GH    RI TIR         EF     ST TIM                                                                 HCL MAKES              ...
THE CHALLENGESAs a mature IT outsourcer and offshorer, our client has worked with suppliers inthis space since the 1990s, ...
HCL adhered to Business-aligned application ‘Custodian Approach’ formanaging the 200+ applications that are part of the Le...
STEADY STATE STRATEGIC INITIATIVES:To achieve incident reduction and improve customer service delivery score, HCLformed a ...
Rapid Request Resolution Factory     Application-1               Application-2              Application-3                 ...
- Business Process Audit to identify gaps and track them through Continuous    Service Improvement plans (at application a...
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HCLT Case Study: HCL facilitates a quantum improvement in customer experience for a leading communications services provider

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HCL facilitated a quantum improvement in Customer Experience for a Tier 1 Communication Service Provider in UK, enabling them to retain the position as a supplier of choice in their markets. Client is one of the world’s leading communications services companies, serving the needs of customers in the UK and in more than 170 countries worldwide. HCL Technologies turned out to be the only partner to sign-up to all the requirements AND associate its service changes against the achievement of the targets. HCL was also selected for its expertise in telecom business process (eTOM) and proven methodologies for managing a wide range of applications across multiple technology platforms.

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HCLT Case Study: HCL facilitates a quantum improvement in customer experience for a leading communications services provider

  1. 1. GH RI TIR EF ST TIM HCL MAKES PROBLEM RESOLUTION SIMPLER FOR TIER 1 CSP IN UK HCL FACILITATES A QUANTUM IMPROVEMENT IN CUSTOMER EXPERIENCE FOR A LEADING COMMUNICATION SERVICE PROVIDER, ENABLING THEM TO RETAIN THE POSITION AS A SUPPLIER OF CHOICE IN THEIR MARKETS. Region: U.K. Industry/ Domain: Telecommunications Functional Area: Retail, wholesale, global services, last mile services Area of engagement: Integrated Services ABOUT THE CUSTOMER Client is one of the world’s leading communications services companies, serving the needs of customers in the UK and in more than 170 countries worldwide. It serves consumers, small and medium sized enterprises and the public sector in these countries, offering telephony, broadband, mobile and TV products and services as well as networked IT services. For the year ending March 2012, client reported annual revenues of GBP 19 Billion. Our client has achieved an improvement of 3% over last year in customer service improvement score and reduced faults handled and calls about customer issues by 6.2% in the year.
  2. 2. THE CHALLENGESAs a mature IT outsourcer and offshorer, our client has worked with suppliers inthis space since the 1990s, including equity participation and co-ownership of acaptive IT provider. In 2007, having outsourced nearly all of its applicationsupport and management, client’s challenges were centered around the inabilityto consciously influence Customer Experience (CE) which is acknowledged as theonly sustainable differentiator that Communications Service Providers can build.Appropriately, then client’s CEO, , recognized the importance of focusing on CEearly and had set the organization committed target for exceeding 90% CEscores by 2010.Despite this legacy of experience in outsourcing, client was unable to alignsuppliers’ services to directly influence CE. This was despite, its suppliers weremore or less delivering to the specifications required in their contracts, the healthof client’s systems and thereby the support for and alignment with business. Thiswas hurting business and putting client’s market position and market share atrisk.The cost of CE improvement was important too: managing widely spreadbusiness functions cost effectively across multiple applications that clearlyinfluenced CE was eating up a major chunk of its profits. Its application portfolioof over 200+ Commercial off the Shelf (COTS) (comprising of CRM applications,workflow management applications, web-based B2B applications etc.) was toocomplex to be managed effectively to improve CE.It was in this climate that client turned to HCL Technologies. The group decidedto outsource the task of application support and maintenance to positivelyinfluence a range of measures to improve CE as well as lower operational costssuch as,• Improve CE scores and First Call Resolution (FCR) rates• Lower turnaround time for the resolution of incidents• Achieve high availability of critical business applications• Reduce the occurrences of reactive incidents through proactive management• Consolidation of IT application landscape & Transformations• Reduce vendor management overhead through strategic partnering.THE SOLUTIONHCL Technologies turned out to be the only partner to sign-up to all therequirements and associate its service changes against the achievement of thetargets. HCL was also selected for its expertise in telecom business process(eTOM) and proven methodologies for managing a wide range of applicationsacross multiple technology platforms. Thus, HCL became the first supplier tosign up to tying its revenues to CE Improvement Targets, one of theparameters on which client measures its performance.
  3. 3. HCL adhered to Business-aligned application ‘Custodian Approach’ formanaging the 200+ applications that are part of the Lead to Cash( L2C) andTrouble to Resolve (T2R) processes of client. As the application custodian ofthese 200+ applications, HCL has end to end ownership of resolving the incidents/ trouble tickets raised to resolve issues related to these applications, in amulti-vendor environment. HCL entered into OLA with other IT service providersof client and effectively tracked and managed the resolution of the incidents thatare parked with the other IT service providers for the in-scope applications.The key tenets of HCL solution: SCOPE L2 Suport Application Custodian • Incident Management • Availability Management • Problem Management • Problem Management • Change Management • E2E monitoring • Configuration Management • Service Leave Management • Release Management HCL SOLUTION ITIL Based Approach • Fast track transition using Con eZmigrate framework tnu De ous plo Ser - Operational assessment to ym vice imp Da test the readiness fo en rove tT Sm men ta Red Phone & eEnabler support takeover as t ba kfo art se rce - HCL TOnE Solution RCA Au di t H CL es So ti c lut P rac io n B e stTRANSITION:HCL leveraging its “AsseT” transition framework, completed the transition of200+ applications from multiple IT service providers of client in a short time. Anaccelerated ramp-up of 1000+ FTEs in a short span of 3 months enabledtransition of 60% of the in-scope. The team created System AppreciationDocuments and 99% of the application transition passed the Operational WarGaming conducted by an external agency engaged by client, in the first attempt.
  4. 4. STEADY STATE STRATEGIC INITIATIVES:To achieve incident reduction and improve customer service delivery score, HCLformed a “Strategic Initiative and Delivery Excellence” (SIDE) team to work withthe application support group. The key initiatives are: Dedicated team operating 24 x 365, Red Phone proactively monitoring new high priority Service assurance Availability of HCL senior manager to handle Manager critical incidents during out of office hours Deployment Task Force Ensure “error free” deployment Focused team driving strategic initiatives to Strategic initiatives improve operational efficiency and delivery and Delivery excellence Nakeeran Command Independent Service and Process audit team Center to assess the teams knowledge levels Develop deep technical and functional Continuous Service knowledge of the application. Focuses on Improvement incident reduction to improve the application stability Independent database audit team to Independent proactively audit the databases to reduce the Database Audit incidents due to database issues Efficient RCA thereby reducing the number of Root Cause Analysis ticketsRAPID REQUEST RESOLUTION:Based on our expertise and experience in resolving the incidents in the past, HCLhas created an extensive known error database (KEDB) with details of theincidents, root cause analysis report and the resolution activities. For all P3 andP4 incidents that are less business critical and for new service requests we haveformed Rapid Request Resolution (RRR) team. This team would acknowledgesuch incidents and provide quick resolution by referring to the KEDB. The keybenefits of RRR team are:• MTTR improvement in P3 and P4 incidents• Optimized resource utilization and freeing up the bandwidth of SMEs for P1 and P2 incidents
  5. 5. Rapid Request Resolution Factory Application-1 Application-2 Application-3 Application-4 Integrated Business Aligned T2R Proviso Java .NET Bridge Billing SQL MQ Mediation Domain L2C Clarify ASMexpert expert expert expert expert expert expert expert expert expert expert expert RSS Factory Manager Lead Engineer Lead Engineer Lead Engineer Solution Executives Solution Executives Solution Executives Achievements: • Meeting the expectations of customers/ Achieving customer satisfaction • Optimized resource utilization • E2E Integrated Availability of Business • Reduction of cost spent for ASM year on yearBENEFITS DELIVERED TO CLIENT:• Improved Performance - 92% reduction on Incident Reduction through various Service Improvements, leading to improved stability and better Customer Experience. - Reduction of repeat incidents by 40%, through proper Root Cause identification and elimination. - 50% reduction on Incident Mean Time to Resolve (MTTR) to improve Cycle Time and Customer Experience. - First to introduce Strategic Initiatives to achieve the goals identified and targeted. - Improve to industry benchmarks, where SLAs are not dependent on existing environment - Increased use of industry best practices and tools - The success story has been shared by HCL along with the client in TM Forum conferences in Singapore, South Africa and Dubai. - Case study is published in TM Forum Case study handbook.• Reduced Operational Risk - Standardized ITIL process and industry processes through documentation, automation and proactive management eliminate single point of failures and risks
  6. 6. - Business Process Audit to identify gaps and track them through Continuous Service Improvement plans (at application and engagement level) - No risk to SLAs on increased project activity - Increased visibility into operations• Variable Capacity and Costs - Variable component in the revenue model offering flexibility - Resourcing flexibility based on fixed component of the revenue model - Pool of Business Knowledge and Technology ExpertiseINNOVATION & VALUE CREATIONHCL has been consistently working on continuous improvement and deliveringvalue over the engagement period. HCL’s value index has been consistentlygreen and above 6, with the current value delivered account to 738K GBP, whichis 80% of the target for this financial year 2011-2012. The value creation activitiesand business benefits delivered to Client has been rated the best by HCL’s valuecreation council this year. Hello,  I’m  from  HCL!  We  work  behind  the  scenes,  helping  our  customers  to  shift  paradigms  and  start  revolutions.  We  use  digital  engineering  to  build  superhuman  capabilities. We make sure that the rate of progress far exceeds the price. And right now,  90,000  of  us  bright  sparks  are  busy  developing  solutions  for  500  customers  in  31  countries across the world. How can I help you? www.hcltech.com

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