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Converting a Budget Deficit Into an Innovation Surplus
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Converting a Budget Deficit Into an Innovation Surplus

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John Edgar, VP of IT and Kathleen A. Warnaar, Manager, Performance Achievement, United States Postal Service …

John Edgar, VP of IT and Kathleen A. Warnaar, Manager, Performance Achievement, United States Postal Service
It’s no secret that the United States Postal Service operates under a stringent budget deficit, but what may surprise you is that the IT organization has converted that deficit into an innovation surplus. Join USPS, John Edgar, VP of IT and Kathleen Warnaar, Manager, Performance Achievement, as they discuss how they’ve been able to align IT as an enabler in support of a cross-organizational initiative focused on service, revenue and value transformation. Employing new strategies and approaches in service definitions and delivery, IT is successfully achieving operational efficiencies, cost savings and customer satisfaction. John and Kathleen will discuss how IT is reinvesting the savings delivered by their ITSM initiatives to drive additional innovations and automation across the enterprise.

Published in: Technology, Business

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  • 1. CONVERTING A BUDGET DEFICIT INTO AN INNOVATION SURPLUS John Edgar Vice President, Information Technology United States Postal Service (USPS) Kathleen Warnaar IT Service Management Executive Sponsor United States Postal Service (USPS)
  • 2. AGENDA i) TODAY’S POSTAL SERVICE ii) WHAT THE BUSINESS NEEDS FROM I.T. iii)ANSWERING THE CALL iv) OUR FUTURE
  • 3. WE ARE PART OF A $1,300,000,000,000 INDUSTRY USPS IS INVESTING IN NEW CAPABILITIES TO BETTER SERVE CUSTOMERS, AND COMPETE EFFECTIVELY IN THE MAILING AND SHIPPING BUSINESS.
  • 4. THE POWER OF USPS I.T. I.T. SUPPORTS ONE OF THE LARGEST AND MOST EFFICIENT LOGISTICS AND DELIVERY NETWORKS IN THE UNITED STATES
  • 5. THE POWER OF USPS I.T. I.T. SUPPORTS ONE OF THE LARGEST AND MOST EFFICIENT LOGISTICS AND DELIVERY NETWORKS IN THE UNITED STATES
  • 6. I.T. IS ONE OF THE 1ST RESPONDERS TO THE EVER-CHANGING BUSINESS
  • 7. A DYNAMIC ORGANIZATION: USPS ADAPTS AND STAYS RELEVANT AS DISRUPTIVE TECHNOLOGY CHANGES THE WAY WE DO BUSINESS
  • 8. COLLABORATION = INNOVATION “THE SYNERGY, PARTNERSHIP, COLLABORATION, AND INNOVATIVE IDEAS OF ALL FIVE CIO PARTNERS AND THEIR ABILITY TO DELIVER DEFINES THE CIO AND ITS VALUE TO THE BUSINESS.” —JIM COCHRANE, USPS CIO
  • 9. WHAT THE BUSINESS NEEDS FROM I.T.
  • 10. WHAT DOES THE BUSINESS NEED FROM I.T.?  ENHANCE CUSTOMER EXPERIENCE  GENERATE REVENUE  INCREASE EFFICIENCY  IMPROVE SERVICE
  • 11.  Agile  Cost Effective  Integrated  Simple WHAT DO WE NEED TO BE?  Measurable  User Focused  Adaptive  Fast
  • 12. ANSWERING THE CALL SERVICE DELIVERY, TRANSPARENCY, AND PARTNERSHIP
  • 13. I.T. YESTERDAY
  • 14. PLANNING FOR CHANGE
  • 15. JOURNEY TO ITaaS $ ASSESS STREAMLINE STANDARIZE OPERATIONS AUTOMATE SERVICE DELIVERY INCREASE I.T. OPERATIONAL EXCELLENCE (AGILITY, EFFICIENCY AND SIMPLICITY) STANDARIZE OPERATIONS SERVICE ORIENTED PLATFORM
  • 16. SATISFIED CUSTOMERS
  • 17. OUR FUTURE
  • 18. EXPANDING SERVICES ACROSS USPS
  • 19. ROADMAP INCIDENT, PROBLEM, KNOWLEDGE, CHANGE, & CONFIGURATION MANAGEMENT, EMPLOYEE SELF SERVICE SERVICE CATALOG & SCORECARDS AUTOMATION & ORCHESTRATION SOCIAL IT
  • 20. HOW WE DELIVER  AGILE  EFFICIENT  FLEXIBLE  RESPONSIVE  RELEVANT
  • 21. THANK YOU John Edgar Vice President, Information Technology United States Postal Service Kathleen Warnaar IT Service Management Executive Sponsor United States Postal Service