Global Managed Service Provider
Global Managed Service Supplier - Business Unit focused on UK Government (central, local and devolved)
- Many individual service organisations exist across Government Programmes
- Centres of excellence and best practices exist but are not shared
- Silos of processes and technologies exist but are not shared
- Currently each bid design results in bespoke new service solution
- No economies of scale utilised across existing services
- Efficiencies not gained through common approach and "Do once" culture
Challenges
Business Drivers
- Increase Margins and reduce Operating Costs
- Reduce Bid Costs/Improve Win Rate
- Global Sourcing
- Industry Standards/Best of Breed
Market Challenges
- Regeneration / Regionalisation
- Reduced TCO
- Expect More for Less
- Increased QoS
- Innovation
- Increased Reliability
Requirement
Design and Implement a Service Management Organisation (SMO) to implement and manage a programme of shared services, with rationalised and aggregated supply side delivery, through more efficient and integrated sector procurement and with a greater degree of supply side ownership for delivery of service.
Fox IT Approach
Identify, define and document:
- Key design principles that will be applied to the overall service design
- A Service Portfolio which identifies the services that will be delivered and which will cater for expansion to include services that are capable of being delivered
- A documented service governance structure for the service model
- Service process architecture that will be applied to the overall service design
- Service design requirements for service management and systems management toolsets to support the service design
- Service organisation that will be required to deliver service including provider and supplier roles, responsibilities and interfaces
- The approach to the service quality including default service quality targets, KPIs, measurements and metrics
- The 'external' business processes that will have ITSM related interfaces with the service transformation organisation
- Definition of a Partnership operating model
Outcomes - Managed Service Provider
Transition
Supplier/partners have adopted and now manage the existing ICT estates.
Transformation
The existing ICT estates are at varying stages of transformation. Future estates, following successful new business wins, will be transitioned and will need varying degrees of transformation.
The design of the transformation of these estates will be done in partnership between the provider and the preferred suppliers. Suppliers/partners are responsible for all transformational activities, reporting to the appropriate governance boards. Suppliers/partners work with service provider to offer co-ordinated service management from the SMO to deliver the five service towers. Suppliers deliver to contractual service level agreements (SLAs), key performance indicators (KPIs), mandated processes and procedures all within agreed commercial cost models governed by the SMO.
Outcomes - Customer
- Identified achievable year-on-year growth
- Established more compelling propositions
- Identified significant margin improvements on cost-to-complete
- Innovation in solution delivery
- Increased service reliability and quality
- Improved efficiency and integration in procurement process
- Seamless, proactive and integrated service partnerships with suppliers
Outcomes - Supplier Management
Defined processes
- Business Relationship Management
- Customer Complaints
- Customer Satisfaction Measurement
- Service Level Management
- Supplier Management (inc. governance and controls)
- Service Reporting
