As has been argued elsewhere, the model of public service management (the New Public Management, or NPM) that dominated public service reform since the late 1970s to the recent past both has been a flawed model and has failed in practice. Its pre-occupation with linear and Fordist models of public service delivery, culled from the manufacturing and production literature, has lacked congruence with the reality of public service management in an increasingly complex, fragmented and interdependent world (Osborne, Radnor, and Nasi 2013). This failure was un-necessary and avoidable. Again, as has been argued elsewhere, an alternative body of public management research and theory is available that addresses directly the nature of ‘service’ and ‘service management’ and which leads to very different approaches to public service management. This approach has become known as public service-dominant logic (PSDL) and the SERVICE framework (Osborne et al. 2015). The intention here is to argue both for a revised conceptualization of this approach and for a shift of emphasis within this emergent paradigm – both between co-production and value (co-)creation and between the respective roles of public service organizations (PSOs), citizens and service users in these processes. Consequently, this brief essay therefore avers that ‘PSDL’ is no longer either a necessary or a sufficient term for this body of public management theory. To acknowledge its growth into a distinctive body of theoretical body, this paper therefore argues for the replacement of ‘PSDL’ by the crisper term, ‘public service logic’ (PSL). This term maintains the link to service, rather than product-based, theory but distances it from being simply an offshoot of SDL. To make this point, this paper advances the need to consider co-production and value co-creation in a distinctive way that adds to public management theory. Whilst the concept of co-creation has been considered in public management theory in recent years, the discourse has suffered from conceptual limitations. In some circumstances it has been offered as inter-changeable with co-production (Gebauer, Johnson, and Enquist 2010), whilst in others it has been limited solely to ‘the involvement of citizens in the initiation or design of public services’ (Voorberg et al. 2017, 366, my emphasis). However, this is not the case. Co-production assumes a process where the PSO is dominant and where the logic is linear and based upon product-dominant conceptions of production. Co-creationassumes an interactive and dynamic relationship where value is created at the nexus of interaction. Value for the service user and the PSO thus are created not by linear production but rather by this interaction occurring within the context of the service user’s wider life experience (Grönroos 2011). This has significant implications for how we understand the relationship between PSOs and service users in public services delivery – and for what this relationships means for the value that public services create in society.