Service Delivery Innovation Summit 2014 SummaryAlan Quayle
Review of the highlights from the Service Delivery Innovation Summit held 16-17 September in London. I review some of the presentations with my comments on the key points they raise for the industry.
The new era of customer service demands that companies reimagine the customer experience and focus on personalization. Rapid technological changes and evolving customer expectations mean the customer journey must be unified across all channels. Companies must also modernize their platforms to harness data and new technologies like IoT, omnichannel services, and analytics in order to better engage customers and provide a seamless experience. Excellent customer service now requires expanding self-help options, online communities, and multichannel support while putting the customer first throughout their entire experience.
The document discusses business relationship management (BRM). It introduces BRM and how it aims to maintain positive customer relationships according to ITIL. BRM identifies customer needs and ensures appropriate services are developed to meet those needs. Personal relationships provide lessons for BRM, as relationships require inspiring trust, listening, and treating partners well. Good BRMs define and build trust, understand business needs, and have broad industry and technology knowledge. BRM is a competency that can be a role or held by anyone seeking to understand customer demand.
Defining the Business Relationship Manager Role within IT DepartmentsAnthony Draffin
The document proposes a new "business relationship manager" role to improve the relationship between business units and the IT department. These managers would address issues raised by each division and act as a liaison between the division and IT for feedback, assistance with projects, and ensuring appropriate IT services and compliance. The managers would use defined processes, tools, and information and require a mix of business and technical skills to understand division needs and help design new services.
EY Human Capital Conference 2012: Service delivery model transformationEY
Current trends and recent experience:
► Challenges affecting HR today
► Anticipated benefits from HR service delivery model
transformation
► HR transformation experience and lessons learned
Service Delivery Innovation Summit 2014 SummaryAlan Quayle
Review of the highlights from the Service Delivery Innovation Summit held 16-17 September in London. I review some of the presentations with my comments on the key points they raise for the industry.
The new era of customer service demands that companies reimagine the customer experience and focus on personalization. Rapid technological changes and evolving customer expectations mean the customer journey must be unified across all channels. Companies must also modernize their platforms to harness data and new technologies like IoT, omnichannel services, and analytics in order to better engage customers and provide a seamless experience. Excellent customer service now requires expanding self-help options, online communities, and multichannel support while putting the customer first throughout their entire experience.
The document discusses business relationship management (BRM). It introduces BRM and how it aims to maintain positive customer relationships according to ITIL. BRM identifies customer needs and ensures appropriate services are developed to meet those needs. Personal relationships provide lessons for BRM, as relationships require inspiring trust, listening, and treating partners well. Good BRMs define and build trust, understand business needs, and have broad industry and technology knowledge. BRM is a competency that can be a role or held by anyone seeking to understand customer demand.
Defining the Business Relationship Manager Role within IT DepartmentsAnthony Draffin
The document proposes a new "business relationship manager" role to improve the relationship between business units and the IT department. These managers would address issues raised by each division and act as a liaison between the division and IT for feedback, assistance with projects, and ensuring appropriate IT services and compliance. The managers would use defined processes, tools, and information and require a mix of business and technical skills to understand division needs and help design new services.
EY Human Capital Conference 2012: Service delivery model transformationEY
Current trends and recent experience:
► Challenges affecting HR today
► Anticipated benefits from HR service delivery model
transformation
► HR transformation experience and lessons learned
Lucia Eversley was the guest presenter at the Jun 2010 program meeting hosted by BDPA Boston MetroWest chapter. Her topic was 'Service Delivery Management: Delivering Value to the Business"
Lucia is with The Procter & Gamble (PG) Global Business Management.
The document discusses defining the value of HR and measuring its impact. It emphasizes understanding business strategy and defining an aligned HR strategy. It suggests using a balanced scorecard approach to measure HR's impact on key areas like customer experience, business impact/satisfaction, talent strategies, and financial metrics. This helps HR quantify its value and link people initiatives to business performance.
A well-designed IT Service Delivery Model is critical to achieving success in IT management and operations. Many IT organizations focus on optimizing their technology assets -- the infrastructure and applications. However, in our experience, business value is achieved most effectively when technology assets and the IT service delivery model are integrated and work together seamlessly.
Presentation slides from Customer Relationship Management (CRM) workshop as part of Destination Digital business support programme from Connecting Cambridgeshire.
Want more information? Small businesses across Cambridgeshire and Peterborough can currently get free business support on using digital technology until March 2015.
More information here: http://destinationdigital.info/advice/
Customer relationship management (CRM) involves tracking customer interactions to improve customer service and target marketing. CRM software supports these processes by allowing customer data to be entered, stored, and accessed across departments. While CRM generally refers to software, vendors emphasize a holistic approach is also needed for success.
The document discusses the challenges of improving IT service delivery and the importance of leadership teams having a shared point of view. It notes that while there are many ideas on improving services, sustained change is difficult without a holistic, insight-based approach. Successful leadership teams have a shared understanding based on common frameworks, models, practices and language. The document outlines nine crucial elements that should be aligned for an effective IT operating model and shares the perspective that has been developed to help leadership teams improve service delivery.
What is the role of the business relationship manager (BRM)?Simon Chapleau
The document discusses the role of the Business Relationship Manager (BRM). The BRM acts as a liaison between corporate services/IT and business units within an organization. Key responsibilities of a BRM include managing projects and priorities, maintaining relationships, and advising business units. The role of a BRM varies depending on their orientation - those with high business orientation have more influence, while those with high service orientation focus more on customer satisfaction. Effective BRMs understand both the business needs and corporate services/IT capabilities.
Vigo é unha comarca que se extende por territorios que se asentan entre a costa e a Dorsal Galega e inclúe outras comarcas menores como o Miñor e a Louriña. O relevo é irregular sen grandes elevacións pero con fortes pendentes e poucas zonas chans, agás a Depresión Meridiana que atravesa a comarca de norte a sur e os tramos finais dos vales dos ríos.
A rede fluvial é moi densa e diversificada: forma parte da as cuncas do Miño e Verdugo e hai numerosos ríos menores que van directamente ao mar.
A pesar da intensa presión humana conserva numerosos lugares de interese natural, varios deles protexidos e numerosos parques urbanos e forestais, nos que se poden realizar rutas de sendeirismo.
CONCELLOS: Baiona, Fornelos de Montes, Gondomar, Mos, Nigrán, Pazos de Borbén, O Porriño, Redondela, Salceda de Caselas, Soutomaior e Vigo.
A comarca do Salnés está situada no noroeste da provincia de Pontevedra entre a banda sur da ría de Arousa e a banda norte da ría de Pontevedra. O territorio está formado polo amplo val do Salnés, no curso baixo do río Umia, rodeado de pequenas elevacións, cunha costa recortada e protexida que é unha importante fonte de recursos pesqueiros e marisqueiros.
É unha comarca densamente poboada con importantes núcleos urbáns, entre os que destaca Vilagarcia e que conserva importantes espazos de interese natural, en especial na costa.
Concellos: Cambados, O Grove, A Illa de Arousa, Meaño, Meis, Ribadumia, Sanxenxo, Vilagacía de Arousa e Vilanova de Arousa
Lucia Eversley was the guest presenter at the Jun 2010 program meeting hosted by BDPA Boston MetroWest chapter. Her topic was 'Service Delivery Management: Delivering Value to the Business"
Lucia is with The Procter & Gamble (PG) Global Business Management.
The document discusses defining the value of HR and measuring its impact. It emphasizes understanding business strategy and defining an aligned HR strategy. It suggests using a balanced scorecard approach to measure HR's impact on key areas like customer experience, business impact/satisfaction, talent strategies, and financial metrics. This helps HR quantify its value and link people initiatives to business performance.
A well-designed IT Service Delivery Model is critical to achieving success in IT management and operations. Many IT organizations focus on optimizing their technology assets -- the infrastructure and applications. However, in our experience, business value is achieved most effectively when technology assets and the IT service delivery model are integrated and work together seamlessly.
Presentation slides from Customer Relationship Management (CRM) workshop as part of Destination Digital business support programme from Connecting Cambridgeshire.
Want more information? Small businesses across Cambridgeshire and Peterborough can currently get free business support on using digital technology until March 2015.
More information here: http://destinationdigital.info/advice/
Customer relationship management (CRM) involves tracking customer interactions to improve customer service and target marketing. CRM software supports these processes by allowing customer data to be entered, stored, and accessed across departments. While CRM generally refers to software, vendors emphasize a holistic approach is also needed for success.
The document discusses the challenges of improving IT service delivery and the importance of leadership teams having a shared point of view. It notes that while there are many ideas on improving services, sustained change is difficult without a holistic, insight-based approach. Successful leadership teams have a shared understanding based on common frameworks, models, practices and language. The document outlines nine crucial elements that should be aligned for an effective IT operating model and shares the perspective that has been developed to help leadership teams improve service delivery.
What is the role of the business relationship manager (BRM)?Simon Chapleau
The document discusses the role of the Business Relationship Manager (BRM). The BRM acts as a liaison between corporate services/IT and business units within an organization. Key responsibilities of a BRM include managing projects and priorities, maintaining relationships, and advising business units. The role of a BRM varies depending on their orientation - those with high business orientation have more influence, while those with high service orientation focus more on customer satisfaction. Effective BRMs understand both the business needs and corporate services/IT capabilities.
Vigo é unha comarca que se extende por territorios que se asentan entre a costa e a Dorsal Galega e inclúe outras comarcas menores como o Miñor e a Louriña. O relevo é irregular sen grandes elevacións pero con fortes pendentes e poucas zonas chans, agás a Depresión Meridiana que atravesa a comarca de norte a sur e os tramos finais dos vales dos ríos.
A rede fluvial é moi densa e diversificada: forma parte da as cuncas do Miño e Verdugo e hai numerosos ríos menores que van directamente ao mar.
A pesar da intensa presión humana conserva numerosos lugares de interese natural, varios deles protexidos e numerosos parques urbanos e forestais, nos que se poden realizar rutas de sendeirismo.
CONCELLOS: Baiona, Fornelos de Montes, Gondomar, Mos, Nigrán, Pazos de Borbén, O Porriño, Redondela, Salceda de Caselas, Soutomaior e Vigo.
A comarca do Salnés está situada no noroeste da provincia de Pontevedra entre a banda sur da ría de Arousa e a banda norte da ría de Pontevedra. O territorio está formado polo amplo val do Salnés, no curso baixo do río Umia, rodeado de pequenas elevacións, cunha costa recortada e protexida que é unha importante fonte de recursos pesqueiros e marisqueiros.
É unha comarca densamente poboada con importantes núcleos urbáns, entre os que destaca Vilagarcia e que conserva importantes espazos de interese natural, en especial na costa.
Concellos: Cambados, O Grove, A Illa de Arousa, Meaño, Meis, Ribadumia, Sanxenxo, Vilagacía de Arousa e Vilanova de Arousa