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Becoming a Digital Master
And the added Value of TOPdesk in achieving this goal
Edward Clarenbach 31th October 2018
Agenda
 Short Introduction
 The company I work for
 The person I am
 The digitalisation of our world
 The challenge o...
Short Introduction
Since 1942
 Family Company
 Founded in 1942 in
Mijdrecht (NL)
 Founder Jan van Walraven
was plumber
 Shortage of pipe ...
Walraven is serving customers worldwide
Our Philosophy
 A multinational with a heart
 Our Mission is to ensure the
future of our next
generation
 Our Values - ...
Edward Clarenbach
 Working for 5 years at
Walraven
 Master in Mechanical &
Control Engineering –
University of Delft
 L...
My Philosophy
My Vision
The Digital Reality
The Digital Reality
The Digital Reality
The Digital Reality
The Digital Reality
Digitalisation
Source: PWC
Our Challenge
Our Challenge is to prevent becoming a dinosaur
And to become a Digital Master in our Industry
Digital Master
Digital
Operator
Digital
Connector
Digital
Dinosaur
DigitalC...
Our products, knowledge and services are just as
important to our customers in digital form as
they are in physical form
Our Journey
2019
PLATEAU
2020
PLATEAU
2021
PLATEAU
2022
PLATEAU
Our Journey
2022
ORGANISATION
PROCESSES
HUMANS, CULTURE
TECHNOLOGY, DATA
Standardised
KPIs
One Europe!
Harmonised Standardised
Knowled...
Our Journey Plan: Business IT Fusion Program
 In order to fulfill the strategic Walraven goals it is a must to transform ...
Why do we need this?Principal
Standardisation1
We believe that we need to improve our operations to a level which
enables ...
... Including Guiding Principles for every Business Discipline
Products fit the European Product Strategy
and
Products are...
Our Approach: Setting up ‘domain model’
Product Development Project Engineering (Product) Marketing
Sales
HRM BI & Busines...
Each domain has its own Rhythm
Product Development Project Engineering (Product) Marketing
Sales
HRM BI & Business Service...
We envisage a ‘core’ application per domain
Product Development Project Engineering (Product) Marketing
Sales
Digital Work...
Our Journey Participants: We can’t do it alone
Quality
Institute
Installer
Project
Office
Walraven
Installer
Whole
saler
W...
30
Change Business As Usual
Business
Process Owner
Business
Process Manager
Project Manager
Business Process
Coordinator
I...
Added Value TOPdesk
Added Value #1: As part of the Transformation
The implementation of TOPdesk SaaS by TOPdesk Consulting
 Old situation:
 ...
Added Value #2: During Business as Usual
TOPdesk as Tool: E.g. KPI Performance Quality
 Service Desk:
 687 Calls in Sept...
Added Value #3:
TOPdesk supporting our Digital Transformation
Aug 2017 vs 2018
Next to IT, TOPdesk is being used by:
 Fin...
TOPdesk on Tour 2018
Working towards better collaboration
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Becoming a Digital Master

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Edward Clarenbach (Walraven)

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Becoming a Digital Master

  1. 1. Becoming a Digital Master And the added Value of TOPdesk in achieving this goal Edward Clarenbach 31th October 2018
  2. 2. Agenda  Short Introduction  The company I work for  The person I am  The digitalisation of our world  The challenge our company is facing  The journey to achieve our goal  The role of TOPdesk during this digital journey
  3. 3. Short Introduction
  4. 4. Since 1942  Family Company  Founded in 1942 in Mijdrecht (NL)  Founder Jan van Walraven was plumber  Shortage of pipe clamps after 2nd World War  “Then we’ll make them ourselves”
  5. 5. Walraven is serving customers worldwide
  6. 6. Our Philosophy  A multinational with a heart  Our Mission is to ensure the future of our next generation  Our Values - Reliable, No- nonsense, Committed, Inventive and Entrepreneurial - contribute to this mission  As a sustainable company we are part of our society and contribute to its welfare
  7. 7. Edward Clarenbach  Working for 5 years at Walraven  Master in Mechanical & Control Engineering – University of Delft  Living in Gouda – The Netherlands
  8. 8. My Philosophy
  9. 9. My Vision
  10. 10. The Digital Reality
  11. 11. The Digital Reality
  12. 12. The Digital Reality
  13. 13. The Digital Reality
  14. 14. The Digital Reality
  15. 15. Digitalisation Source: PWC
  16. 16. Our Challenge
  17. 17. Our Challenge is to prevent becoming a dinosaur
  18. 18. And to become a Digital Master in our Industry Digital Master Digital Operator Digital Connector Digital Dinosaur DigitalCustomerExperience(DCX) Digital Operational Excellence (DOX) Source: Forrester Research
  19. 19. Our products, knowledge and services are just as important to our customers in digital form as they are in physical form
  20. 20. Our Journey
  21. 21. 2019 PLATEAU 2020 PLATEAU 2021 PLATEAU 2022 PLATEAU Our Journey
  22. 22. 2022 ORGANISATION PROCESSES HUMANS, CULTURE TECHNOLOGY, DATA Standardised KPIs One Europe! Harmonised Standardised Knowledge Financial Stability Digital connectedAutomated The Best People Flexible Our Pillars during the Journey
  23. 23. Our Journey Plan: Business IT Fusion Program  In order to fulfill the strategic Walraven goals it is a must to transform the current information environment – which is now slowing down the growth ambitions of Walraven – into such an agile digital environment that it will function as an accelerator for further growth
  24. 24. Why do we need this?Principal Standardisation1 We believe that we need to improve our operations to a level which enables us to do what we are really good at: making best in class installation systems with the highest possible degree in customer service. Scalability and Agility2 Sales Growth and the turnover objective mean that we will have to grow significantly. Reduction of Complexity3 We have a lot of aspects to deal with on our digital journey. We have set ambitious objectives on six strategic pillars. Besides, we are restructuring our company and our processes so we can become a truly global organization and a top player in the global installation market. Design under Architecture4 Design under architecture means that we apply principles and guidelines to new initiatives to ensure adherence to the three guiding principles above and more detailed guidelines. Design under architecture is prerequisite to successful information systems which add value. Project based working5 Design under architecture cannot happen without project based working. Project based working ensures that resources are focused to what matters most, ensuring business justification and focus to benefit realisation. Monitor & Control PDCA6 Infromation Systems which are delivered should be managed properly. This can only be done by implementing appropriate monitoring and control processes and high quality IT services based on SLAs. For this, we must change our way of working Our Direction: The Journey Guiding Principles
  25. 25. ... Including Guiding Principles for every Business Discipline Products fit the European Product Strategy and Products are Verified and Valid
  26. 26. Our Approach: Setting up ‘domain model’ Product Development Project Engineering (Product) Marketing Sales HRM BI & Business Services Customer Experience / External Integration IT Infra SystemsorRecordInfraDiffInnov Product Management Operations Digital Workspace
  27. 27. Each domain has its own Rhythm Product Development Project Engineering (Product) Marketing Sales HRM BI & Business Services Customer Experience / External Integration IT Infra SystemsorRecordInfraDiffInnov Product Management Operations Digital Workspace
  28. 28. We envisage a ‘core’ application per domain Product Development Project Engineering (Product) Marketing Sales Digital Workspace HRM BI & Business Services Customer Experience / External Integration IT Infra SystemsorRecordInfraDiffInnov O365 HR BI CRMERPPDM Product Management Operations PIMPCFCAD Apps Web ... CloudDC DC
  29. 29. Our Journey Participants: We can’t do it alone Quality Institute Installer Project Office Walraven Installer Whole saler Whole saler Compet- itorStudents Compet- itor Compet- itor New Startup Business Partner Architect Project Con sultantOwner Regu- lator University /College Suppliers Data Pools
  30. 30. 30 Change Business As Usual Business Process Owner Business Process Manager Project Manager Business Process Coordinator IT Infra Architect User Application / Technical Manager Quality assurance Tactical Operational Strategic Business IT BP&I incl IT Business This model is based on the Amsterdam Information Model (9 Cells Model of Rik Maes) and COBIT 5 IT Governance Framework Local Process Expert Service Desk Eur/GlobalfocusLocalfocus Service Desk User IT Infra Architect Business Process Coordinator Local Process Expert Business Process Manager Application / Technical Manager Quality assurance Tactical Operational Strategic Business IT Manager BP&I Enterprise Architect Eur/GlobalfocusLocalfocus Manager BP&I Enterprise Architect Our Journey Governance Business Process Owner
  31. 31. Added Value TOPdesk
  32. 32. Added Value #1: As part of the Transformation The implementation of TOPdesk SaaS by TOPdesk Consulting  Old situation:  Every call = incident  Reactive  Best effort  No process  Unsatisfied customers  Local support only or no local support at all  Question: How to get 1 Service Desk for Europe based on best practices  Processes  ITIL  Tooling  TOPdesk  Skills  Soft: Communication, Customer focused  Management  Project management, team leader Europe a.i.
  33. 33. Added Value #2: During Business as Usual TOPdesk as Tool: E.g. KPI Performance Quality  Service Desk:  687 Calls in September 2018 (vs 724 in Aug 2018 and vs 550 in Sep 2017)  User Satisfaction: 99.3 % (very) satisfied (99.5% in August 2018)
  34. 34. Added Value #3: TOPdesk supporting our Digital Transformation Aug 2017 vs 2018 Next to IT, TOPdesk is being used by:  Finance  HRM  Operations (Asset Management)  CAD Department  Marketing  Facility Management  QA under investigation (Complaint Management) Hence, TOPdesk is being used more (35% growth) whilst:  Amount of open calls remains stable between 50 and 60  User satisfaction is again higher than in 2017 (99.3% 2018 versus 97.5%)
  35. 35. TOPdesk on Tour 2018 Working towards better collaboration

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