of interviews with top people would be good. Ask the
community - who do you want to hear interviewed, and what questions would you
like to ask them.
Jim Spohrer [22 Oct 15:01]
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ISSIP Handbook - deepening participation on-ramp: The ISSIP Handbook was
created to help participants quickly understand ISSIP participation in terns of the
annual calendar. See link here: https://issip.org/wp-content/uploads/2024/08/ISSIP-
Handbook-2024-Edition.pdf. (the link can be found at the footer - bottom of every
page on the ISSIP.org website in the lower right hand corner).
Jim Spohrer [21 Oct 14:11]
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Deepening participation with ISSIP involves moving from passive involvement to
active contribution and leadership within the community. To begin, it is important
to align with ISSIP's mission, which focuses on promoting service innovation
through collaboration among academia, industry, government, and individuals.
Becoming an active member by joining the organization and staying informed
through newsletters is a foundational step. Meaningful engagement can be
achieved by participating in Special Interest Groups that align with your interests,
regularly attending their meetings, contributing to discussions, and volunteering
to support or lead initiatives. Attending and contributing to ISSIP events such as
discovery summits, webinars, and workshops offers valuable opportunities to
share your expertise and learn from others. Publishing or co-authoring content
such as blog posts, newsletters, or whitepapers further deepens your involvement,
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as does participating in mentorship programs and learning circles. Taking on
leadership roles within ISSIP committees, or being nominated for recognition as a
fellow or distinguished contributor, reflects a strong commitment to the
organization’s goals. Networking with other members, collaborating on projects
that bridge academia and industry, and promoting ISSIP’s mission within your own
professional circles all contribute to more meaningful participation. Ultimately,
deepening your involvement with ISSIP means transitioning from being an
observer to becoming a co-creator, consistently contributing to the community and
helping shape its future.
[21 Oct 14:57]
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This is a very useful catalog of the many ways people can participate in ISSIP. What
do you -- or any other participant here -- think are the one, two or three most
promising moves ISSIP could make to make taking that first step enticing, easy,
rewarding? Are there clever teases? New forms of outreach? Contests or quizzes?
Links to opportunities for members? Ways to socialize members' needs for
connections or resources?
Mike Wing [21 Oct 16:07]
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Stories, stories, stories - telling ISSIP stories in places where current and future
participants consume information. We live in a world of bite-sized and meal-sized
stories - with images, video, sound. Difficult to exercise quality control except
through a powerful overarching narrative.
Martha Russell [21 Oct 16:17]
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Idea_CleverTeases001: Test your service innovation knowledge - a quiz-your-self
approach.
Jim Spohrer [21 Oct 18:39]
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There've been suggestions of volunteer leaders stepping up to host in-person
events in a local area or region -- such as DACH (Germany, Austria, Switzerland) or
Mexico for 2 examples... I think people would welcome the opportunity for in-
person connection.
(Michele C)
Michele Carroll [22 Oct 00:52]
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ISSIP Course (free) and Certification (for-fee) - deepening participation on-ramp:
Under-development is a free ISSIP onboarding course (see student created early
versions here - https://issip.org/2025-aicollab-course-for-onboarding-participants/)
as well as a for-fee ISSIP certification program (see announcement here
- https://issip.org/andrea-biancini-to-lead-issip-credentialing-curriculum-design/).
Jim Spohrer [21 Oct 14:17]
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ISSIP AI-Powered Guidebook for Service Roles -deepening participation on-ramp:
How can AI help augment volunteers working on tasks, and help automate micro-
tasks? This approach to deepening participation by helping onboard volunteers
with AI-helpers has also been explored by student teams (see efforts here
- https://issip.org/2024-aicollab-guidebook-for-service-roles/).
Jim Spohrer [21 Oct 14:20]
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Excellent insight on how AI can enhance and streamline the efforts of volunteers.
e.g. , AI-powered chatbots can handle routine inquiries from the public, freeing up
time for volunteers to focus on more impactful tasks. Additionally, ML tools can
help match volunteers with roles that best fit their skills and availability, optimizing
both efficiency and satisfaction.
[21 Oct 15:30]
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I had a long and fascinating discussion today with a data and AI specialist from
PepsiCo. The key takeaway was that the real challenge isn’t the technology itself—
it’s identifying and framing the right use cases. Interestingly, his focus was on
services, primarily within internal operations. This aligns with a pattern I’ve
observed across many firms: technology often leads the conversation, while the
corresponding service abstraction layer lags behind. I’ve had similar discussions
with others in recent months, and these recurring themes suggest a broader,
systemic issue. Many organisations are heavily investing in AI and data capabilities,
but without a clear service-oriented foundation, their initiatives risk becoming
technology-driven rather than value-driven. It seems there’s real potential to
develop a framework or toolset that supports the successful, service-led adoption
of AI. After all, AI has become the “cool” topic of the moment—it attracts attention
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and funding—but the long-term success will depend on how well it’s integrated
into meaningful service systems. Something like this could create a theme/tpoic
we can cluster around.
Shaun West
Shaun West [21 Oct 15:37]
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Very interesting. I wonder whether there's fertile ground -- for ISSIP, and well
beyond -- in a serious (dare one say scientific) services frame or hypothesis or
practice for AI. After all, inherent in services is the idea of mutuality, of dynamic,
emergent activity and relationships... but AI today -- at least, its chat
manifestations -- is a rather degraded facsimile of that. The chatbot has no agency;
it's a sycophantic mirror. Seems as though a serious system of service-based
relationship could go a long way toward correcting what is destructive or
hallucinatory about at least the current flavor of AI.
Mike Wing [21 Oct 16:18]
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What I like about this idea is the importance of real person to real person trust
relationship in the age of AI.
Jim Spohrer [22 Oct 03:02]
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Consider, instead of msging sites; having twins available to give advice based on
their lives’ ‘lessons learned.’ That would be more open ended than trying to read
updates on text threads. Plus consolidating one’s entire life experiences, in an ‘ask
me anything’ open format.
All my writings, presentations, online courses, and more could be instantly
available via Q and A, or user prompting. Frank Odasz Lone Eagle
Consulting http://lone-eagles.com/ 1982-2017 http://youtube.com/fodasz
And inviting anyone to compile their own person lessons learned, with addition of
wisdom they gather from other people and/or online sources.
Leaving a Legacy would be the title of the “How you can do this too” ISSIP project.
It needs to be minimally technical and maximally humanistic, nuturing,
encouraging, and real instead of overly fake AI centric in nature. Many, like Marc
Prensky, and Jim Spohrer, already have vast media resources to convert into an
increasingly personal transformation into an eternal twin that can listen, learn, and
keep learning, thinking, and could stay busy creatively generating new
content....potentially forever!
Suzanne Summers died two years ago after 24 yrs with breast cancer and
specifically wanted to leave behind an interactive twin to 'carry on' for her fans and
others. That anyone could begin creating a similar life legacy for any ongoing, even
eternal purpose for good...would be an intriguing incentive as they see what
others have already created.
A specific example; Suzanne
Sumers https://www.cnn.com/2025/10/22/entertainment/suzanne-somers-ai-
clone-husband
frank odasz [22 Oct 17:43]
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Frank Odasz wrote: "A bit of IBM history; an early ceo stated there was no market
for personal computers, in 1977 Chris Ward (IBMer) created the first BBS software,
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around 1982 Harvard created a public domain bbs program called Common
Ground, in 1992 was the last BBSCON conf. in Colorado springs, there were around
100,000 BBSs at that time, most for gamers and hobbiests. 1988-1998 the Big Sky
Telegraph innovated with online courses for K12 educators specifically for rural,
remote and indigenous learners, to build caring online communities with
advantages of asynchronous msging 24/7. http://lone-eagles.com/history.htm All
courses and content free to all at http://lone-eagles.com/ Of note is lots of
detailed, simply written stories and explanations posted at the lone eagles site..
One sample link http://lone-eagles.com/incubat.htm(has a short bulleted
constitution.) As social media dominated, free local friendly bbs communities were
overshadowed by very diverse larger virtual online communities lead by for profit
algorithms....the humanetech.com movie 'social dilemma' warned of abuses about
10 years ago. Tristan Harris has an updated TED talk on TED.com summer of 2025
that is a truly exceptional update!; https://www.humanetech.com/landing/the-
social-dilemma and they have a site listing the harms of social media, too. ISSIP
might reframe the invite to participate as a storytelling platform for diverse users
on how to create value for others; encouragement, to generate a 'lessons learned'
resource on ways to keep online discussions civil and nurturing. Think Globally, Act
Locally. This is evolving into AI graphics with humor and political relevance, but
risks devolving into dropping poop like King Trump on protesters. I see tech
academics having their threads, educators having one on what to teach like AI
appropriate use, and rules for online citizenship and many other for 'regular folks.'
A related book long ago was Rules for Radicals. ISSIP needs to offer new energy of
purpose for participants...at a level they can feel competent to contribute to. "If we
all share what we know, we'll all have access to all our knowledge. Less is more in
the age of info overload, and VALUE is created for more people using 'Less is More'
as a guideline. Motivating quotes can be near instantly inspiring. 60% of people
access internet on their smartphones, and type with two thumbs or fingers,
though talk to text is used by many but few read long texts. LOL I came online in
1982, created the Big Sky Telegraph with Colonel David R. Hughes 1988-1998.
Became Lone Eagle Consulting 1997-2017, and am currently following ISSIP and AI
trends for good and bad potential outcomes. Frank Odasz frank@lone-
eagles.com Having traveled a million miles, half by airline, half by car, 20 years
teaching online across Alaska, Montana and nationally/internationally. The Top
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Down needs to learn how to partner MEANINGFULLY with the Bottom up. If 1% of
people on earth are sociopaths, of 8+ billion that's 80,000,000 and AI and War tech
in the hands of just a few can destroy the life's work of ten of millions of good
folks. So, regulating and monitoring will require advanced AI, noting many
authoritarian countries, and Palantir in the US plan to use AI for control and
surveillance, not civil dialog and free speech. The #1 problem in my view; is the
above is going against the potential of online communications for cointelligence,
superagency, and abundance for all. As Doug Engelhart championed with The
Mother of All Demos at SRI in the late 60's. Censoring we the people and
democracy is unAmerican to the extreme. Remembering the growth of Astroturf
(fake grassroots organizations) creating Citizens United to allow billiionaires to buy
elections like Muck did in 2024. Empowering all citizens should produce massive
incomes for those with major financial resources to invest. Power to the People! It
is just a matter of who and when. (quoting Tom Grundner; National Public
Telecomputing Networking)f 3 presenters, or a posting to start day two? I read
Kevin’s notes for day one, signed in and posted the following."
Jim Spohrer [22 Oct 18:42]
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The value-oriented approach is powerful. It does require identifying value
components for multiple layers of the ecosystem and - after integrating those that
apply to multiple segments and aligning with value internally to the organization -
prioritizing for cost-benefit. Martha Russell
Martha Russell [21 Oct 16:34]
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Hi Shaun,, Markus Warg has started a team working on TSRDM (Translational
Service Research Design Methodology) for moving research into practice. See more
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here https://www.ifsd.hamburg/TRANSLATIONAL-SERVICE-RESEARCH-AND-
DESIGN-METHODOLOGY-TSRDM/
Jim Spohrer [21 Oct 18:42]
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Interesting Shaun -- I wonder if your example could become an instance for ISSIP
to more specifically define what (e.g. Pepsi) values might be to which AI could be
applied? (like in an AI Collab project for them -- you're in India -- we have a college
in Mumbai currently looking for some coaching on AI tools generally -- what about
appending that type opportunity with a specific use case possibility. Start with say
a survey within Pepsi of priorities ... a specific department or team's priorities,
needs or pain points.
Michele Carroll [22 Oct 00:56]
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Treasure Hunt Moderator note from Kevin Clark: If you want to be identified with
your comments as we get underway, please "sign" your post with your name. We
are updating the ISSIP email authorization list to include and in the database so
this shows up automatically. This should be available in three hours; Midday PT /
mid-afternoon ET / early evening CET.
Kevin Clark [21 Oct 16:11]
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From Kevin Clark CHAT GPT 5 SUMMARY & TOP FIVE THEMES Here’s a summary
and synthesis of the “ISSIP Treasure Hunt: Deepening Participation” discussion,
highlighting the key contributions and emerging insights.
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?????? Summary Overview The discussion centers on how to deepen participation
within the ISSIP (International Society of Service Innovation Professionals)
community. Participants—including Jim Spohrer, Debra Satterfield, Warner
diGooijer, Mike Wing, Martha Russell, Shaun West, and Kevin Clark—explored ways
to make engagement more accessible, meaningful, and aligned with ISSIP’s
mission of advancing service innovation across academia, industry, and
government. The conversation evolved around both structural enablers (like
handbooks, onboarding courses, and speaker bureaus) and cultural catalysts (like
storytelling, mutual learning, and value-driven collaboration).
?????? Top Five Themes
1.Building Clear On-Ramps for Participation • Jim Spohrer emphasized the
importance of helping participants move from passive to active roles. • Tools
mentioned include the ISSIP Handbook, onboarding courses, certification
programs, and AI-powered guidebooks to assist volunteers. • The aim is to
make initial engagement enticing, easy, and rewarding—with potential use
of quizzes, contests, and visible recognition pathways. Key Idea:
Participation grows when pathways are structured, supported by digital and
AI-enabled tools, and tied to recognition systems.
________________________________________
2.AI and Service Innovation Integration • Shaun West and Mike Wing debated
the evolving relationship between AI and service systems. • Shaun noted
that many organizations risk being technology-driven rather than value-
driven, and that ISSIP could champion a service-oriented AI framework. •
Mike argued for developing mutuality-based service frameworks to
counteract AI’s tendency toward one-way or “hallucinatory” interactions. •
Martha Russell added that success depends on identifying and aligning
value components across ecosystem layers. Key Idea: AI should augment—
not replace—human-centered service design; ISSIP can lead in defining a
service-science foundation for AI. ________________________________________
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3.Storytelling as a Tool for Engagement • Martha Russell championed
storytelling as a strategy to build identity and attract new participants. • She
suggested disseminating “bite-sized and meal-sized stories” across
multimedia platforms to humanize ISSIP’s impact and amplify its relevance. •
Mike Wing reinforced that stories connect emotionally and can drive
participation more effectively than formal communication alone. Key Idea:
Narrative coherence and visibility are essential for cultivating belonging and
sustaining engagement. ________________________________________
4.Creating Authoritative Learning Ecosystems • Warner diGooijer compared
ISSIP’s potential role to platforms like TED or LinkedIn Learning—
authoritative sources that attract engagement through credibility and
insight. • The community discussed developing a speaker bureau, surveys
for topics, and a mix of free and paid educational offerings to position ISSIP
as a “go-to” source for service innovation thought leadership. Key Idea:
ISSIP’s influence and participation levels rise when it is perceived as an
authoritative, educational hub with quality speakers and accessible learning
experiences. ________________________________________
5.Collaborative, Open Innovation Culture • Participants echoed the importance
of collaboration, openness, and inclusion, particularly as a foundation for
creativity and innovation. • Debra Satterfield’s introduction highlighted
design for inclusion and behavioral change—aligning well with ISSIP’s social
and ethical mission. • The “treasure hunt” metaphor reinforced that ISSIP’s
value lies in shared exploration rather than top-down dissemination. Key
Idea: Deep participation flourishes in a culture of open innovation, where
diverse voices, stories, and experiments are welcomed and supported.
________________________________________ ?????? Emerging Opportunities • AI-
Enhanced Volunteer Matching – Using machine learning to align skills with
roles. • ISSIP StoryHub – A digital storytelling platform to share projects,
case studies, and personal journeys. • Service-AI Framework Development –
A cross-disciplinary effort to define best practices for value-driven AI. •
Micro-Credentials & Recognition Pathways – To encourage incremental
contributions and sustained engagement.
________________________________________ ?????? Closing Thought “Deepening
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participation” ultimately means moving from being a consumer of
knowledge to a co-creator of the community’s future. The discussion reflects
a collective desire to blend technological sophistication, human-centered
design, and service science values into a more vibrant, inclusive ISSIP
ecosystem.
Kevin Clark [21 Oct 19:25]
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Update on your online identity here in Treasure Hunt: If you see the tab "My
Account" at the top right of your screen (scroll all the way to the top) - here you can
add your name to your account along with your pre-populated email address.
Kevin Clark [21 Oct 22:29]
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Wow - great tip Kevin Clark! If your name does not appear - you can get it there.
Jim Spohrer [22 Oct 03:04]
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Kevin Clark | Anthropic Claude Sonnet 4.5 | Prompt: Please provide three proven
strategies and accompanying actions that result in Deepening Participation in
professional development not-for-profit organizations.
Three Proven Strategies for Deepening Participation in Professional Development
Nonprofits
1.Create Peer Learning Communities
The Strategy: Move beyond one-way knowledge transfer to facilitate ongoing peer-
to-peer connections where members learn with and from each other.
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Actions:
Launch cohort-based learning circles (8-12 participants) focused on specific
challenges or goals, meeting monthly for 6-9 months with structured discussion
guides and accountability partners
Establish mentorship matching programs that pair members based on
complementary skills and goals, with clear frameworks for the relationship
including suggested meeting cadence and conversation topics
Build online community spaces (Slack channels, LinkedIn groups, or member
forums) organized by interest areas where members can ask questions, share
resources, and troubleshoot challenges between formal events
Train and activate member facilitators who can lead discussions rather than relying
solely on staff, which increases ownership and sustainability
Why it works: People participate more deeply when they build relationships and
feel accountable to peers, not just to an organization. Peer learning also scales
better than expert-led programming.
1.Implement Progressive Engagement Pathways
The Strategy: Design clear "ladders of engagement" that move members from
passive consumers to active contributors and leaders.
Actions:
Map engagement levels from entry point (attend one event) to moderate (regular
attendance, consume content) to deep (volunteer, speak, mentor, serve on
committees) to leadership (board service, chapter leadership)
Create low-barrier volunteer opportunities like greeting at events, moderating
online discussions, or writing blog posts that let members contribute without
major time commitments
Develop a "member showcase" program where participants can present their
work, lead workshops, or share case studies—positioning members as experts, not
just learners
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Recognize and celebrate progression through badges, spotlights in
communications, or tiered membership benefits that acknowledge increasing
involvement
Conduct "onboarding journeys" for new members with personalized welcome calls,
curated content recommendations, and introductions to 2-3 members with similar
interests
Why it works: Most people need incremental steps to deepen involvement. Clear
pathways reduce friction and help members visualize how they can contribute
meaningfully.
1.Co-Create Content and Programming with Members
The Strategy: Shift from delivering predetermined programs to involving members
in designing, developing, and delivering the experiences they want.
Actions:
Run annual member surveys and focus groups specifically asking what skills
members want to develop, what formats work best for their schedules, and what
barriers prevent deeper participation
Form program advisory committees with rotating member seats to help shape the
curriculum, identify speakers, and vet session topics before announcing them
Pilot "unconference" or open space formats where members propose and lead
sessions on the day of the event based on real-time interests and needs
Create content contribution programs where members write articles, host podcast
episodes, or develop toolkits and templates that become organizational resources
Establish feedback loops by following up after programs with "what's changed?"
check-ins at 30 and 90 days, showing members their input leads to tangible
improvements
Why it works: Co-creation builds ownership and investment. When members help
shape programming, they're more likely to participate because it reflects their
actual needs rather than assumptions about what they need.
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Overall cross-cutting principle: All three strategies work best when combined with
consistent communication that emphasizes community benefits over transactional
benefits—helping members see themselves as part of a movement or professional
community, not just customers of services.
Kevin Clark [22 Oct 00:49]
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Especially like "consistent operations and communications" - keeping things simple
and consistent has great appeal to this ISSIP co-founder and volunteer (retiree
status - helping on Wednesdays each week). ISSIP Annual Calendar is something
that some of us have internalized - President's Progress Update with Board,
Quarterly Welcomes, Announcing Excellence Award Winners, VP Elections,
Nominating Excellence Award Nominations, etc.
Jim Spohrer [22 Oct 20:02]
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Thanks Kevin Clark - Nice use of AI !!!
Jim Spohrer [22 Oct 03:03]
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In Switzerland, we have the Data Innovation Alliance (https://data-innovation.org),
which is currently running a Booster Programme focused on AI. While AI is
undeniably important, there is a growing concern that it may become overly
technology-driven and increasingly inaccessible to those outside the technical
community. As the emphasis shifts toward algorithms, data pipelines, and
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automation, we risk neglecting the human and organisational aspects that are
crucial for these technologies to deliver real value.
One significant element often missing from these discussions is governance—not
just ethics, which is now well addressed and widely discussed, but the structures
and mechanisms that ensure responsible, effective, and inclusive use. Nowadays,
almost everything is labelled as “AI,” even when it may not qualify as such. The real
challenges we face are not related to AI itself, but rather to its application; in fact,
there are instances where AI may not even be the most suitable tool for the task at
hand.
This presents an apparent paradox: we need to harness the appeal of AI to gain
traction, secure funding, and attract engagement. However, in doing so, we might
unintentionally exclude individuals without a technical background. Many of us
involved in these initiatives come from IT or engineering—myself included—but
the broader community does not necessarily share that same perspective or skill
set. This raises an important question: are we unconsciously creating barriers
rather than bridges?
One potential way forward is to forge a more deliberate connection with the
Service Design community. They bring a strong human-centred and creative
perspective that could help balance the current technology-centric narrative.
However, there is also a cultural gap—service designers often position themselves
as the “cool” side of innovation, adopting a design-led mindset rather than an
engineering-led one. Bridging these two realms—AI/data and service design—
could be key to developing more inclusive, meaningful, and sustainable
applications of AI.
Shaun West [22 Oct 05:08]
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Thanks Shaun - agreed regarding governance. Great service innovations often
combine advancing technological capabilities, business models to scale benefits,
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and institutional arrangements to mitigate harms to stakeholders, under-served
populations, the environment, and future generations.
Jim Spohrer [22 Oct 19:59]
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Harvard Business Review: Looking for a Sense of Purpose? Volunteer.
- https://hbr.org/2025/03/looking-for-a-sense-of-purpose-volunteer
Kevin Clark [22 Oct 06:19]
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Yes, volunteering is a great way for early career individuals to get mentors and
grow their networks as well. For mid career, I have seen the right volunteer roles
help people with promotions in their companies - helping with external technical
eminence requirements. And for retirees, volunteering is a great way to stay active
and help mentor the next generation.
Jim Spohrer [22 Oct 19:56]
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AI Overview from Microsoft Copilot
Harvard Business Review (HBR) articles have covered nonprofit volunteerism
extensively, focusing on its importance for both organizations and individuals. For
nonprofits, volunteerism is a critical tool for building capacity, though recruiting
and retaining volunteers is challenging and requires strategic management. For
individuals, volunteerism can provide leadership skills, career exploration, personal
fulfillment, and a sense of purpose. For nonprofit organizations
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Strategic importance:
Volunteerism is a critical driver of a nonprofit's success, helping build its capacity
and community connections.
Strategic management:
Effective volunteer engagement requires planning and oversight, similar to other
core functions. Without it, the effort can lead to failure in engaging volunteers.
Recruiting challenges:
Nonprofits face difficulties in recruiting volunteers, particularly those with the
necessary skills or who are available during traditional work hours.
Bridging the gap:
There can be a gap in understanding between funders and nonprofits regarding
the value and challenges of strategic volunteerism.
For individuals
Leadership development:
Volunteering helps build leadership skills like empathy, strategic thinking, and
communication.
Personal and professional growth: It can lead to unexpected personal and
professional growth, enhanced employee engagement, and a stronger network.
Career exploration: Volunteering offers a way to explore new interests and
passions outside of a primary job, which can influence career choices and even
lead to a new professional path. Purpose and fulfillment: It can provide a deeper
sense of fulfillment, community connection, and purpose beyond a career.
Avoiding burnout: It's important to avoid over-committing to prevent burnout.
Setting a personal limit on volunteer hours is a key strategy for sustainability.
Kevin Clark [22 Oct 06:21]
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Agreed. And LinkedIn Profiles can be updated with volunteer work, and some non-
profit organization (such as ISSIP) provide opportunities to update your LinkedIn
Profile with certifications in ISSIP Knowledge-Sharing for speaking at an event, and
other certifications for Excellence Awardees, etc.
Jim Spohrer [22 Oct 19:54]
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Is there utility in discovering a way for ISSIP to offer a Service Science Approach for
Not-for-Profit Organizations as a distinct refraction of professional pursuits and
body of knowledge? Popped into my head in doing research for this thread.
Kevin Clark [22 Oct 06:27]
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Perhaps. Again the ISSIP Guidebook (once completed) could be customized for
other non-profits. See student team foundational work
here; https://issip.org/2024-aicollab-guidebook-for-service-roles/
Jim Spohrer [22 Oct 19:52]
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Kevin Clark | Open AI Chat GPT 5 | Top Ten List from Day One
Thanks to everyone who contributed to the first day of the ISSIP Treasure Hunt!
Here’s a synthesized Top 10 from Day One (all three threads). Closely related ideas
are grouped and ranked by how often they appeared (and how many different
people reinforced them). I also note representative examples so you can trace
them back quickly.
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1.AI for Service Innovation (frameworks, tools, & responsible use) o GeoAI at
Cisco; AI for volunteer matching & onboarding; “service-first” AI framework;
governance beyond ethics; Responsible GenAI; bridging AI/data with service
design. o Examples: Warner diGooijer, Shaun West, Mike Wing, Martha
Russell, Jim Spohrer, Haluk Demirkan.
2.Learning & Credentialing Pathways (courses, certification, micro-credentials)
o Free onboarding course; for-fee certification; questions about multiple
tracks; authoritative learning hub (TED/LinkedIn-like). o Examples: Jim
Spohrer (course/cert), Kevin Clark (multi certs), Warner (authoritative
sources).
3.Platformization & Digital Twins (ISSIP as an always-on, intelligent platform) o
Reimagining ISSIP as a value-exchange platform; digital twins of
leaders/roles; AI-enabled knowledge services on ISSIP.org. o Examples: Mike
Wing (platform), Haluk Demirkan (digital twin POC), Michele Carroll (mini
digi-twins, interviews).
4.Partnerships & Funding Models (memberships, sponsorships, hybrid
revenue) o TSIA model; corporate partnerships; potential membership fees;
for-fee events; industry sponsorships; accredited third-party offerings. o
Examples: Kevin Clark (fees/events/accreditation), Martha Russell (ROI),
contributors on TSIA.
5.Storytelling & Speakers (speaker bureau, podcasts, narrative visibility) o
Speakers bureau + surveys; “stories, stories, stories”; podcast series with
ISSIP icons; build bite-/meal-sized narratives. o Examples: Jim Spohrer
(Speakers001/002), Martha Russell (stories), Mark Hiddleson (podcast),
Michele Carroll (interviews).
6.Volunteer Systems & Motivation (matching, recognition, time-smart roles) o
AI matching; micro-tasks; recognition ladders; “don’t treat volunteers like
employees”; ambassador roles. o Examples: Jim Spohrer (AI helpers), Haluk
Demirkan (volunteer challenge), Kevin Clark (Red Cross research), multiple
replies.
7.Gamification of Programs & Participation o Gamify existing/future
programs; quizzes/clever teases to nudge first steps and deepen
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engagement. o Examples: Jim Spohrer (Idea_Programs&Platform001; Quiz),
Michele Carroll (strong yes), thread prompts.
8.In-Person / Hybrid Engagement (local chapters & conference tie-ins) o
Regional meetups (DACH, Mexico); annual or satellite events with SDS/IEEE;
restore spontaneity & depth via face-to-face. o Examples: Michele Carroll
(regional), Shaun West (hybrid/physical), multiple agrees.
9.On-Ramps & Participation Pathways (handbook, SIGs, onboarding journeys)
o ISSIP Handbook; SIGs; clear ladders from passive leader; “first-step”
→
friction removal. o Examples: Jim Spohrer (Handbook, pathways), early post
summarizing how to move from observer to co-creator.
10.Governance & Service Design Bridges (making AI inclusive & value-driven) o
Governance structures (beyond ethics); connect AI/data communities with
service design to reduce barriers and keep human-centered value in focus. o
Examples: Shaun West (governance + service design), Martha Russell (value
components), Jim Spohrer (TSRDM pointer).
Keep going here on Day Two!
Kevin Clark [22 Oct 13:35]
Helpfulness: 3.0
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Thanks Kevin. A really good synthesis. Great to see who is suggesting the ideas.
Also great to see who might be working to create the on-ramps. For example, I am
working to create the AI-powered Guidebook for Service Roles to better onboard
volunteers. Students teams did a first pass, and I am synthesizing a final
deliverable based on the great work of the student teams.
Jim Spohrer [22 Oct 19:50]
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"I enjoyed reading the comments and wanted to add my support for several of
them, especially the need to build bridges across disciplines to reach non-technical
audiences and the importance of service innovation in the non-profit sector. If any
area of the socio-economy could use service innovation, it is that sector, especially
now! I can certainly see the value of this initiative for deepening participation. -
Marietta Baba"
Jim Spohrer [22 Oct 15:34]
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A common observation made by other professionals I meet is, ISSIP can/should
have more visibility. In this "space" ,it is the only professional organization fulfilling
the mission of ISSIP. ISSIP gets participation, membership from top professional
from across the globe. Considering all these, the question we should wrestle with
is, how to we build up on whatever the mind share we have ? How do we create
more awareness - globally ? 100s of organizations are members of ISSP - formally.
Do we "encourage" the representees from these organization to share the intro
message in their respective organizations ? What avenues we have/should tap to
spread the info about professional events ISSIP might organize in future. BTW, a
general question: What other professional organizations have done in this regard
(to increase participation) ? Separately, an updated "flyer" (4-6 pager) will be very
useful to spread the message. it can be proactively sent to all 2000+ individual
members.
Shrikant Parikh [22 Oct 18:52]
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Very interesting post. Thank you, Shrikant. It sparks this thought: Can we package
PowerPoint (or similar/multimodal for prez) updates for our organization members
to share with their colleagues on a regular basis? Enable these executives and
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professionals to deliver ISSIP value directly to their home base teams in a
convenient and easily adapted form?
Kevin Clark [22 Oct 19:02]
Helpfulness: 2.0
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Michaele Carroll (ISSIP Executive Director) has created a brochure and a welcome
video that is used on the ISSIP Quarterly Welcome to new participants run by
Vaishali Mane. These materials that Michele has created would be a good starting
point.
Jim Spohrer [22 Oct 19:44]
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Idea-OrganizationalAdvocates001: Great idea(s) Shrikant! Giving participants the
content they need to share the benefits of ISSIP with their co-workers and
leadership.
Jim Spohrer [22 Oct 19:42]
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Idea-Startups001: A very common note that I write to startups goes like this" As
mentioned, the main way ISSIP might help advance awareness of your offering is if
you or your team nominate your offering for the 2026 ISSIP Excellence in Service
Innovation Awards (info) (form) (2025-winners). Success is not guaranteed of
course - but would be great to see a submission for your startup offering.
Mostly we (ISSIP) help build networks of innovators looking for win-win
collaborators globally, and help early career (and students) build networks to
global service innovation community participants. Service innovations are more
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than technology advancements or business models, but also include institutional
arrangement to mitigate harms to stakeholders, the environment, and future
generations. We cannot guarantee success of course - just helpful opportunities
for connection, speaking, recognition, etc. - and other types of win-win
collaboration and service innovation opportunities.
Participation is free to all individuals with an interest who read the ISSIP Handbook
(about 12 pages) and agree to our code of conduct. Organizations and
individuals have ways to contribute to support our part-time paid Executive
Director (~75%) and operations (~25%). For more about ISSIP, see our history of
Presidents and progress calls (history) and gratitude to past and present donors
(gratitude).
Linkes below
info: https://issip.org/award-nominations/form: https://docs.google.com/forms/
d/e/1FAIpQLSew1U_zeR_n9PYjRsMqY-M8ys_9Dw2TdQt02pc3jRi0ayURBw/viewform
2025-winners: https://issip.org/issip-2025-excellence-in-service-innovation-award-
program-awardees/
2024-winners: https://issip.org/issip-2024-excellence-in-service-innovation-award-
program-awardees/
2023-winners: https://issip.org/issip-2023-excellence-in-service-innovation-
awards/2022-winners: https://issip.org/issip-
2022-excellence-in-service-innovation-award-program-awardees/
history: https://issip.org/history-of-issip/
gratitude: https://issip.org/gratitude/ "
Jim Spohrer [22 Oct 19:33]
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Idea_Credentials001: One idea that cuts across all three areas of the Treasure Hunt
is for-fee ISSIP Service Innovation Credentials (https://issip.org/andrea-biancini-to-
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lead-issip-credentialing-curriculum-design/). For Growing Resources (Ammar
Rayes) the for-fee credential would increase income, for Innovating Programs &
Platforms (Haluk Demirkan) the for-fee credentials would be a new program and
platform, that is not currently offered by ISSIP, and for Deepening Participation
(Jim Spohrer) the for-fee credentials would be a great way to engage ISSIP
community of practice participants on their upskilling and careers journey. Since
the founding of ISSIP 2012, this has been on the roadmap, waiting for the right
time and right volunteers.
Jim Spohrer [22 Oct 19:39]
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Jim, thanks and agree. We should map ideas in this hunt to the roadmap you
reference that has existed right from the start of ISSIP.
Kevin Clark [23 Oct 00:46]
Helpfulness: 0.0
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With Just 2.5 hours left in the Treasure Hunt - A BIG THANK-YOU TO ALL who
shared comments and replies - much appreciate.
Jim Spohrer [23 Oct 00:28]
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Some final things on my mind:
* Key Questions: (1a) Service Innovation: Are you more or less interested in service
innovation than you were a year ago? More, Same, Less, Not Sure or Other. (1b) If
possible, please explain your response above: TBD. (2a) ISSIP: Are you more or less
interested in participating in and supporting ISSIP than you were a year ago?
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More, Same, Less, Not Sure or Other. (2b) If possible, please explain your response
above: TBD.
History of ISSIP When ISSIP had 17 participants and just starting - presentation.
URL: https://www.slideshare.net/slideshow/20130225-slides-
progressupdatewithboard-issip_bod-022513_presentation_022513_final-draft-
pptx/275994141 SIGs (Special Interest Groups like Education & Research, Service
Futures) and Chapters (Italy, DACHs, Japan, etc.) with leaders giving report at
Progress Updates. More year by year history through the lens of progress update
calls here: URL: https://issip.org/history-of-issip/
Original goals of ISSIP included 5 items (SIGs, Chapters): (0) operations (annual
calendar, funding, election, awards, welcomes, progress updates) (1) education
(free course, for-fee certification) (2) research (conferences, sigs, TSDRM) (3)
business practice (books, TSRDM) (4) technical capabilities & standards (TBD) (5)
government public policy (TBD)
Priorities these days
1.Guidebook for Service Roles (AI augmented volunteers for annual calendar)
2.Free Course & For-Fee Certification
3.KISS (manageable - avoid unnecessary complexity - volunteers with new
programs or platforms as sandboxes)
4.ISSIP Handbook (Code of Conduct and Annual Calendar)
5.Measures (votes for VP, Excellence Award submissions, owners of slides in
progress updates events)
6.Introductions (QW events) and Ambassadors & Word-Of-Mouth Network
(Call Tree Development)]
7.Volunteer logging hours in Benevity, Organizational donors with SI priority,
8.AI Collab
Jim Spohrer [23 Oct 00:28]
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A service scientist sees the world as full of service systems entities - people,
business, nations - all defined by the service they give-get-grow over time. Each of
these - people, business, nations - have baby versions, child versions, adult
versions, and older versions - near end of entity. The service changes - the give-
get-grow - changes over time. This is the foundational view of the world in terms of
service-for-service exchange.
Service is fundamental.
Service innovation is how these give-get-grow service interactions between entities
change over time.
Is service innovation less, same, or more important to you this year than it was last
year?
Some of us at ISSIP think about service give-get-grow and service innovation with
colleagues year after year, and welcome new participants to the community. .
Jim Spohrer [23 Oct 00:34]
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Comment
Accepts markdown.
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Data Sharing Agreement
Thank you to everyone who participated in this ISSIP Treasure Hunt. The hunt is
now over. We will be sharing results of what we've discovered ana shared with each
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other in the days and weeks ahead. Gratitude for the opportunity to host this from
the platformUX team, home of Treasure Hunt, and a member of the Content
Evolution federation. Ever onward / Kevin Clark
INNOVATING PROGRAMS & PLATFORM
Moderator Haluk Demirkan
49 Comments
Welcome to the Online Brainstorming Discussion: “Innovating Programs &
Platforms” We are excited to have you join this collaborative space. THANK YOU
FOR PARTICIPATING AND CO-CREATING VALUE WITH US. As some of you may
already know, ISSIP is a none-profit professional development organization that is
open to any individual and organization to join, and co-create value with us... This
thread is dedicated to generating and sharing innovative ideas about
What added value can be created by ISSIP’s existing knowledge & network?
What other values that ISSIP can provide?
?????? Please feel free to introduce yourself. ?????? Share your ideas, suggestions, or
experiences related to resource growth. ?????? Engage with others by commenting on
or building upon their contributions.
Let’s work together to spark meaningful conversations and actionable outcomes.
Haluk Demirkan [21 Oct 14:47]
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Thank you for the warm welcome Haluk!
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?????? ISSIP’s existing network can add value by connecting industry leaders with early-
career professionals for mentorship and joint innovation projects. ?????? ISSIP could
also offer curated learning tracks or micro-credentials in service innovation, co-
developed with members across academia and industry.
[21 Oct 16:02]
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Hello Haluk! I like the ideas like this one where community members are engaged
through online activities and opportunities to interact with each other. This
gamification is intriguing and I like ISSIP activities that mix the communities of
professionals, educators, students and others.
Debra Satterfielf [21 Oct 15:30]
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Thank you for sharing this idea. I agree, we all learn so much from discussion
boards when participants are diverse.
Haluk Demirkan [21 Oct 16:03]
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Idea_Programs&Platform001: Gamification of existing as well as future programs
and platforms.
Jim Spohrer [21 Oct 18:44]
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Strong YES on the gamification to all programming! Quite fun and engaging.
Michele Carroll [22 Oct 01:13]
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The best experience I had was a series of workshops organized by Tom Chen
(https://www.kent.ac.uk/kent-business-school/people/5204/chen-tom) in Australia
before he moved to the UK. The basic principle behind his workshop series (Co-
creation in Services - Customer Engagement, CCIS-CE) was a small select group (25-
35 people) gathering to workshop research ideas. Very few plenary talks, early
formation of working groups (4-6 people in each group), throwing research ideas
around and getting feedback from the other groups. I am still working on great
research projects with the group I met at CICS-CE 2022 and with another group
that I worked with at CICS-CE 2024. Unfortunately the workshops' success seemed
to depend on Tom Chen's personality and phenomenal organizational abilities. My
suggestion boils down to getting in touch with Tom and having him do a similar
series under the aegis of ISSIP in the UK or elsewhere (more accessible than
Australia).
Alan Hartman [21 Oct 15:48]
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Thank you. Yes, we will reach out to Tom and learn from his experience and
knowledge. Also, we are always open to offer similar workshops if anyone has an
interest to lead.
Haluk Demirkan [21 Oct 16:04]
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Thanks Alan Hartman. Tom Chen sounds like someone to add to the speaker
bureau idea of Warner di Gooijer.
Jim Spohrer [21 Oct 18:45]
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As I mentioned earlier, as ISSIP being a none-profit, almost all programs are being
proposed, designed and delivered by volunteers. We have only one 1/2 time paid
employee who provides organization management, website update and marketing
help. With volunteers, we are able to reach out to 2000+ individuals who joined
ISSIP as an individual member, 600+ organizations, 200 universities in 72 countries.
BUT, time is one of the most important currency in today's world, and how can we
recruit more volunteers to join, propose an idea (basically innovate), design and
lead exiting and new programs? What motivates people to spend volunteer time
for a professional development organization?
Haluk Demirkan [21 Oct 16:10]
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Exactly Haluk Demirkan. Getting volunteer leaders who have time to run programs
is the big challenge of our non-profit professional association.
Jim Spohrer [21 Oct 18:46]
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Reply
I'm wondering how we can be sure more people know about the opportunities. I
think we do have the volunteers in the membership, but haven't found a way that
they all (versus the super active members) know about the opportunities. Email
isn't it. Slack hasn't been it. What are we missing? Wikipedia, Hyperloop,
Coffee&Power (I'm going back a decade), cracked the code. I suspect since we
started face-to-face, we're just missing something the virtual-first organizations
had.
Intuit's Brainstorm tool (going back 15 years with that example) started as an
internal website with two buttons. "I have an idea," and "I want to help with an
idea."
Terri Griffith [22 Oct 17:26]
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quarter time but who's counting?
Michele Carroll [22 Oct 01:14]
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LOL
Terri Griffith [22 Oct 17:19]
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Crying LOL
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Terri Griffith [22 Oct 17:19]
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The Red Cross "Volunteer 2000" report -> a key finding was: "Don't treat volunteers
like employees." Volunteer programs require a set of recruiting practices and
incentives distinct from the world of employment. Related and more recent
research: https://volunteeringredcross.org/en/recurso/research-report-a-survey-of-
spontaneous-volunteers/
Kevin Clark [22 Oct 12:17]
Helpfulness: 3.0
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Thanks for the excellent pointer Kevin. Exactly! 4. Onboarding Volunteers: Owning
the process piece of a whole system is difficult. ISSIP volunteers are very busy
people. If you want to get something done, give it to a busy person. However, also
help them scope the time and effort required to complete the tasks; also help
them build trusted relationships with other individuals who help them evolve their
identity and reputations as they aspire to develop as a service innovation
profession, well versed in give-get-grow or ISSIP community of practice
philosophy. Don’t treat them like an employee. Treat them as a member of a
professional community – helping them achieve their goals.
Jim Spohrer [22 Oct 15:58]
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What motivates people? Peer recognition, self worth, mission orientation. Are
there sparks we're lighting in these areas? (and now I feel awkward as having
written that I need to run to meeting rather than fleshing it out more...)
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Adam Tacy [22 Oct 16:08]
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One area that motivates people as I have noticed is the perceived "worthiness" of
the activities or value co-creation. However, when value is only defined as
monetary or benefiting a huge company like an amazon, then the sense of
worthiness to humanity suffers. So perhaps using an organization like ISSIP that
has huge potential for doing good and the capacity of its members to have skills
not readily available to the average person in need would open an opportunity for
leveraging those skills in ways that they generally are not used. For example, in the
face of a government shut down much needed supplies and services are cut off
and the people in need can't find or access them. Could a service organization
come up with ideas that empower people to find much needed food or resources
when the government deliberatly cuts them off? This is one example. There are
many more worthy human scale problems that need solutions.. :)
Debra Satterfielf [22 Oct 16:37]
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Getting to do something that they want to do, but need a group to get it done (like
a barnraising) -- now I've gone back over 100 years....
Terri Griffith [22 Oct 17:28]
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I wonder if it helps to think about ISSIP as a "private crowd." That is, bounded by
our membership, but totally open to people starting a project, being open to
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others diving in, and then sharing the great results. Hyperloop Transportation
Technologies ran for years like that. It can be as simple as a google spreadsheet
where people subscribe to the changes. People post something to get done.
Others jump on to help. Some kind of cool extraction that lets us all know what
great things are happening. As to the time of volunteers, I'll add a thought below
to Jim's comment.
Terri Griffith [22 Oct 17:18]
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This is an exciting model. It's one way ISSIP can become a platform, as well as a
professional association -- designing for the "and."
Mike Wing [22 Oct 18:44]
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Treasure Hunt Moderator note from Kevin Clark: If you want to be identified with
your comments as we get underway, please "sign" your post with your name. We
are updating the ISSIP email authorization list to include and in the database so
this shows up automatically. This should be available in three hours; Midday PT /
mid-afternoon ET / early evening CET.
Kevin Clark [21 Oct 16:12]
Helpfulness: 0.0
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As the other two topics in this Treasure Hunt indicate, it is important for ISSIP to
increase both resources (very much including funding, but also volunteer time)
and member participation, at multiple levels. These are the challenges inherent in
any non-profit professional support organization. But I wonder what cards ISSIP is
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holding today, already, before it increases either funding or member time, that
could be amplified, institutionalized in some way -- i.e., platformed. And I wonder
how AI could be used to help with that. It seems that this community of serious
expertise, knowledge, experience and extensive professional/academic networks
MUST be a fertile ecosystem that the organization could organize and optimize.
Ideas?
Mike Wing [21 Oct 16:29]
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To take this thought one bump further: What would ISSIP be AS a platform? Just as
a thought experiment, what if ISSIP never got another dollar or staff member... but
became an intelligent platform enabling service scientists, providers and other
professionals around the world to exchange value (connections, opportunities,
software, expertise, time, etc.) 24/7? It already has by far the most precious
seedbed for that -- the knowledge, networks and wisdom of its unique community.
And it has a true, formative idea -- the core hypothesis that service is not just a
worthy impulse, but a scientifically codifiable theory and practice. Turning that into
a self-sustaining, growing, emergent platform cannot be more difficult than it was
for buying books (etc.) online.
Mike Wing [21 Oct 16:45]
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Wow... This is a great idea. You are right, there might be some opportunities to use
AI-enabled solutions (for example a digital twin) to be able to scale a service that
ISSIP is already offering. It will great to have a volunteer to design. deploy and test
a digital twin at the ISSIP's website.
Haluk Demirkan [21 Oct 18:23]
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A digital twin capability would be very exciting. What if the ISSIP site had a tools
section that included the ability to create a quick-and-dirty twin of any given
services system or product or community, etc.? Even short of something like that, I
would think zero- or low-cost tools could be offered for generating collaboration,
crowdsourcing, Task Rabbit-style marketplaces, etc.
Mike Wing [21 Oct 20:16]
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really an exciting possibility ... maybe a 'bridging' path, could be to leverage our
podcaster (in the other conversation thread / deepening engagement - Mark
Hiddleson leads a podcas - and I'd suggested he could interview a series of ISSIP
icons.... separately Martha R and Amar, Deb Satterfield, Warner - noted their
backgrounds, areas of expertise -- and i was thinkingi wow - imagine digital twins
for all these folk - who may tend to not be available themselves ... -- a project once
mentioned (as we rebuilt ISSIP.org) was to have someone interview ISSIP
presidents from the beginning -- Ammar -- through Deb, to next year Haluk :) and
capture key milestones, focus areas, achievements in their own storytelling. what
about making those intrveiws/stories - mini digi-twins for each -- and folks could
ask questions if they centered in what was shared (or published elsewhere?)
Michele Carroll [22 Oct 01:19]
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The surveys about the impacts of AI harms and benefits analysis and the role of AI
in democracies were both useful to our ISSIP community and have larger
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implications to inform our work and our communities. These are small but
impactful projects.
Debra Satterfielf [21 Oct 18:16]
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Thank you for this great idea, Debra. A few weeks ago, I presented my earlier work
with Linux Foundation about "Responsible Gen
AI" https://www.linkedin.com/feed/update/urn:li:activity:7381059956780879874/
Haluk Demirkan [21 Oct 19:05]
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so what motivates individuals to work voluntarily and innovate?
Haluk Demirkan [21 Oct 19:06]
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From Kevin Clark | CHAT GPT 5 SUMMARY
Here’s a summary and synthesis of the ISSIP Treasure Hunt: “Innovating Programs
& Platforms” discussion thread.
?????? Overall Summary The discussion revolves around how ISSIP (International
Society of Service Innovation Professionals) can evolve its programs and platforms
to create greater value for its members and partners. Participants—including
Haluk Demirkan, Jim Spohrer, Debra Satterfield, Alan Hartman, Mike Wing, and
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Kevin Clark—explored how ISSIP can leverage its global network, volunteer-driven
model, and expertise in service innovation to become a more sustainable,
intelligent, and interactive platform. The conversation touched on AI enablement,
gamification, volunteer motivation, and platform transformation as potential
directions for ISSIP’s evolution.
?????? Top Five Themes
1.Platformization of ISSIP • Mike Wing proposed reimagining ISSIP as a
platform—a self-sustaining ecosystem enabling members to exchange value
(knowledge, expertise, opportunities) continuously. • This includes
institutionalizing existing assets and networks into a digital platform,
potentially using AI or digital twins to facilitate collaboration and knowledge
exchange. • Haluk Demirkan endorsed exploring a digital twin for ISSIP as a
proof-of-concept for AI-enabled community scaling. Key idea: Transform
→
ISSIP into an intelligent, always-on platform for value co-creation and service
innovation. ________________________________________
2.Volunteer Motivation & Sustainability • Haluk Demirkan highlighted the
challenge of sustaining a volunteer-driven model when time is “the most
important currency.” • The group discussed how to motivate volunteers—
through recognition, meaningful engagement, and professional growth
opportunities. • Jim Spohrer echoed the need to attract and empower
volunteer leaders to run programs effectively. Key idea: Build systems that
→
reward and support volunteer contributions, potentially through gamified
recognition or learning credits. ________________________________________
3.Gamification and Engagement • Jim Spohrer’s “IdeaPrograms&Platform001”
emphasized gamifying ISSIP’s programs and platforms to drive engagement. •
Debra Satterfield supported this, noting that gamification helps connect diverse
communities (professionals, educators, students) and fosters active
participation. Key idea: Use gamification to deepen engagement, increase
→
cross-community collaboration, and make participation more rewarding.
_______________________________________
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4.Collaborative Learning and Co-Creation Models • Alan Hartman cited Tom
Chen’s “Co-creation in Services – Customer Engagement (CCIS-CE)”
workshops as a successful model for collaboration—small groups co-
developing ideas with minimal plenary time. • The suggestion: ISSIP could
replicate or host similar workshops to foster meaningful research and
innovation collaboration globally. Key idea: Create small, high-impact
→
workshops emphasizing co-creation, peer feedback, and lasting professional
relationships. ________________________________________
5.AI and Responsible Innovation • Several participants linked AI to ISSIP’s
mission: o Haluk Demirkan referenced his work on “Responsible Gen AI”
with the Linux Foundation. o Debra Satterfield mentioned prior ISSIP
projects analyzing AI’s societal impacts. • Participants saw opportunities for
AI-enabled community tools, content curation, and digital intelligence to
amplify ISSIP’s mission responsibly. Key idea: Leverage AI to extend ISSIP’s
→
reach and capabilities, while advancing ethical and responsible innovation
frameworks. ________________________________________ ?????? Emerging Insights •
Platform-first thinking: Moving from events and programs to a dynamic,
digital, and AI-enhanced platform model. • Volunteer enablement:
Redesigning engagement systems around intrinsic motivation and visible
impact. • Blended experiences: Combining online gamification with in-
person co-creation formats. • Responsible AI leadership: Using ISSIP’s
expertise to guide ethical AI integration in service innovation.
Kevin Clark [21 Oct 19:27]
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when companies are very obsessed about confidentiality and intellectual property,
what type of values that ISSIP can provide to bring companies to the table for a
none-profit organization?
Haluk Demirkan [21 Oct 21:56]
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Update on your online identity here in Treasure Hunt: If you see the tab "My
Account" at the top right of your screen (scroll all the way to the top) - here you can
add your name to your account along with your pre-populated email address.
Kevin Clark [21 Oct 22:29]
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Kevin Clark | Anthropic Claude Sonnet 4.5 | Prompt: Please provide three proven
strategies and accompanying actions that result in Innovating for Programs and
Platform creation in professional development not-for-profit organizations.
Three Proven Strategies for Innovating Programs and Platforms in Professional
Development Nonprofits
1.Adopt Human-Centered Design and Rapid Prototyping
The Strategy: Use iterative, user-focused development processes to create
programs that solve real problems rather than building based on assumptions or
replicating what's always been done.
Actions:
Conduct "empathy interviews" with 15-20 members representing different
demographics, career stages, and engagement levels to deeply understand their
pain points, learning preferences, and barriers to participation before designing
anything
Create member personas and journey maps that document typical pathways
through professional development challenges, revealing opportunities for
intervention and support that traditional programming misses
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Launch "beta programs" or pilot cohorts (20-30 participants) to test new formats,
content, or delivery methods before full rollout, gathering feedback at multiple
points and iterating based on what you learn
Host design sprints or innovation workshops where staff, board members, and a
diverse group of members co-create solutions to specific challenges in compressed
timeframes (2-5 days)
Establish a "test kitchen" mentality where 10-15% of your programming budget is
reserved for experimentation, with clear criteria for what constitutes success and
explicit permission to fail
Build feedback loops into everything through post-session surveys, 30-day impact
check-ins, and ongoing advisory groups that help you continuously refine offerings
Why it works: Innovation fails when it's based on gut feeling rather than evidence.
Human-centered design ensures you're solving actual problems, while rapid
prototyping lets you learn quickly and cheaply before committing major resources.
1.Leverage Technology for Scalable, Personalized Learning
The Strategy: Use digital tools and platforms to deliver more customized
experiences to more people while reducing delivery costs and geographic barriers.
Actions:
Implement a learning management system (LMS) or community platform that
houses on-demand content, discussion forums, resource libraries, and tracks
individual learning pathways and progress
Create microlearning content libraries with 5-15 minute videos, podcasts, articles,
and templates organized by skill, career stage, or challenge, allowing members to
learn in digestible chunks on their schedule
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Develop AI-enhanced personalization using recommendation engines (similar to
Netflix) that suggest relevant content, connections, and programs based on
member profiles, interests, and past engagement
Build virtual cohort experiences that combine asynchronous learning (watch
videos, complete exercises on your time) with scheduled live sessions for
discussion and application, increasing accessibility without sacrificing community
Use chatbots or virtual assistants to answer common questions, guide members to
resources, and provide 24/7 support, freeing staff time for higher-value
interactions
Experiment with immersive technologies like virtual reality for skills practice (public
speaking, difficult conversations) or augmented reality for technical training where
hands-on experience is valuable
Implement data analytics dashboards that track engagement patterns, completion
rates, and learning outcomes to identify what's working and surface early
indicators of member needs
Why it works: Technology enables you to serve more people more personally at
lower cost. It also generates data that reveals insights impossible to gather from
in-person programs alone.
1.Build Cross-Sector Innovation Partnerships
The Strategy: Partner with organizations outside your traditional ecosystem—tech
companies, universities, research institutions, other nonprofits—to access new
ideas, capabilities, and audiences.
Actions:
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Form academic partnerships with universities to co-develop research-backed
curricula, access graduate students as program designers or facilitators, and pilot
emerging pedagogical approaches in your programs
Partner with technology companies to beta test new learning platforms,
collaboration tools, or AI applications in exchange for feedback and case studies,
getting cutting-edge tools at reduced or no cost
Create cross-industry learning exchanges where your members learn alongside
professionals from different sectors (healthcare + technology, education + finance)
to spark innovation through diverse perspectives
Join or form nonprofit innovation collaboratives where multiple professional
development organizations share learnings, co-develop open-source content, and
experiment together to reduce individual risk
Engage behavioral science or organizational development consultants to bring
evidence-based approaches to program design, incorporating insights from
learning science, motivation research, and habit formation
Establish corporate innovation labs where partner companies provide real
business challenges that your members work on in structured programs, creating
authentic learning experiences while adding value to partners
Tap into startup and entrepreneurship ecosystems to learn rapid experimentation
methods, user acquisition strategies, and product development approaches that
for-profits use
Why it works: Innovation rarely happens in isolation. Cross-sector partnerships
expose you to different ways of thinking, provide access to resources and expertise
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you couldn't afford otherwise, and help you stay ahead of trends rather than react
to them.
Overall cross-cutting principle: Balance innovation with stability. Not everything
needs to be new—maintain your core programs that work while dedicating specific
capacity to experimentation. Communicate clearly about what's experimental
versus proven, managing member expectations while demonstrating your
commitment to continuous improvement. Document and share what you learn
from both successes and failures to build organizational learning capability.
Kevin Clark [22 Oct 01:02]
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Is Your Nonprofit Built for Sustained Innovation?
- https://ssir.org/articles/entry/is_your_nonprofit_built_for_sustained_innovation
Kevin Clark [22 Oct 06:14]
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Innovation Management in Non-Profit Organizations
- https://lusidea.com/blog/innovation-management-in-non-profit-organizations
Kevin Clark [22 Oct 06:17]
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Cross-post from Resources thread: "This sparks the thought that ISSIP can have a
hub of educational offerings that have been reviewed by ISSIP and accredited by
ISSIP yet offered by third parties. Will cross-post this comment since it also points
to a potential new revenue source to support our mission." ... and a new source of
innovative new offerings if act in a more ecosystem-like manner.
Kevin Clark [22 Oct 12:09]
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Reply
To continue the thought experiment of "What if ISSIP were to BECOME a
platform?": The first requirement for a platform is clarity on its design point. What
is the identity and purpose of this platform? For a professional non-profit
association, a number of models suggest themselves: Industry model: This
supports leading organizations in an industry, lobbies for favorable regulation,
and/or provides licensing, credentialing, standards. Example: National
Broadcasting Asso, American Medical Association, ABA, Industry orgs for pharma,
energy, manufacturing, etc. Professional networking model: This is optimized for
making connections among members of a profession in order to share best
practices and opportunities, promote collaboration and career advancement.
Examples: associations for PR, finance, IT, HR, etc. Purpose model: This is
optimized to achieve a change in the world, the spread and institutionalization of
values, benefits, progress. Examples: ASPCA, American Cancer Society Scientific
model: Advance human knowledge and/or establish a given field or fields.
Example: The Royal Society, IEEE, similar associations in medicine, ecology, etc.
Public service model: Primarily volunteer-staffed, providing a necessary service to
society at large or a subset thereof. Examples: The Red Cross, Doctors Without
Borders, Wikipedia There are other types, as well – and any given association can
and likely will pursue elements of more than one model. But to the degree that
these organizations become THE center for a certain kind of value creation and
delivery, its determining criterion for making decisions – for continuing to exist –
needs to be its central design point. The platform has to be grounded in its
fundamental value proposition. What is that for ISSIP?
Mike Wing [22 Oct 13:18]
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Mike, thanks for this contribution. Worth exploring. It points to ISSIP becoming a
center-of-gravity resource for Service Science.
Kevin Clark [22 Oct 18:41]
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Kevin Clark | Open AI Chat GPT 5 | Top Ten List from Day One
Thanks to everyone who contributed to the first day of the ISSIP Treasure Hunt!
Here’s a synthesized Top 10 from Day One (all three threads). Closely related ideas
are grouped and ranked by how often they appeared (and how many different
people reinforced them). I also note representative examples so you can trace
them back quickly.
1.AI for Service Innovation (frameworks, tools, & responsible use) o GeoAI at
Cisco; AI for volunteer matching & onboarding; “service-first” AI framework;
governance beyond ethics; Responsible GenAI; bridging AI/data with service
design. o Examples: Warner diGooijer, Shaun West, Mike Wing, Martha
Russell, Jim Spohrer, Haluk Demirkan.
2.Learning & Credentialing Pathways (courses, certification, micro-credentials)
o Free onboarding course; for-fee certification; questions about multiple
tracks; authoritative learning hub (TED/LinkedIn-like). o Examples: Jim
Spohrer (course/cert), Kevin Clark (multi certs), Warner (authoritative
sources).
3.Platformization & Digital Twins (ISSIP as an always-on, intelligent platform) o
Reimagining ISSIP as a value-exchange platform; digital twins of
leaders/roles; AI-enabled knowledge services on ISSIP.org. o Examples: Mike
Wing (platform), Haluk Demirkan (digital twin POC), Michele Carroll (mini
digi-twins, interviews).
4.Partnerships & Funding Models (memberships, sponsorships, hybrid
revenue) o TSIA model; corporate partnerships; potential membership fees;
for-fee events; industry sponsorships; accredited third-party offerings. o
Examples: Kevin Clark (fees/events/accreditation), Martha Russell (ROI),
contributors on TSIA.
5.Storytelling & Speakers (speaker bureau, podcasts, narrative visibility) o
Speakers bureau + surveys; “stories, stories, stories”; podcast series with
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ISSIP icons; build bite-/meal-sized narratives. o Examples: Jim Spohrer
(Speakers001/002), Martha Russell (stories), Mark Hiddleson (podcast),
Michele Carroll (interviews).
6.Volunteer Systems & Motivation (matching, recognition, time-smart roles) o
AI matching; micro-tasks; recognition ladders; “don’t treat volunteers like
employees”; ambassador roles. o Examples: Jim Spohrer (AI helpers), Haluk
Demirkan (volunteer challenge), Kevin Clark (Red Cross research), multiple
replies.
7.Gamification of Programs & Participation o Gamify existing/future
programs; quizzes/clever teases to nudge first steps and deepen
engagement. o Examples: Jim Spohrer (Idea_Programs&Platform001; Quiz),
Michele Carroll (strong yes), thread prompts.
8.In-Person / Hybrid Engagement (local chapters & conference tie-ins) o
Regional meetups (DACH, Mexico); annual or satellite events with SDS/IEEE;
restore spontaneity & depth via face-to-face. o Examples: Michele Carroll
(regional), Shaun West (hybrid/physical), multiple agrees.
9.On-Ramps & Participation Pathways (handbook, SIGs, onboarding journeys)
o ISSIP Handbook; SIGs; clear ladders from passive leader; “first-step”
→
friction removal. o Examples: Jim Spohrer (Handbook, pathways), early post
summarizing how to move from observer to co-creator.
10.Governance & Service Design Bridges (making AI inclusive & value-driven) o
Governance structures (beyond ethics); connect AI/data communities with
service design to reduce barriers and keep human-centered value in focus. o
Examples: Shaun West (governance + service design), Martha Russell (value
components), Jim Spohrer (TSRDM pointer).
Keep going here on Day Two!
Kevin Clark [22 Oct 13:36]
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Good morning, afternoon and evening... I have one more topic that we would love
to hear back from you. when companies are so obsessed about confidentiality and
intellectual property, what type of values that ISSIP can provide to bring companies
to the table to co-create value?
Haluk Demirkan [22 Oct 15:47]
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SAP COIL is an interesting example: Google AI summary (with my annotations):
SAP Co-Innovation Lab (COIL) is a global network where SAP collaborates with its
customers and partners (these customers and partners are very concerned about
protecting their IP) to develop and bring innovative solutions to market faster.
These labs provide a structured framework and resources for projects, covering
everything from ideation and development to go-to-market strategies, and focus
on areas like IoT, big data, and the SAP Cloud Platform. The program helps
cultivate an end-to-end innovation mindset and offers hands-on experience for
participants.
What it is: A global network of labs where SAP, its partners, and customers work
together on co-innovation projects. (SAP did a bunch of work early to build the
legal framework in a way that let the COIL be a "safespace" for sharing.
How it works: It uses a structured, end-to-end framework to guide projects from
initial ideas to market-ready solutions.
Key activities: Facilitates project-based co-innovation, focusing on developing
innovative solutions with a reduced time-to-market and risk.
Focus areas: Explores emerging technologies like IoT, big data, analytics, machine
learning, and the SAP Cloud Platform.
Goal: To accelerate innovation and help develop new solutions and capabilities that
benefit customers and partners.
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Benefits for participants: Gain hands-on experience, understand the full innovation
process, and develop valuable technical and project management skills.
Terri Griffith [22 Oct 17:42]
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ISSIP can deliver value in the arena of Service Science standards. Taxonomy.
Definitions. Measurements/Metrics. I'm on the IEEE P7100 drafting committee for
AI Sustainability. It is all about discovering and documenting the definitions and
corresponding metrics at the data center level for energy consumption, water
consumption, effluents after use, more. The variables have been fascinating from
energy sources and production methods, to consumption by chips today and what
we believe will be the chips comprising data centers nextgen. Believe ISSIP can
start to be influential in these foundational ways, if chosen as a direction. This
work exists beyond enterprise confidentiality and proprietary IP.
Kevin Clark [22 Oct 18:52]
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ISSIP can also consider being a cross-organization player in shaping the
environment for Service Science. Offering non-partisan expertise to global
regulators and lawmakers that support a robust innovation environment for
advancement of our profession and its benefits to societies and humanity.
Kevin Clark [22 Oct 18:55]
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Synthetic datasets that industry shares with student teams is one approach.
Currently being explored by student teams now as part of ISSIP AICollab.
Jim Spohrer [22 Oct 20:13]
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Related: Perhaps AI/synthetic Service Science "experts" on bodies of knowledge in
the ISSIP data domain. If hesitant in delivering advice directly from AI, Content
Evolution uses a question generator called Challenge Engine to get people to "ask
better questions" (CE motto) about their toughest challenges. Appears on the CE
landing page: https://contentevolution.net/ Try it! Could be adapted for ISSIP.
Kevin Clark [23 Oct 00:56]
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A bit of IBM history; an early ceo stated there was no market for personal
computers, in 1977 Chris Ward (IBMer) created the first BBS software, around 1982
Harvard created a public domain bbs program called Common Ground, in 1992
was the last BBSCON conf. in Colorado springs, there were around 100,000 BBSs at
that time, most for gamers and hobbiests. 1988-1998 the Big Sky Telegraph
innovated with online courses for K12 educators specifically for rural, remote and
indigenous learners, to build caring online communities with advantages of
asynchronous msging 24/7. http://lone-eagles.com/history.htm All courses and
content free to all at http://lone-eagles.com/ Of note is lots of detailed, simply
written stories and explanations posted at the lone eagles site.. One sample
link http://lone-eagles.com/incubat.htm (has a short bulleted constitution.) As
social media dominated, free local friendly bbs communities were overshadowed
by very diverse larger virtual online communities lead by for profit algorithms....the
humanetech.com movie 'social dilemma' warned of abuses about 10 years ago.
Tristan Harris has an updated TED talk on TED.com summer of 2025 that is a truly
exceptional update!; https://www.humanetech.com/landing/the-social-
dilemma and they have a site listing the harms of social media, too. ISSIP might
reframe the invite to participate as a storytelling platform for diverse users on how
to create value for others; encouragement, to generate a 'lessons learned'
resource on ways to keep online discussions civil and nurturing. Think Globally, Act
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Locally. This is evolving into AI graphics with humor and political relevance, but
risks devolving into dropping poop like King Trump on protesters. I see tech
academics having their threads, educators having one on what to teach like AI
appropriate use, and rules for online citizenship and many other for 'regular folks.'
A related book long ago was Rules for Radicals. ISSIP needs to offer new energy of
purpose for participants...at a level they can feel competent to contribute to. "If we
all share what we know, we'll all have access to all our knowledge. Less is more in
the age of info overload, and VALUE is created for more people using 'Less is More'
as a guideline. Motivating quotes can be near instantly inspiring. 60% of people
access internet on their smartphones, and type with two thumbs or fingers,
though talk to text is used by many but few read long texts. LOL I came online in
1982, created the Big Sky Telegraph with Colonel David R. Hughes 1988-1998.
Became Lone Eagle Consulting 1997-2017, and am currently following ISSIP and AI
trends for good and bad potential outcomes. Frank Odasz frank@lone-
eagles.com Having traveled a million miles, half by airline, half by car, 20 years
teaching online across Alaska, Montana and nationally/internationally. The Top
Down needs to learn how to partner MEANINGFULLY with the Bottom up. If 1% of
people on earth are sociopaths, of 8+ billion that's 80,000,000 and AI and War tech
in the hands of just a few can destroy the life's work of ten of millions of good
folks. So, regulating and monitoring will require advanced AI, noting many
authoritarian countries, and Palantir in the US plan to use AI for control and
surveillance, not civil dialog and free speech. The #1 problem in my view; is the
above is going against the potential of online communications for cointelligence,
superagency, and abundance for all. As Doug Engelhart championed with The
Mother of All Demos at SRI in the late 60's. Censoring we the people and
democracy is unAmerican to the extreme. Remembering the growth of Astroturf
(fake grassroots organizations) creating Citizens United to allow billiionaires to buy
elections like Muck did in 2024. Empowering all citizens should produce massive
incomes for those with major financial resources to invest. Power to the People! It
is just a matter of who and when. (quoting Tom Grundner; National Public
Telecomputing Networking)
frank odasz [22 Oct 16:27]
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As we approach the end of the ISSIP Treasure Hunt, just want to express my
gratitude to all the leaders who help ISSIP today with programs, platforms, and
non-profit activities - https://issip.org/leadership/ and those through the years as
well (2012-2025): https://issip.org/history-of-issip/
Jim Spohrer [23 Oct 01:38]
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Thank you to everyone who participated in this ISSIP Treasure Hunt. The hunt is
now over. We will be sharing results of what we've discovered ana shared with each
other in the days and weeks ahead. Gratitude for the opportunity to host this from
the platformUX team, home of Treasure Hunt, and a member of the Content
Evolution federation. Ever onward / Kevin Clark
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20251025 ISSIP TREASURE HUNT - Full Report

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