Global Telecoms Manufacturer
Global Manufacturer and R&D company wishing to alter business model
- Value of R&D business critical
- Financial pressures driving strategic direction
- Poor senior management relationship with existing suppliers
- Feeling that existing suppliers have not developed their delivery
- Requirement for reduced internal headcount
- Requirement for improved service quality
Challenges
Business Drivers
- Increase Margins and reduce Operating Costs
- Improve user satisfaction
- Maintain R&D flexibility
- Control of supplier eco-system
Market Challenges
- Geographically dispersed
- Increasing competition
- Commoditisation
- Consumer "churn"
- Increased Reliability Expected
- Innovation mandatory
Requirement
"Create a Global Service Management model which will allow us to select best of breed (and cost) suppliers for infrastructure, applications and networks, wherever they are and in whatever niche they may be, and allow us to manage them (and let them deliver) as though they are one IT department in the same location as we are. And it must be cost effective"
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
