Tag Archives: HCL

Service Intelligence or Service Excellence?

In this post I will address the subject of service intelligence and provide an overview of the Multi -National Company offerings that help clients achieve excellence in Service Management Practices.

As we approach the winter holiday period and you consider selections for your reading list, I suggest you include the following:

 

Service Intelligence: Improving Your Bottom Line with the Power of IT Service Management

This is a book written for the business professional which talks about IT Service Management concepts in business terms.  Sharon Taylor, the @ITSMQueen, explains ITSM by cutting through the jargon.

“Good service management should be relatively invisible to the business. Services should operate as expected, and no service disruptions should be experienced. When support is needed, it should be provided efficiently and effectively, and it should resolve issues the first time. This is typically what we think of as a good service experience”.

This book is about finding those ITSM “a-ha” moments.  Coverage includes

  • Recognizing what excellent IT service looks like and assessing what you’re getting now
  • Selecting the best IT service providers and services for your needs
  • Spotting and rectifying trouble with internal or external supplier relationships
  • Making sure you don’t pay for services you don’t need
  • Negotiating services, requirements, levels, price, quality, and delivery
  • Leveraging ITSM practices without losing focus on the business
  • Creating business-focused service reports and scorecards that focus on what matters most

Introduction – (Illuminating Your Vulnerabilities, Capitalizing on your Strengths, ITSM – in Good Company)

Chapter 1 – ITSM 101: From Data to Wisdom (Data, Information, Knowledge, Wisdom)

Chapter 2 – ITSM: The Business Asset

Chapter 3 – The Service (Anatomy, Ingredients, Catalog, Agreement)

Chapter 4 – IT Service Provider (Types, Competencies, Sourcing)

Chapter 5 – The Negotiation (Decision Styles, Steps, Objectives, The Service Contract)

Chapter 6 – The Service Agreement (Core, Service Package, Description, Hours, Support, Reporting, Complaints, Reviews)

Chapter 7 – The Partnership in Action (Partner Compass, Service Monitoring, Trigger Points, Roles)

Chapter 8 – Service Performance in Action (Indicators, Dashboards)

Chapter 9 – The Bottom Line (Common Cents, Transformations)

Appendix A – IT Strategy Template

Appendix B – Service Contract Template

Appendix C – Service Agreement Template

Appendix D – References for Further Reading

“The mainstay of every business and IT partnership is the knowledge that ITSM requires a holistic approach from governance to operation and is an ongoing journey where a balanced view of the health of the partnership, the services, and the practices enable them to flourish. Even the best ideas at the right time can be made better with solid service management behind them”.

This book definitely explains ITSM or Service Management Practices in business language, however, based on my personal experience, I would have to say that it plays more to the needs of the Procurement function rather than the intended target audience of Business Unit decision makers.

A word of caution to the business reader.  Service Management process improvement programmes are sometimes initiated without fully understanding the business problems that need to be resolved.

 

Being intelligent about IT services & practices

Need to keep a pulse on how well IT Service Management Practices are doing.

Be prepared to invest in your people their attitudes and behaviours 

Promote cultural perception and acceptance about Service Management Practices

It is important to reward those people that shift their focus from a technology bias to demonstrate an end-to-end service-focussed culture. Linking levels of acceptance of new ways of working to the company performance appraisal scheme is a powerful way of incentivising people to change their behaviour.

Having capable people is one thing, but without a framework in which they can operate, it is difficult to share “good” practice and deliver results quickly.

 

Achieving Excellence in Service Management Practices

The Multi-National Companies (MNC), listed below, have invested heavily in optimising processes and developing the competency of their people.  They typically provide services from Multi-Client  locations which have over the years fine tuned ways of working. It is in their interest to focus on industrialisation which represents a relentless drive to discover how an activity is optimally done, then doing it in exactly the same way every time.  It eliminates redundancies, automates and standardises wherever possible, and then drives the work to the most cost-effective and competent workforce available.

HCL

New delivery models are emerging in IT Service management Space:

  • Standardization instead of customization- service providers are standardizing services across heterogeneous environments rather than customizing solutions for each client.
  • Opex instead of Capex- The cost basis of service delivery models are changing from capital expenditure (CAPEX) to operational expenditure (OpEx) – a sign of both innovation and maturity.
  • Alternate Cloud-based/SaaS based delivery – adoption of aspects of cloud computing and software as a service (SaaS) for flexible multi-tenant infrastructure management

 Cognizant

We look for the best and brightest when hiring so our management is constantly focused on making our workplace one that’s stimulating, positive, and inclusive. A workplace that’s dedicated to service excellence and reflects the highest standards of conduct.

IBM

Today, we could not even begin to achieve basic business goals without IT to serve as the central nervous system of the organisation.  This means that IT, in the 21st century, delivers a lot more than economic savings. It creates new possibilities, generates new business advantages, empowers new services and strategies, connects organisations with new customers and markets, and much more.

HP

To drive innovation, company growth, alignment between business and IT, your technology organisation must establish a sustainable, service-centric approach. Through service management you can reduce costs, meet compliance requirements, manage risk, and focus on fulfilling strategic business goals.

Deloitte In pursuit of IT excellence

The recent economic downturn has forced companies to examine many aspects of their operations. Firms have refocused on their value propositions and are increasingly challenging enabling functions like IT to deliver more.

In this new world, IT must improve efficiency and lower cost to serve yet continue to deliver new and improved capabilities and solutions to the business. It must offer flexible and rapid collaboration capabilities yet maintain robust and resilient security. It must scale and industrialise its delivery yet maintain tight alignment and responsiveness to the business units.

Accenture

CIOs must build service organizations that can choreograph IT services to respond to business threats and opportunities and drive the enterprise forward. Accenture IT Service Excellence helps CIOs achieve this dual imperative.

Achieving service excellence starts with understanding the needs of customers before focusing on internal capabilities such as processes, organisations design, sourcing strategies, tools and technology or skills and training.

Ernst & Young

IT effectiveness — provides a roadmap of potential IT Effectiveness improvements designed to help the IT function fulfill the evolving IT mandate of managing risk, rationalizing costs and creating value for the entire company.

Sharon Taylor stated that it is about “Selecting the best IT service providers and services for your needs.” One of the selection criteria should cover the relative merits of Internal vs External Service Providers. To what extent can an Internal Service Provider compete with the “Best of the Best”?

Collaboration and co-ordination across large or distributed organisations and service providers is significantly easier when there is a common language and the “best practice” frameworks provide a good starting point for achieving excellence in service management.

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Outsourcing Service Provider of the year

The National Outsourcing Awards for 2011 will be presented on the 10th November.  The shortlisted entries for the Outsourcing Service Provider of the Year are as follows:

arvato is a trusted global business outsourcing partner to the private and public sectors in the UK.  CEO Matthias Mierisch (Media Planet Outsourcing Supplement) – Ask the Experts:

How has the global economic downturn changed the way organisations view outsourcing as an option for their business?

Guaranteed cost savings remain a key driver for outsourcing in challenging economic times. But outsourcing can also add value as organisations take a more strategic view on how business processes can be transformed to support overall management objectives. Companies demand innovative solutions and approaches and want partners not vendors, which mean outsourcers must be more flexible.

What impact is new technology having on business process outsourcing?

Successfulccessful BPO contracts rely on effective technology solutions. We are seeing more demand for integrated and complex service offerings as organisations look to stitch together their business processes across territories and services. New technologies, such as cloud-based solutions, collaboration tools and social media platforms, play an important role in delivering the benefits of outsourcing.

What does the future hold for outsourcing in the short and long term?

Outsourcing is shifting towards a more transformational, innovation-led approach which will accelerate as global growth remains sluggish. While innovation isn’t a magic bullet, the behaviour and endeavour it represents can be the missing piece in successful outsourcing relationships. A partnership model based on trust, commitment and shared reward will form the framework for the next generation of deals.

Ceridian [Our Know How. Your Success] is a leading provider of HR Outsourcing and Payroll Services, working with over 5,000 businesses around the UK, large and small, providing quality, accurate payroll services and value-added HR services.

Voice of the Customer

HCL focuses on ‘transformational outsourcing’, underlined by innovation and value creation, and offers integrated portfolio of services including software-led IT solutions, remote infrastructure management, engineering and R&D services and BPO.

e 1 st – c 2nd

Employees First, Customers Second: Turning Conventional Management Upside Down – Author Vineet Nayer (HBR press)

Luxoft is part of the IBS Group which is a leading software development and IT services provider in Eastern Europe. Luxoft and IBS IT Services offer a wide variety of information technology services, such as software development, IT outsourcing, business and IT consulting, business applications implementation.  Luxoft is particularly strong in FS and Banking Technology especially.

You Steer, We Accelerate

SQS – Excellence through independence.  Founded in Germany the SQS Group (SQS) is the largest independent provider of software testing and quality management services.  SQS also helps its customers make further cost savings through the use of managed testing services which feature performance-based payment under defined service level agreements.  Gartner Symposium ITxpo

Bonne Chance

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The Four Factors that determine the outcome of any People Change project

The Hard Side of Change Management by Sirkin, Keenan and Jackson.  HBR

Companies must pay as much attention to the hard side of change management as they do to the soft aspects. By rigorously focusing on four critical elements, they can stack the odds in favor of success.

D. The duration of time until the change program is completed if it has a short lifespan; if not short, the amount of time between reviews of milestones.
I. The project team’s performance integrity; that is, its ability to complete the initiative on time. That depends on members’ skills and traits relative to the project’s requirements.
C. The commitment to change that top management (C1) and employees affected by the change (C2) display.
E. The effort over and above the usual work that the change initiative demands of employees.

Duration – Do formal project reviews occur regularly? If the project will take more than two months to complete, what is the average time between reviews?

Integrity of Performance – Is the team leader capable? How strong are team members’ skills and motivations? Do they have sufficient time to spend on the change initiative?

Senior Executive and Local Commitment – Do senior executives regularly communicate the reason for the change and the importance of its success? Is the message convincing? Is the message consistent, both across the top management team and over time? Has top management devoted enough resources to the change program?

Effort – What is the percentage of increased effort that employees must make to implement the change effort? Does the incremental effort come on top of a heavy
workload? Have people strongly resisted the increased demands on them?

Putting Employees First – Vineet Nayar, CEO of HCL Technologies, Ltd.

Explains how by taking unconvential steps, for example by inverting the management pyramid and reverse accountability, leads to superior organizational performance.

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