Conventional wisdom holds that the more contact an operation has with its customers, the less efficiently it will run. But when customers are partitioned away from the operation, they are less likely to fully understand and appreciate the work going on behind the scenes, causing them to value the product or service less. What’s more, employees, separated from the people they’re helping, are less likely to perceive their work as meaningful and appreciated. Operational transparency – the deliberate design of windows into and out of the operation - can improve experiences and performance.
In manufacturing operations, inputs to the production process are selected with compatibility in mind. However, this is not the case in most service operations, where customers provide inputs to the production process and are often bereft of the information they need to best decide whether and how to engage. As a consequence, companies often attract customers whose needs and preferences diverge from their operating capabilities. Some of my research documents the magnitude and drivers of this challenge and demonstrates how providing customers with transparency into otherwise-hidden tradeoffs in the design of service offerings can help them make more well-informed choices that enhance the profitability and longevity of service relationships.
Against a backdrop of intensifying competition, rising labor costs, and ascending customer expectations, companies are actively seeking ways to do more with less – for example, compelling customers to take on new roles in the value creation process. And, when companies do provide human service, customers often spend a significant amount of time waiting for it. Some of my recent research has considered these developments as an opportunity for operational innovation, exploring how providing transparency into different facets of the operation might be used to diminish the pain of waiting for service, bolster customer confidence in self-service environments, and across contexts, increase customer persistence in service interactions.
Ryan W. Buell is a Professor of Business Administration in the Technology and Operations Management Unit at Harvard Business School. He teaches Managing Service Operations in the MBA elective curriculum, is a section chair in the MBA required curriculum, and teaches in numerous focused and custom Executive Education programs at the School. He is the faculty chair of the Transforming Customer Experiences Executive Education program, and has also taught the Technology and Operations Management course in the MBA required curriculum. Professor Buell was the recipient of the Charles M. Williams Award for outstanding teaching in 2016.
Professor Buell’s research investigates the interactions between service businesses and their customers, and how operational choices affect customer behaviors and firm performance. He is affiliated with the Behavioral Insights Group at the Harvard Kennedy School’s Center for Public Leadership. His work has been published in Management Science, Manufacturing & Service Operations Management, Production and Operations Management, Journal of Service Management, Quarterly Journal of Economics, Marketing Science, Journal of Experimental Psychology: General, and Harvard Business Review. It has also received media attention from outlets such as The New York Times, The Wall Street Journal, The Washington Post, The Atlantic, The Boston Globe, The Financial Times, The Guardian, Wired, and The Huffington Post. Professor Buell was the recipient of the Wickham Skinner Early Career Research Accomplishments Award in 2019.
Professor Buell earned a DBA in Technology and Operations Management at Harvard Business School, where he received the Dean's Award and the Wyss Doctoral Research Award. He also received an MBA with high distinction from Harvard Business School, where he was a George F. Baker Scholar, and a BBA with high distinction from the Ross School of Business at the University of Michigan, where he was elected to Phi Beta Kappa.
Prior to his graduate studies, Professor Buell co-founded and managed the Tour Now Network, an online real estate virtual tour service. He has also worked at McKinsey & Company and General Motors.
- Featured Work
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Conventional wisdom holds that the more contact an operation has with its customers, the less efficiently it will run. But when customers are partitioned away from the operation, they are less likely to fully understand and appreciate the work going on behind the scenes, causing them to value the product or service less. What’s more, employees, separated from the people they’re helping, are less likely to perceive their work as meaningful and appreciated. Operational transparency – the deliberate design of windows into and out of the operation - can improve experiences and performance.
In manufacturing operations, inputs to the production process are selected with compatibility in mind. However, this is not the case in most service operations, where customers provide inputs to the production process and are often bereft of the information they need to best decide whether and how to engage. As a consequence, companies often attract customers whose needs and preferences diverge from their operating capabilities. Some of my research documents the magnitude and drivers of this challenge and demonstrates how providing customers with transparency into otherwise-hidden tradeoffs in the design of service offerings can help them make more well-informed choices that enhance the profitability and longevity of service relationships.
Against a backdrop of intensifying competition, rising labor costs, and ascending customer expectations, companies are actively seeking ways to do more with less – for example, compelling customers to take on new roles in the value creation process. And, when companies do provide human service, customers often spend a significant amount of time waiting for it. Some of my recent research has considered these developments as an opportunity for operational innovation, exploring how providing transparency into different facets of the operation might be used to diminish the pain of waiting for service, bolster customer confidence in self-service environments, and across contexts, increase customer persistence in service interactions.
- Journal Articles
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- Buell, Ryan W., Ethan Porter, and Michael I. Norton. "Surfacing the Submerged State: Operational Transparency Increases Trust in and Engagement with Government." Manufacturing & Service Operations Management 23, no. 4 (July–August 2021): 781–802. View Details
- Buell, Ryan W. "Last Place Aversion in Queues." Management Science 67, no. 3 (March 2021): 1430–1452. View Details
- Buell, Ryan W., Dennis Campbell, and Frances X. Frei. "The Customer May Not Always Be Right: Customer Compatibility and Service Performance." Management Science 67, no. 3 (March 2021): 1468–1488. View Details
- Buell, Ryan W., and Basak Kalkanci. "How Transparency into Internal and External Responsibility Initiatives Influences Consumer Choice." Management Science 67, no. 2 (February 2021): 932–950. View Details
- Mohan, Bhavya, Ryan W. Buell, and Leslie K. John. "Lifting the Veil: The Benefits of Cost Transparency." Special Issue on Marketing Science and Field Experiments. Marketing Science 39, no. 6 (November–December 2020): 1033–1201. View Details
- Brooks, Alison Wood, Karen Huang, Nicole Abi-Esber, Ryan W. Buell, Laura Huang, and Brian Hall. "Mitigating Malicious Envy: Why Successful Individuals Should Reveal Their Failures." Journal of Experimental Psychology: General 148, no. 4 (April 2019): 667–687. View Details
- Field, Joy M., Liana Victorino, Ryan W. Buell, Michael J. Dixon, Susan M. Goldstein, Larry J. Menor, Madeleine E. Pullman, Aleda Roth, Enrico Secchi, and Jie J. Zhang. "Service Operations: What's Next?" Journal of Service Management 29, no. 1 (2018): 55–97. View Details
- Victorino, Liana, Joy M. Field, Ryan W. Buell, Michael J. Dixon, Susan M. Goldstein, Larry J. Menor, Madeleine E. Pullman, Aleda V. Roth, Enrico Secchi, and Jie J. Zhang. "Service Operations: What Have We Learned?" Journal of Service Management 29, no. 1 (2018): 39–54. View Details
- Buell, Ryan W., Tami Kim, and Chia-Jung Tsay. "Creating Reciprocal Value Through Operational Transparency." Management Science 63, no. 6 (June 2017): 1673–1695. View Details
- Schmidt, William, and Ryan W. Buell. "Experimental Evidence of Pooling Outcomes Under Information Asymmetry." Management Science 63, no. 5 (May 2017): 1586–1605. View Details
- Buell, Ryan W., Dennis Campbell, and Frances X. Frei. "How Do Customers Respond to Increased Service Quality Competition?" Manufacturing & Service Operations Management 18, no. 4 (Fall 2016): 585–607. View Details
- Kuziemko, Ilyana, Ryan W. Buell, Taly Reich, and Michael Norton. "'Last-place Aversion': Evidence and Redistributive Implications." Quarterly Journal of Economics 129, no. 1 (February 2014): 105–149. View Details
- Buell, Ryan W., and Michael I. Norton. "The Labor Illusion: How Operational Transparency Increases Perceived Value." Management Science 57, no. 9 (September 2011): 1564–1579. View Details
- Buell, Ryan W., Dennis Campbell, and Frances X. Frei. "Are Self-service Customers Satisfied or Stuck?" Production and Operations Management 19, no. 6 (November–December 2010). (Awarded the Decision Sciences Institute Stan Hardy Award for Outstanding Paper Published during 2010 in the Field of Operations Management.) View Details
- Practitioner Articles
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- Buell, Ryan W. "Elevate Employees, Don't Eliminate Them." Harvard Business Review 99, no. 5 (September–October 2021): 55–59. View Details
- Buell, Ryan W. "Operational Transparency: Make Your Processes Visible to Customers and Your Customers Visible to Employees." R1902H. Harvard Business Review 97, no. 4 (March–April 2019): 102–113. View Details
- Shell, Michelle A., and Ryan W. Buell. "Why Anxious Customers Prefer Human Customer Service." Harvard Business Review (website) (April 15, 2019). View Details
- Buell, Ryan W. "The Parts of Customer Service That Should Never Be Automated." Harvard Business Review (website) (February 19, 2018). View Details
- Buell, Ryan W. "A Transformation is Underway at U.S. Veterans Affairs. We Got an Inside Look." Harvard Business Review (website) (December 22, 2016). View Details
- Bernstein, Ethan, and Ryan W. Buell. "Can You Cut 'Turn Times' Without Adding Staff?" R1604K. Harvard Business Review 94, no. 4 (April 2016): 113–117. View Details
- Buell, Ryan W., Tami Kim, and Chia-Jung Tsay. "Cooks Make Tastier Food When They Can See Their Customers." Harvard Business Review 92, no. 11 (November 2014): 34–35. View Details
- Buell, Ryan W., and Michael I. Norton. "Think Customers Hate Waiting? Not So Fast..." Harvard Business Review 89, no. 5 (May 2011). View Details
- Working Papers
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- Balakrishnan, Maya, Jimin Nam, and Ryan W. Buell. "Differentiating on Diversity: How Disclosing Workforce Diversity Improves Brand Attitudes." Harvard Business School Working Paper, No. 23-053, August 2022. View Details
- Gibson, Hise O., Ryan W. Buell, and Prithwiraj Choudhury. "Multi-location Workers in Multinational Firms? Tradeoffs in Contextual Specialization of Employees and Organizational Outcomes." Harvard Business School Working Paper, No. 22-007, August 2021. View Details
- Buell, Ryan W., Kamalini Ramdas, Nazlı Sönmez, Kavitha Srinivasan, and Rengaraj Venkatesh. "Shared Service Delivery Can Increase Client Engagement: A Study of Shared Medical Appointments." Harvard Business School Working Paper, No. 21-001, July 2020. (Revised November 2022.) View Details
- Buell, Ryan W., and MoonSoo Choi. "Improving Customer Compatibility with Tradeoff Transparency." Harvard Business School Working Paper, No. 20-013, July 2019. (Revised January 2021.) View Details
- Shell, Michelle A., and Ryan W. Buell. "Mitigating the Negative Effects of Customer Anxiety Through Access to Human Contact." Harvard Business School Working Paper, No. 19-089, February 2019. (Revised April 2022.) View Details
- Buell, Ryan W., Shwetha Mariadassou, and Yanchong Zheng. "Relative Performance Transparency: Effects on Sustainable Choices." Harvard Business School Working Paper, No. 19-079, January 2019. View Details
- Buell, Ryan W., Wei Cai, and Tatiana Sandino. "Learning or Playing? The Effect of Gamified Training on Performance." Harvard Business School Working Paper, No. 19-101, March 2019. (Revised July 2022.) View Details
- Cases and Teaching Materials
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- Buell, Ryan W., and Jorian Hoover. "Canlis: Turning Toward." Harvard Business School Case 623-022, December 2022. View Details
- Buell, Ryan W. "Customer Compatibility Exercise Application." Harvard Business School Simulation 620-707, May 2021. View Details
- Buell, Ryan W. "Customer Compatibility Exercise." Harvard Business School Teaching Note 620-078, January 2020. (Revised May 2021.) View Details
- Buell, Ryan W. "Improving Access at VA (Update)." Harvard Business School Supplement 621-070, November 2020. View Details
- Boumgarden, Peter, Ryan W. Buell, Lamar Pierce, and Richard Ryffel. "Union Square Hospitality Group: Hospitality Included." Harvard Business School Case 621-047, October 2020. (Revised August 2022.) View Details
- Buell, Ryan W., and Amy Klopfenstein. "Zameer Kassam Fine Jewelry: Engaging Clients." Harvard Business School Case 621-043, September 2020. (Revised February 2021.) View Details
- Buell, Ryan W., and Amy Klopfenstein. "Getaway." Harvard Business School Case 621-054, September 2020. View Details
- Buell, Ryan W. "Managing Service Operations." Harvard Business School Course Overview Note 620-090, February 2020. View Details
- Buell, Ryan W. "Transforming Customer Engagement in Service Operations." Harvard Business School Module Note 620-089, February 2020. View Details
- Buell, Ryan W., and Leslie K. John. "Commonwealth Bank of Australia: Unbanklike Experimentation." Harvard Business School Case 619-018, October 2018. (Revised February 2020.) View Details
- Buell, Ryan W., and Leslie K. John. "Commonwealth Bank of Australia: Unbanklike Experimentation." Harvard Business School Teaching Note 620-041, September 2019. (Revised February 2020.) View Details
- Buell, Ryan W., Joshua D. Margolis, and Margot Eiran. "Babcom: Opening Doors." Harvard Business School Case 418-026, June 2018. (Revised February 2019.) View Details
- Buell, Ryan W., and Joshua D. Margolis. "Babcom: Opening Doors." Harvard Business School Teaching Note 620-088, March 2020. View Details
- Buell, Ryan W., Robert S. Huckman, and Sam Travers. "Improving Access at VA." Harvard Business School Case 617-012, November 2016. (Revised August 2020.) View Details
- Buell, Ryan W., and Robert S. Huckman. "Improving Access at VA." Harvard Business School Teaching Note 618-052, March 2018. (Revised February 2020.) View Details
- Buell, Ryan W., and Robert S. Huckman. "Improving Access at VA." Harvard Business School Multimedia/Video Supplement 618-709, March 2018. View Details
- Buell, Ryan W., Willy Shih, and Mike Toffel. "United Airlines: More Out-and-Back Flying?" Harvard Business School Case 617-010, September 2016. (Revised July 2018.) View Details
- Buell, Ryan W. "Breakfast at the Paramount." Harvard Business School Case 617-011, August 2016. (Revised January 2020.) View Details
- Buell, Ryan W. "Breakfast at the Paramount." Harvard Business School Multimedia/Video Case 617-702, March 2017. View Details
- Buell, Ryan W. "Breakfast at the Paramount." Harvard Business School Teaching Note 617-065, May 2017. (Revised February 2020.) View Details
- Buell, Ryan W. "Customer Compatibility Exercise." Harvard Business School Exercise 616-043, December 2015. (Revised October 2018.) View Details
- Buell, Ryan W., Ananth Raman, and Vidhya Muthuram. "Oberoi Hotels: Train Whistle in the Tiger Reserve." Harvard Business School Case 615-043, January 2015. (Revised March 2015.) View Details
- Buell, Ryan W., and Ananth Raman. "Oberoi Hotels: Train Whistle in the Tiger Reserve." Harvard Business School Teaching Note 616-044, February 2016. (Revised February 2020.) View Details
- Raman, Ananth, and Ryan W. Buell. "Oberoi Hotels: Train Whistle in the Tiger Reserve." Harvard Business School Multimedia/Video Supplement 616-704, February 2016. (Revised March 2020.) View Details
- Bernstein, Ethan, and Ryan W. Buell. "Trouble at Tessei." Harvard Business School Case 615-044, January 2015. (Revised October 2015.) View Details
- Bernstein, Ethan, and Ryan Buell. "Trouble at Tessei." Harvard Business School Teaching Note 616-031, October 2015. (Revised February 2020.) View Details
- Bernstein, Ethan, and Ryan W. Buell. "Trouble at Tessei." Harvard Business School Multimedia/Video Supplement 616-706, March 2016. View Details
- Buell, Ryan W. "Compass Group: The Ascension Health Decision." Harvard Business School Case 615-026, December 2014. (Revised February 2020.) View Details
- Buell, Ryan W. "Compass Group: The Ascension Health Decision." Harvard Business School Teaching Note 616-046, March 2016. (Revised February 2020.) View Details
- Buell, Ryan W. "Compass Group: The Ascension Health Decision." Harvard Business School Multimedia/Video Supplement 616-705, March 2016. View Details
- Buell, Ryan W., and Andrew Otazo. "IDEO: Human-Centered Service Design." Harvard Business School Case 615-022, October 2014. (Revised January 2016.) View Details
- Buell, Ryan W., and Andrew Otazo. "IDEO: Human-Centered Service Design." Harvard Business School Multimedia/Video Case 615-703, December 2015. View Details
- Buell, Ryan W. "IDEO: Human-Centered Service Design." Harvard Business School Teaching Note 616-038, November 2015. (Revised February 2020.) View Details
- Drake, David F., Ryan W. Buell, Melissa Barton, Taylor Jones, Katrina Keverian, and Jeffrey Stock. "Whole Foods: The Path to 1,000 Stores." Harvard Business School Case 615-019, September 2014. (Revised June 2016.) View Details
- Research Summary
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From creating flight itineraries online, to interacting with tellers to complete complex banking transactions, to engaging with the government to address civic problems, customers are playing an increasingly vital role in the performance of operations in a broadening array of settings. This trend is fueled by rising demand for service customization, competitive pressures that compel organizations to do more with less, and technological advances that boost the frequency and intensity of customer involvement in operations. Taken together, these dynamics call for a more thorough understanding of how customer-facing operations should be designed, managed, and improved.
Professor Buell’s research and course development investigate how operations can better incorporate customers in the joint creation of value. In particular, he studies how the transparency dynamics in operations shape the perceptions and behaviors of both customers and employees, and how managers can proactively design those dynamics to improve operating performance. This line of inquiry is especially relevant in service settings, in which customers often engage materially in the value creation process and consequently have greater influence over outcomes than in other contexts.
- Teaching
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This course enables students to develop the skills and concepts needed to ensure the ongoing contribution of a firm's operations to its competitive position. It helps them to understand the complex processes underlying the development and manufacture of products as well as the creation and delivery of services.
In today's fast-growing service sector, a new set of frameworks are required to build a robust and competitive service business. Transforming Customer Experiences draws upon the latest research and insights to equip senior managers with a new toolkit for leading and managing service companies. Participants in the program learn innovative methods for effectively managing employees and customers, designing exceptional service offerings, and creating distinctive and sustainable service models.
World-class service organizations deeply understand the needs and behaviors of their customers, and design, manage, and improve their operating models accordingly. This course investigates the distinct challenges inherent in leading service operations, which make up more than 63% of the global economy. In this course, students learn how to design distinctive and sustainable service strategies, how to manage customers and employees, how to develop a cohesive service culture, how to fund service excellence, how to leverage big data to enhance performance, and how to reshape their organizations to suit evolving consumer needs and changing competitive landscapes. The course draws upon cutting edge research and examples from a broad array of industries, including business services, entertainment, financial services, food services, government, healthcare, hospitality, retail, and transportation.
- Awards & Honors
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Finalist for the 2019 McKinsey Award for the Best Article in Harvard Business Review for "Operational Transparency: Make Your Processes Visible to Customers and Your Customers Visible to Employees" (March–April 2019).
Winner of the 2019 Wickham Skinner Early-Career Research Accomplishments Award from the Production and Operations Management Society (POMS).
Received the 2016 Charles M. Williams Award for Teaching Excellence.
Received the 2015 Robert F. Greenhill Award for Outstanding Service to the HBS Community.
Winner of the 2012 Doctoral Programs Dean's Award, honoring graduating students who have made extraordinary contributions to the overall success of the doctoral programs, and to the Harvard, HBS, and broader communities.
Winner of the 2011 Wyss Award for Excellence in Doctoral Research, awarded to Harvard Business School doctoral students who have excelled at conducting outstanding academic research.
Won the 2011 Stan Hardy Award for Outstanding Paper published in the field of Operations Management from the Decision Sciences Institute for his paper with Dennis Campbell and Frances X. Frei, “Are Self-Service Customers Satisfied or Stuck?” (Production and Operations Management, 2010).
- Additional Information
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- Areas of Interest
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- In The News
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