Tag Archives: HP

Revolutionising Applications for more Effective Engagement

Geoffrey Moore

Managing Director, TCG Advisors

Systems of Record are evolutionary whereas Systems of Engagement are revolutionary.

We are now living digitally mediated lives.

The structure of Business has changed from old hierarchal organisations to Business networks of specialised enterprises.

Use Systems of Engagement to create differentiated moments of engagement.

CIOs Must Plan Now For New Systems Of Engagement

by Ted Schadler (above), John C. McCarthy [Forrester]

“By 2016, smartphones and tablets will put power in the pockets of a billion global consumers. Mobile is not simply another device for IT to support with a shrunken website or a screen-scraped SAP application. Rather, mobile is the manifestation of a much broader shift to new systems of engagement. These systems of engagement help firms empower their customers, partners, and employees with context-aware apps and smart products. To remain vital in this business technology reformation, CIOs must step up and work with other executives to establish an “office of the chief mobility officer” to implement an enterprisewide mobile strategy. This team will coordinate the business and technology investments under a “design for mobile first” mantra that delivers four immediate benefits:

  1. fuel profitable growth with stickier offerings and mobile self-service;
  2. move faster along the mobile learning curve;
  3. aggregate mobile project budgets to fund needed engagement technology; and
  4. grow from an IT group focused on systems of record to a business technology group focused on systems of engagement”.

Operate efficiently to Innovate effectively.

Next Generation Applications have the power to drive innovation

IT is gridlocked in Operating instead of Innovating

Revolutionalising how you manage your Applications

Applications are measured and managed based on Business priorities

We live in an era where Business and Technology are one and the same always on and always connected and applications are at the centre of it.  A new era calls for a new approach.

 

Systems of Engagement are revolutionary and create differentiated and compelling consumer interactions online.

Heretofore Systems of Record Applications, for example SAP have processed large data sets (Big Data) and made the management of information more challenging.

New Systems of Engagement Applications will be dependent on the customer granting permission to use their personal data.  

An example of new Systems of Engagement are applications developed to interact with a persons wearable device in an earpiece, glasses or clothing.

This functionality has been available for use by the military and is already on the CIO radar.

If your organisation does not have the capability to Manage Next Generation Applications you will have no choice but to turn to an External Service Provider. 

So this means that the Technolgy capability needs to think more creatively about what is required in order to support the engagement of all stakeholders / external customers. 

“Every generation needs a new revolution.”

Thomas Jefferson

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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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