WHY DO WE HEAR SO MUCH ABOUT “CUSTOMER JOURNEYS”? MORE IMPORTANTLY, WHAT CAN WE DO WITH IT? FROM A PRACTICAL POINT OF VIEW, HOW CAN WE BUILD A CUSTOMER JOURNEY USING CUSTOMER EMOTIONS AND TOUCHPOINTS? AN ENTIRE ECOSYSTEM REVOLVES AROUND CUSTOMER JOURNEYS TO BETTER UNDERSTAND CUSTOMER AS WELL AS USER AND EMPLOYEE EXPERIENCE. HAVING A CLEAR VIEW OF HOW PEOPLE FEEL AND REACT GIVES YOU A REAL ADVANTAGE TO ADDRESS CHANGES AND KNOW WHICH DIRECTION TO TAKE TO MAKE YOUR BUSINESS GROW. LET’S GET AWAY FROM OPERATIONAL AND FOCUS ON HUMAN BEINGS FOR THE TIME OF THIS EVENT…. WELCOME TO THE JOURNEY! DELPHINE IS A YOUNG WOMAN CERTIFIED IN CUSTOMER EXPERIENCE MANAGEMENT. SHE HAS MADE CUSTOMER, USER AND EMPLOYEE EXPERIENCE HER CAREER LEITMOTIV. FOR THE PAST FIVE YEARS, SHE HAS BEEN INTRODUCING BEST PRACTICES IN DIFFERENT COMPANIES, OPENING MINDS TO ALTERNATIVE WAYS TO MAKE CUSTOMERS, USERS AND EMPLOYEES HAPPY TO DRIVE BUSINESS RESULTS. AS A CERTIFIED CUSTOMER IMMERSION EXPERIENCE INSTRUCTOR FOR MICROSOFT OFFICE 365, SHE IS ALSO A BIG FAN OF “NEW WAYS OF WORKING”.

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Your speakers
Danny Van Vosselen
2Grips
Managing Partner
Wouter De Koster
2Grips
Consultant
Joost van Iersel
2Grips
Managing Partner
Martijn Adams
4me
General Manager
EMEA

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Welcome
2Grips
An introduction to Service Integration And Management
Challenges to IT
SIAM – the method
How to get it working
SIAM in action
Agenda

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About 2Grips

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Get to grips with (IT) services Excellence in Service Management

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with (IT)
services
Get to grips Consultancy
Tooling
Education

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Consultancy
IT Service Management
Enterprise Service Management
Service Integration and ManagementIT Service
Management

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Tool

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Education Incompany – Open Classroom – E-Learning
ITIL
SIAM
Cobit
VeriSM
DevOps
Resillia
…

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An introduction to SIAM

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Challenges to IT

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Challenges Outsourcing

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Challenges Service DISsatisfaction
Watermelon effect/ No end to
end measurement
Every Service Provider has other
contact procedures
Slow Pace of change
Changes with adverse impact
(Delivery silos)

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Challenges Complex Service and sourcing Landscape
Shadow IT
Multi-sourcing as a strategic
choice
(market) Increase in the number
of service providers
Inflexible contracts

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Challenges Continual pressure to reduce costs
Different ways of working/
process maturity
Poor knowledge exchange
between providers
Extra work due to different
incident priorities, service levels
and reporting
Lack of tooling integration with
time losses and information loss

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Challenges Governance & Risk
Corporate governance“even if
the work is done by external
parties, you are accountable for
Clear R&R, Controls, …”

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Challenges Provider Perspective
Cheaper
Faster
More Quality
Not Good enough
Provider wants to ensure
relationship through “Value Add”
Services – Integration Services

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The method

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Purpose of SIAM Define your goals & scope
benefits of multi-sourcing with
simplicity of single sourcing
minimize the risks
masking the supply chain
allowing customer organization
to focus on their business
enables flexibility and innovation

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The method History of SIAM
In the beginning… DIYS
‘70s-80’s: sourcing specialist IT services
1998: ‘outsourcing’ recognized as
business strategy
2005: term SIAM originated in UK
Government
2012: UK Gov SIAM model
2013… increase in SIAM approaches
and publications
2016: SIAM method described
2017: SIAM certification

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The method
Methodology
Multiple providers
Governance, management, integration,
assurance and coordination
To get the maximum value* from
providers
Integrator SIAM™ is a registered trade mark

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The method
The SIAM methodology
encompasses:
Practices
Processes
Functions
Roles
Structural elements.
Content

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SIAM uncovered ECOSYSTEM and Integrator
Service Integrator
Internal
Provider1
Internal
Provider2
External
Provider1
External
Provider2
External
Provider3
Business
Unit1
Business
Unit2
Business
Unit3
Business
Unit4
Customer Organisation

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SIAM uncovered Roles & Responsibilities

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SIAM uncovered 1. Processes
SIAM itself is not a process
Many of the processes used
within a SIAM ecosystem are
familiar, however they require:
Adaptation and augmentation to
support integration and
coordination between different
SIAM layers.
Alignment with the SIAM
practices.

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SIAM uncovered 2. Practices
Four SIAM practice types exist:
1. People practices
2. Process practices
3. Measurement practices
4. Technology practices

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SIAM uncovered 3. SIAM Functions 4. Roles

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SIAM uncovered 5. Structural Elements

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“Boards”
A board provides governance
It is a formal decision making body (accountable for the
decisions it takes)
On 3 layers, with example activities:
Strategical Boards – approve funding, set strategy
Tactical Boards– approve policies
Operational Boards – approval of changes, identify and
implement service improvements, within the scope of its
authority
Structural Elements

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“Process Forum”
Is aligned to a particular process or
practice area
members work together on proactive
development, innovations, and
improvements
develop, share and improve data and
information standards
Develop, share and improve common
working practices.
Structural Elements

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“Working Group”
Is reactive and is convened when needed to address specific issues
or projects
it will include staff from different organizations and specialist areas
Example: A major incident working group would include incident
mgmt. staff from multiple organizations, technical staff, managers
and more
Structural Elements

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SIAM uncovered SIAM Structures

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How to get it working

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Basic Principle
A successful SIAM operating model requires an ecosystem in which all parties are working
in a collaboration model
It is about integrating the services of all internal and external service providers to one
chain of services that effectively contribute to the operational excellence which is an
enabler for customer intimacy

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Key Success Factors

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Target structure

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People Processes
PartnersProducts
Patron
(Customer)
Base on what is known
ITIL COBIT
DEVOPSIT4IT

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Based on the 5 area’sThe road to SIAM

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Align the strategy

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Define the Service Catalogue

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Align the agreements

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Work on the partnership

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Enforce the people

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Process managers

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Take responsibility

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Go for outcome instead of output

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Create 1 'single source of truth

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Clear processes

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SIAM implementation

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Develop Strategy
Study SIAM models
Define objectives and
action plan
Plan service and provider
portfolio
Determine service
integration model
Evaluate & Select
Staffing or finding the
service integrator
Define & design e2e
services
Define & design goverance
Define & design tooling
Negotiate required
changes to sourcing
contracts
Implement changes
(transition)
Control
Performance
Review OLA/SLA/XLA
performance of the
providers
Compare prices with
benchmarks
Manage Sourcing
Manage change of service
portfolio (SLA,OLA,
Services,…)
Adapt the sourcing
structure if needed
Change the service
provider if needed
Based on Plan-Do-Check-ActImplementation steps

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Realize that SIAM is About People and Skills
Business relationship management
Communication skills
Commercial acumen
Influencing skills
Negotiation and conflict resolution skills
The ability to manage interpersonal relationships
Some final tips & tricks

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Leverage the Available Tools
Most organizations operating a SIAM model will already haveITSM tools but this
might not be enough.
You need integration and collaboration functionality for working across multiple
vendors and partners.
Some final tips & tricks

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Recognize That the Devil is in the (Contract) Detail
Exit plans
period of vendor lock-in
knowledge and data be transfer back to the retained organization at contract end
are there break points in case of persistent failure to meet contractually-agreed SLAs
Statements of work
descriptions of the provided services sufficiently detailed
Pricing
what pricing models will be used
Operational data
who has overall ownership of operational data? In an ideal world, the customer
Some final tips & tricks

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SIAM in action

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Martijn Adams
General Manager EMEA
Martijn.adams@4me.com

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Milestones
2010
Founded
by former BMC,
HP and ServiceNow
product managers
and developers
2012
First
product
release
Globally
used in over
50 countries
Artificial
Intelligence
specialists
appointed
2015
2016
> Million
employees are
serviced with
4me
2017
2018
Alchemist
Accelerator program for
enterprise SaaS startups,
backed by
• Sapphire
• Cisco
• Salesforce
Seed Investment
from renowned
Silicon Valley VC
Storm Ventures,
specialized in
Enterprise SaaS
2011

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Functional scope
AI
Chatbot
Knowledge
Management
Self
Service
Service Level
Management
Service
Catalog
Asset
Management
CMDB
Request
Fulfillment
Incident
Management
Problem
Management
Release
Management
Change
Management
Portfolio
Management
Project
Management
Automation
Integration
Time Tracking
Resource Planning
Financial Management
Reporting & Dashboards
Service Integration with other
Internal Support Domains
& External Providers

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Enterprise Service Management

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Dealing with Service complexity
Enterprise IT now typically supports more than 100 services
This has led to organizations working with an average of 13.5 external service providers
It’s impossible to hire & retain the technical expertise needed to support all these services

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Multi Sourcing / Digital Ecosystem

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Orchestration / SIAM

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All directions

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Connecting
MANAGED SERVICE

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Demonstration

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Contact us info@2grips.com +32 3 303 70 36 +31 40 80 80 375
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Rubensstraat 104/12
B-2300 Turnhout
Belgium
2Grips
Lichttoren 32
NL 5611BJ Eindhoven
The Netherlands