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  • SPEED Quality Availability Flexibility Communication You might want to flag that the industry / universities recognize that Speed, Quality, Availability (it needs to be there) and Flexibility (can you adapt it to my needs) are the 4 main drivers for satisfaction and that the mix determines the price levels customers are willing to pay. Our CTQs map perfectly as you would expect since we started with the customer
  • Slide 10 shows how our network outside the UK will extend by the end of 2005/06.
  • And slide 11 shows how network outside the UK will extend by the end of 2006/07. By the end of 2006/07 we will have more ports on our network outside the UK than in the UK.
  • BT

    1. 1. BT Global Services Becoming a new breed of services organisation (NBSO): Service Transformation Roel Louwhoff President, Customer Service & Network Operations (CS&NO) 1
    2. 2. Agenda <ul><li>Service transformation </li></ul><ul><ul><li>The transformational journey of the CS&NO organisation </li></ul></ul><ul><ul><li>Discussion </li></ul></ul><ul><li>21CN global infrastructure </li></ul><ul><ul><li>Transforming the network, enabling end to end customer self service </li></ul></ul><ul><ul><li>Discussion </li></ul></ul><ul><li>IT service management: a services culture </li></ul><ul><ul><li>The BT IT service management story </li></ul></ul><ul><ul><li>Discussion </li></ul></ul>
    3. 3. Service journey – where we were <ul><li>BT is changing the networked IT and communications landscape- giving customers greater choice and flexibility where control and simplicity become the standard </li></ul><ul><li>Customer Service was being consolidated into BT Global Services </li></ul><ul><ul><li>Addressing customer satisfaction and service delivery issues </li></ul></ul><ul><ul><li>Developing a new Operating Model </li></ul></ul>We have since become CS&NO – a move to bring closer together our customer service organisation and network capabilities
    4. 4. … in support of a consistent goal <ul><li>We will know we are there when we are: </li></ul><ul><li>Valued </li></ul><ul><ul><li>By our customers for the excellence of our people and networked IT services </li></ul></ul><ul><li>Respected </li></ul><ul><ul><li>By all as a world-class services organisation </li></ul></ul><ul><li>Acknowledged </li></ul><ul><ul><li>As the experts in helping customers profit from convergence </li></ul></ul>… to be the global leader in the digital networked economy
    5. 5. M&A – a step closer towards becoming a new breed of services organisation (NBSO) <ul><li>Fluxus 2003 – now part of BT France </li></ul><ul><li>BIC Systems 2004 – aligned to BT Retail </li></ul><ul><li>Cara 2004 – aligned to BT Retail </li></ul><ul><li>Infonet 2005 – now BT Infonet </li></ul><ul><li>Albacom 2005 – now BT Italia </li></ul><ul><li>Radianz 2005 – now BT Radianz </li></ul><ul><li>CWC Espana 2005 – now BT Espana IGS </li></ul><ul><li>SkyNet 2005 – now BT iNet </li></ul><ul><li>TNS 2005 – now BT iNet </li></ul><ul><li>Dinsa Soluciones 2005 now BT Espana </li></ul><ul><li>I3IT 2005 now BT Health </li></ul><ul><li>Atlanet 2006 – now BT Italia </li></ul><ul><li>Infonet Deutschland 2006 now BT Germany </li></ul><ul><li>Infonet Luxembourg 2006 – aligned to BT GS Benelux </li></ul><ul><li>KDDI 2006 – Joint Venture </li></ul><ul><li>Telexis Polska 2006 – integrating with BTi EMEA </li></ul><ul><li>Telexis Brasil 2006 – integration ongoing </li></ul><ul><li>Counterpane Internet Security 2006 – ongoing </li></ul><ul><li>INS 2007 – ongoing </li></ul><ul><li>I2i 2007 – ongoing </li></ul><ul><li>i.Net 2007 – ongoing </li></ul>
    6. 6. Service is at the heart of BT <ul><li>Supporting the transformation of BT Global Services from a product to a service-orientated business </li></ul><ul><li>Focus on delivering today and building for the future </li></ul><ul><li>Further reduce our cost base to serve customers </li></ul><ul><li>Build new service capabilities to become a services organisation </li></ul>This means change, change and change again &quot;BT is a service company. Our whole strategy must be driven by customers” Ben Verwaayen, CEO, BT <ul><li>Further improve our customer experience </li></ul><ul><li>Develop and execute globally consistent service processes (Service Delivery and in-life Service Assurance processes) that are zero touch fully automated and deliver to our customer needs </li></ul><ul><li>Deliver to the 21st Century Customer Experience ambition </li></ul><ul><li>Keep our people engaged </li></ul><ul><li>With all these promises we clearly face a challenge in our CS&NO organisation </li></ul>CS&NO is at the heart of BT Global Services
    7. 7. Our organisational structure is driving the change US US UK EMEA APAC Regional Hybrid – geographical & functional Service delivery Service Assurance Engineering UK EMEA APAC
    8. 8. A customer-centric organisation Customer-centric processes and behaviours drive clear accountabilities, resulting in shorter lead times and proactive in-life management <ul><li>14,000+ highly skilled service support professionals </li></ul><ul><li>Based across 50+ countries, delivering service in 170 countries </li></ul><ul><li>Network reliability- 99.99% </li></ul><ul><li>Extremely satisfied up 14% </li></ul><ul><li>Dissatisfaction down by 20% </li></ul><ul><li>86% of faults cleared as per SLA </li></ul>
    9. 9. What does the voice of the customer tell us we need to work on? Keeping to performance as agreed in the contract To improve the speed of the service, they took too long. They didn’t install what I originally ordered and therefore I had to buy myself an adaptor which incurred more costs I want BT to fix my issue quickly and meet the commitment you made without me having to prompt and chase BT. I expect to be advised of the nature of the fault and fix. Tell me if this is a known fault or you have prior knowledge of an issue. I think they should have noticed the fault before I had to report it. They should have their router supervised at all times, so when there is a fault they can contact us, it took three hours and I had to contact them If the networking team observe a problem with the link they should inform us what went wrong BT should pro-actively keep me informed of all progress. Respond to my request and meet timeframes They said they were looking into it but they weren’t I want BT to capture ALL the necessary order information first time and to confirm the order and site/handover details
    10. 10. Driven by the voice of the customer – service forums <ul><li>Service Forum Programme </li></ul><ul><li>Enables customers to gain an insight into BT’s service strategy and to provide input to our service delivery, service assurance and service management programmes </li></ul><ul><li>Enables us to be fully aligned with our customers’ needs and requirements </li></ul><ul><li>Last customer forum held with 25 global customers </li></ul><ul><ul><li>100% very/extremely satisfied on our current activities, vision and strategy for the future  </li></ul></ul><ul><ul><li>3rd time in a row 100% that our customers have rated our Service Forum Programme very good/excellent </li></ul></ul><ul><ul><li>customer base since last year grew 50% (same as year before) shows we are hitting the right buttons and that customers value what we do and how we interact </li></ul></ul>‘ The forum was very open and I really appreciated the honest approach. It has helped me to better understand the service strategy and also allowed us customers to specify our priorities’ Jean Claude Le Gouedec ‘ I found the Service Forum very interesting. My perception is that the BT organisation is evolving and more open and willing to share with the clients the challenges of playing in the global market. I think, compared to last year, that BT understands better the challenges and is truly focused on solving the issues clients are facing.’ Rui Frazao
    11. 11. Importance of world class service delivery <ul><li>One key focus: win big deals, with flawless execution </li></ul><ul><li>High profile deals- right first time, every time </li></ul><ul><li>World-class service delivery across all clients </li></ul><ul><li>Close interaction of delivery and service management is key </li></ul><ul><li>Delivery management </li></ul><ul><li>Programme management against design </li></ul><ul><li>Resource management / project accounting </li></ul><ul><li>Service excellence </li></ul><ul><li>Delivering against the service design </li></ul><ul><li>Ongoing customer service </li></ul><ul><li>Delivery assurance </li></ul><ul><li>Conformance to key processes and systems </li></ul><ul><li>Governance / reviews </li></ul>
    12. 12. What we have done… Horizons Delivery Win business Manage contact Design & Build Manage progress Deliver service Bill & collect payment Design & build Lead to cash
    13. 13. What we have done… Horizons Assurance Monitor and assure service Manage contact Manage progress Resolve problem Resolve problem Trouble to resolve
    14. 14. How has our new Operating Model impacted our performance? <ul><li>Horizons programmes have driven step change in service delivery and service assurance </li></ul><ul><li>Our network activity policy is addressing our customers’ concerns around upgrades and outages </li></ul><ul><li>We have integrated/are in the process of integrating Albacom (now BT Italy); BT Infonet and BT Radianz </li></ul><ul><li>What have we learnt from BT Infonet </li></ul><ul><ul><li>They have gone through the transformation of clearly defined cross functional accountabilities in delivering a customer experience </li></ul></ul><ul><ul><li>Fully automated service processes that are deployed globally on a common system stack </li></ul></ul><ul><ul><li>New products that are launched on these automated processes </li></ul></ul><ul><ul><li>A sales community that is well trained in selling the service experience </li></ul></ul><ul><li>Global sourcing is taking us a step closer towards a lean and efficient back office factory </li></ul>
    15. 15. Example: harmonised MPLS – focus on the customer experience <ul><li>Operating with global excellence </li></ul><ul><li>Automation, Automation, Automation! </li></ul><ul><li>Elimination of ‘re-keying’ and un-necessary handoffs </li></ul><ul><li>Single systems stack used globally by all service and sales teams </li></ul><ul><li>Single and consistent way of operating globally </li></ul><ul><li>Single pricing, quoting build into order entry system </li></ul><ul><li>Clean and accurate orders through automated end to end order process </li></ul><ul><li>Meet or exceed Horizons objectives </li></ul><ul><li>Best of both worlds: improve upon the BT Global Services and BT Infonet customer experience </li></ul><ul><li>Ready for Reuters volumes, requirements (same process and system stack) </li></ul>Delivering the right customer experience Relationship/partnership building at ‘a’ and ‘b’ end BT Infonet and BT Global Services Service assurance – customer chooses who they call ‘ right the first time’ and ‘on-time’ – meeting our commitments customer is first in all that we do
    16. 16. Our vision for 08/09 End state vision: When I interact with BT they always agree to and deliver their commitments on time, right first time. They always ensure that the availability and usability of their business solutions fully meet my business needs. BT proactively keep me informed with clear, appropriate information using the contact medium of my choice. To ensure I am fully satisfied BT always confirm that they have fulfilled my requirements Meeting Customer CTQs Do it right first time Manage expectations Keep your promise Availability of services solutions Usability of services solutions Right first time Cycle time Measured by:
    17. 17. 21CN global infrastructure Transforming the network enabling end to end customer self service George Nazi VP, Global Engineering Walter Kok VP, Business Operations 1
    18. 18. Innovative networked IT services on the global IP platform <ul><li>Enabling our global customers to create, manage and control their communications services in real-time, taking their experience to unprecedented levels </li></ul><ul><li>21st Century global IP networking with the scale, resilience and security to meet customers’ mission-critical, enterprise-wide requirements </li></ul><ul><li>Convergent services to improve the efficiency and flexibility of our customers’ businesses </li></ul><ul><li>Reducing the cost and improving the performance of our customers’ networked IT infrastructure through managed services, out-tasking and outsourcing </li></ul>Enabling our Global Customers to create, manage and control their communications services in real - time, taking their experience to unprecedented levels
    19. 19. Our global MPLS network has improved since 2004 <ul><li>Fragmented Network Infrastructure </li></ul><ul><li>Global MPLS VPN platform EMEA network; STM-4 / STM-1 core and 1,578 ports </li></ul><ul><li>Country MPLS platforms Benelux, Spain and Germany </li></ul><ul><li>Carrier-Class IP/MPLS Global Backbone: </li></ul><ul><li>Dual active Gig PoP core </li></ul><ul><li>200G capacity over multiple STM-16, GE and 2.5G wave </li></ul><ul><li>Good efficiencies - cost per MB down from £200 to £53 </li></ul><ul><li>Developed multi-service, high density and high reliability edge platforms: </li></ul><ul><ul><li>10K edge router developed and deployed </li></ul></ul><ul><ul><li>Support 21CN VOIP platform voice calls over MPLS </li></ul></ul><ul><ul><li>Pseudo-wire developed to carry BT Infonet FR/ATM </li></ul></ul><ul><li>Dual vendors </li></ul>Revenue of existing ATM/FR, etc. # of ports of BT MPLS 1,578 £ per MB network Revenue of existing or legacy platforms £ per MB network 31,490 53 # of ports of BT MPLS 2004 2005 2004 2004 2005 2006 2007 Today
    20. 20. Growing the 21st century network globally 2004 Global MPLS Network Ports 21C N/W Ports non 21C N/W Ports UK Total Ports 15.000 15.000 40.000 70.000 PoPs Countries 104 38
    21. 21. Growing the 21st century network globally End 2005/2006 Global MPLS Network Ports 21C N/W Ports non 21C N/W Ports UK Total Ports 36.000 17.000 59.000 112.000 PoPs Countries 140 83
    22. 22. Growing the 21st century network globally End 2006/2007 Ports 21C N/W Ports non 21C N/W Ports UK Total Ports 53,500 (357%) 10.000 (-33%) 80.500 (201%) 144.000 (206%) PoPs Countries 190 (183%) 133 (350%) Global MPLS Network
    23. 23. Global harmonised MPLS expansion 100M USD + 100M USD + 100M USD = 3 year investment plan Mid 2004 Today Country coverage 38 +105 MPLS ‘dual+ PoP’ cities 8 24 DSL access coverage 2 23 Ethernet access countries 1 15 MPLS backbone capacity < 10Gig > 200 Gig Voice minutes per annum < 20M mins > 1BN mins No. of vendors in MPLS core 1 2
    24. 24. Global MPLS expansion highlight plans for 2007 Latin America <ul><li>Expand country and 2nd city nodes in key cities </li></ul><ul><li>Brazil (Sao Paulo 2, Rio de Janeiro), Chile, Peru, Colombia, Venezuela, Mexico (Mexico City 2, Monterrey) </li></ul>Africa <ul><li>Expand mainly using long line and satellite access </li></ul><ul><li>MPLS PoP planned for Nigeria, Durban, Cape Town, Johannesburg 2 </li></ul>Asia Pacific <ul><li>China – additional PoP Beijing, Guangzhou </li></ul><ul><li>India – expanding out to Pune, Chennai, Kolkatta </li></ul>Other regions <ul><li>Deploying additional in-country PoPs to support enhance resiliency </li></ul>
    25. 25. Improving resiliency and enhancing the network <ul><li>2nd vendor (Juniper) as core ‘P’ router supplier – additional hardware and technology resilience IOS </li></ul><ul><li>New high-availability 10K router as MPLS edge device in all major locations </li></ul><ul><li>Improved network convergence times to <10 seconds for secure +, <30 seconds for secure and <30 seconds for standard (core failures only) </li></ul><ul><li>Added 3rd UK/Ireland crossing, 3rd route into India and transatlantic mesh. </li></ul><ul><li>Severity 1 outages within our control down to zero in first quarter of implementing NAP </li></ul><ul><li>“ Core MPLS” network >99.997% average availability for last 12 months </li></ul>Operational Procedures Voice Data MPLS Hosting Access & CPE Nodes Sub Sea Terrestrial Integrity team Additional routes Dual nodes Node site uplifts Audits Remove SPOF Red & Blue network 10K router Juniper NAP MRC Inventory Access standards
    26. 26. Network transformation: BT Infonet and BT Radianz <ul><li>Deliver BT Infonet cost synergies, through consolidation of bandwidth and people cost reductions </li></ul><ul><li>Develop harmonised product offerings and uplift the BT service experience to BT Infonet levels </li></ul><ul><li>Introduce major enhancements to BT operational models and systems stack </li></ul><ul><li>Rationalise BT Infonet & BT’s service platforms and network PoPs </li></ul><ul><li>Enables closure of current BT Radianz network platform, with associated cost savings </li></ul>
    27. 27. BT MPLS Network withstood Taiwan earthquake <ul><li>The Hengchun earthquake was magnitude 7.1 and triggered a subsea landslide in the Strait of Luzon resulting in 22 faults on 9 subsea cables between Taiwan and the Philippines </li></ul><ul><li>The BT Global Services MPLS, FR, ATM, and BT Infonet networks experienced multiple core trunk failures resulting in some extended round trip delay and latency, but no loss of service </li></ul>
    28. 28. 21CN global infrastructure: end to end service experience Enabling our global customers to create, manage and control their communications services in real-time, taking their experience to unprecedented levels
    29. 29. 21CN global infrastructure: enabling customer self service <ul><li>Technology </li></ul><ul><li>Virtualisation (converge IT and network) </li></ul><ul><li>Virtualise the network to be vendor agnostic and expose its capabilities as software services </li></ul><ul><li>Virtualise across networks through a software multi-carrier inter connect </li></ul><ul><li>Virtualise self service capabilities and computing resources (Web21C) </li></ul><ul><li>21C strategic stack – use and extended the standard 21C architecture and capabilities </li></ul><ul><li>Data architecture – use a standard, open data architecture to facilitate future change </li></ul><ul><li>Customer experience </li></ul><ul><li>Start from the target customer experience and build the end to end processes and systems to support it </li></ul><ul><li>Inside out = outside in Our customer service will use the same portal services as our customers </li></ul><ul><li>Align the supply chain to support the end to end customer experience </li></ul><ul><li>90% should be standard zero touch, 10% exceptions </li></ul>
    30. 30. 21CN global infrastructure: enabling customer self service Customer self service is a fully integrated end to end supply chain: Zero touch  Fully automated, customer portal to physical network Real time  Bandwidth change to customer acceptance in minutes Right first time  Predictable with manual intervention as exceptions handling Scalable  Can facilitate growth of 60k ports per year (MPLS) Cost effective  Radically transforms our operational and sales cost base Drive revenues  Provide contextual up sale as part of the experience Differentiating  Provide a unique competitive experience in the market
    31. 31. 6 days to 6 minutes
    32. 32. IT service management: a services culture Guy Bullen Programme Director Simon Alston Service Director 1
    33. 33. Overview <ul><li>Context – the new market space </li></ul><ul><li>Service management as a journey </li></ul><ul><li>Speaking from experience – lessons from an IT service transformation journey with a major client </li></ul><ul><li>How we are building on that experience to succeed in the journey for the whole organisation </li></ul>
    34. 34. The new market space – networked IT services “ Not networks, not IT, but software-enabled networks” (Ben Verwaayen, 8 Feb 2007) The combination of network, IT and services which delivers greater value to our customers than the sum of the individual parts* * Andy Green analyst briefing Sept 2006 & “Burning Platform” communication
    35. 35. Our journey in service management Ever more complex requirements Ever more volatile environment
    36. 36. Speaking from experience… The journey as we have lived through it in one major contract Simon Alston 1
    37. 37. Key components of success Vision Operating model Technical architecture Process architecture CSIP Culture World-class service
    38. 38. The journey
    39. 39. Service performance during the journey was measured <ul><li>Structured interviews – sponsor, user, ‘agent’ </li></ul><ul><li>Nine performance indicators leading to a customer confidence index </li></ul><ul><li>Ease of doing business </li></ul><ul><li>Attitude of people </li></ul><ul><li>Business benefit </li></ul><ul><li>Responsiveness </li></ul><ul><li>Competence of people </li></ul><ul><li>Reputation </li></ul><ul><li>Innovativeness </li></ul><ul><li>Reliable delivery </li></ul><ul><li>Delivered systems and services </li></ul>Customer Confidence Index (CCI)
    40. 40. What the management summary (to the board) said <ul><li>The improvement in satisfaction and confidence since the previous series of reviews was dramatic </li></ul><ul><ul><li>The overall average confidence index increased by 36% from 51.5 to 70.0 at the end of ITIL implementation </li></ul></ul><ul><ul><li>Eight of the 9 areas improved, and none were in the “dissatisfied” against 3 previously </li></ul></ul><ul><li>The improvement in Innovativeness was 42.4 points, to a CCI of 74.7 </li></ul><ul><li>The improvements of 19.2 in ease of doing business (to 78.0) and 25.0 in responsiveness (to 67.3) reflect the transformation of service performance, the continuing development of the relationships between the key people, and the significantly improved commercial relationship </li></ul><ul><li>The CCI for the quality of service and deliverables (82.6) was one of the highest on record at the time </li></ul>
    41. 41. What the customer said “ The power failure at St. Albans was an example of how to respond to a major issue. The response was to deal with it, and also to make sure that it could not happen again…” “ What impresses me is that they are quite willing to do whatever is necessary, regardless of when a problem arises. For example, the MSS server had to be turned off at 3.00 pm on a Friday afternoon, and that afternoon we had a teleconference with 4 people from BT. They had worked out options, and we were able to pick one of them. They explained why we could not do certain things, and did not try to hide anything.....What they were asking me to do was to take a server off line for 5 days, which was going to be horrendous, but they were honest and open and told me about it.”
    42. 42. What the customer said “ BT are the only supplier that has achieved 100% availability for a service! They have a reputation of competence and reliable delivery.” “ Their knowledge of us is good, in terms of things like how to implement services, and the associated difficulties, like getting take-up, and also knowledge of what we are and how we work.”
    43. 43. Summary <ul><li>Benefit to BT </li></ul><ul><ul><li>Increased profitability </li></ul></ul><ul><ul><li>Awards – motivation factor </li></ul></ul><ul><li>Benefits realisation to customer </li></ul><ul><ul><li>Increased customer satisfaction </li></ul></ul><ul><ul><li>Increased availability of the service – targets were hit again and again </li></ul></ul>When you have done it, you realise it is only the start of another journey…
    44. 44. Building on experience… The journey as we deploy across the business Guy Bullen 1
    45. 45. Deploying IT service management for converged services <ul><li>2005-2007 </li></ul><ul><li>ITIL & ISO 20000 in </li></ul><ul><li>specific contracts </li></ul><ul><li>UK </li></ul><ul><li>Global </li></ul><ul><li>2007-2008 </li></ul><ul><li>ISO 20000 Certification </li></ul><ul><li>Standard ISO 20000 solution for new contracts requiring ITIL/ISO20K </li></ul><ul><li>2008-2009 </li></ul><ul><li>Widen deployment </li></ul><ul><li>New complex contracts </li></ul><ul><li>Begin retrofit of current complex contracts </li></ul>
    46. 46. The journey as we deploy throughout the business
    47. 47. Building blocks we are putting in place <ul><li>Vision and roadmap </li></ul><ul><ul><li>As per today’s presentation </li></ul></ul><ul><ul><li>Being communicated inside the organisation </li></ul></ul><ul><li>Structure for success </li></ul><ul><ul><li>CS&NO Operating Model and blueprint now in place </li></ul></ul><ul><ul><li>Portfolio realignment and redesign to support adoption of ITIL </li></ul></ul><ul><li>People and culture </li></ul><ul><ul><li>Professional communities </li></ul></ul><ul><ul><ul><li>Culture change to service mentality </li></ul></ul></ul><ul><ul><ul><li>Common methods </li></ul></ul></ul><ul><ul><li>Focused drive on deploying IT service management skills </li></ul></ul><ul><ul><ul><li>Over 430 foundation accreditations </li></ul></ul></ul><ul><ul><ul><li>Over 200 specialist practitioner accreditations </li></ul></ul></ul><ul><ul><ul><li>Over 60 full ITIL service managers </li></ul></ul></ul><ul><ul><ul><li>Aiming to increase significantly this capability in 07/08 </li></ul></ul></ul><ul><ul><li>IT service management focus group to deploy experience </li></ul></ul><ul><ul><li>Acquisition of INS to enhance IT service management capabilities </li></ul></ul>Vision Operating Model Technical Architecture Process Architecture CSIP Culture World-class service
    48. 48. Building blocks we are putting in place <ul><li>Technical and process architecture </li></ul><ul><ul><li>Standard process </li></ul></ul><ul><ul><li>Common systems </li></ul></ul><ul><ul><li>Leveraging HP Alliance </li></ul></ul><ul><li>Powerful roles </li></ul><ul><ul><li>Problem Management process and organisation being deployed </li></ul></ul><ul><ul><li>First of several vertical deployments </li></ul></ul><ul><li>Deployment service improvement </li></ul><ul><ul><li>Right first time and cycle time </li></ul></ul><ul><ul><li>UK service management team ISO 20000 certification – final audit as we speak </li></ul></ul><ul><ul><li>Problem Management process deployment across all our major contracts </li></ul></ul><ul><ul><li>Standard solution on new contracts requiring ITIL or ISO 20000 from 2008 onwards </li></ul></ul>Vision Operating Model Technical Architecture Process Architecture CSIP Culture World-class service
    49. 49. Our customers are trusting us to implement converged IT service management <ul><li>UK Government </li></ul><ul><ul><li>NHS- ISO 20000 certification achieved </li></ul></ul><ul><ul><li>DFTS- ISO 20000 certification being extended in May </li></ul></ul><ul><ul><li>DWP- ISO 20000 pre-audit passed, full audit in April </li></ul></ul><ul><li>Europe </li></ul><ul><ul><li>FIAT- now implementing ITIL processes across the globe </li></ul></ul><ul><ul><li>Credit Suisse- contracted to deploy ITIL </li></ul></ul><ul><li>Global </li></ul><ul><ul><li>PepsiCo implementation using ITIL principles with HP solution </li></ul></ul>
    50. 50. Discussion and Feedback 1

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