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Copyright © Institut Lean France 2011




      Lean IT Strategy, Organisational Design and Transition

                                                                     Stephen Parry
                                                      CEO See Business Differently
                                                    Author of Sense and Respond:
                                                  The journey to customer purpose.

                                 Faculty Member of the Lean Enterprise Academy
                                                                                        Twitter: LeanVoices
                                                                                Blog : www.LeanVoices.com
                                                                   Stephen.parry@seebusinessdifferently.com
                                                                             www.seebusinessdifferently.com




   Christiane Fischer                                      Simone Engelhardt
Opérationnel Lean Transformation Manager   Vice Président SAP IT Infrastructure Services Opérationnel Change and
         and Lean IT Consultant                                      Delivery Excellence
Lean Myth Busters:
1) You won’t find Lean in the tools and methods.
2) It’s not about optimising waste is about optimising value.
3) It’s not about managers fixing everything it’s about the staff owning and solving problems.
4) It’s not only about processes it’s about the whole service model.
5) It’s not about efficiency at all costs it’s about effectiveness at the right cost.
6) This incorporates development and innovation.
Sense and Respond Lean Approach




         SENSE what matters                                       DRIVE the service and the strategy
            to customers




                                                                      Drive support services
                          Capture Demand Data




                                                                       Build relationship
                           Build relationship
         1.                                           2.                                           3.
     People                                       People                                        People
Your clients and their                          Your front-line                                Your support
     customers                                    operation                                    organisation




                  Purpose                                          Flow

           Adapt – Evolve – Inform – Innovate
                         RESPOND
The customer/service user challenge:
              They don’t have time………….they say things like:


       Solve my problem, completely.

       Don't waste my time or cause me hassle.

       Minimise the cost of doing business with you.

       Provide exactly what I need and deliver value where I need it.

       Reduce the number of decisions I must make to resolve my problems.

       Don’t get me to help you; I want you to help me!




Adapted from Lean Solutions: Jim Womack and Dan Jones by Stephen Parry
Question:


 What would ICT organisations do if they
  had to pay for all the operational and
     service user time they wasted?
Traditional approach: Feasible parts creating an infeasible whole.
                                        Functional units

                     F1        F2         F3         F4                   Fn




Independent                                                                        It’s not unusual
                     S1        S2         S3         S4                   Sn
Solutions                                                                          to have thirty
Designed to                                                                        or more
Meet functional                                                                    solutions lining
Targets and                                                                        up for attention
Goals.




                                    Throughput process
Traditional approach: Feasible parts creating an infeasible whole.
                                        Functional units

                     F1        F2         F3         F4                   Fn




Independent                                                                        It’s not unusual
                     S1        S2         S3         S4                   Sn
Solutions                                                                          to have thirty
Designed to                                                                        or more
Meet functional                                                                    solutions lining
Targets and                                                                        up for attention
Goals.




                     Improved Customer Experience ?
The Operating
Level Four
                 System




              The Organising
Level Three      System




Level Two     The Process




Level One      The Output

              Adapted from Fourth Generation Management Brian Joiner
What type of experience do you create for
          customers, employees and managers?
                          Company pushes products and services ON-COMMAND
                          Customers and employees are designed out


                           Mass Production (Make and Sell)

   Transactional             Incentivised              Functional                Direct
  and processed              contribution              efficiency              and control



Customer experience       Employee motivation       Support operations      Executive leadership



   Relational                  Willing                 End-to-end                 Listen
  and personal               contribution             effectiveness             and adapt


                          Lean Enterprise (Sense and Respond)

                pulls products and services ON-DEMAND
               Customer

         Customers and employees are designed in
Aligning service provision to customer needs




                                                         doing business with you.
                              • Don't waste my time or




                                                                                                                                          you, I want you to help
                                                                                                               • Reduce the number of
                                                                                    • Provide exactly what I
                                                                                      need, where I need it,
        problem,completely.




                                                         • Minimise the cost of




                                                                                                                                        • Don’t get me to help
                                                                                                                 decisions I have to
                                cause me hassle.




                                                                                      when I need it.
      • Solve my




                                                                                                                 make.




                                                                                                                                          me!
                                                            Customer Lifecycle

Specify value from the                                                                                         Make value-creating steps occur in a
standpoint of the end customer.                                                        Delivery Process        tight and integrated sequence so the
                                                                                                               product/service will flow smoothly
Identify all the steps in                                                                                      toward the customer
the value stream, eliminating
every step and every action                                                                                    Let customers pull value
and every practice that                                                                                        from the next upstream activity.
does not create value
                                                                                                               Pursue Perfection. These steps lead
                                                                                                               to greater transparency, enabling
         © 2009 See Business Differently Ltd
                                                                                                               teams to eliminate further waste
Don’t align IT service provision to the transactional needs of the service
                   user rather to the real world customer outcomes




                    Enable external Customers Business Process                                    Business
                                                                                                  Outcomes
                                 CORE                             PROFILE
  Personal                                                                                         User
Infrastructure
                    Enable Client Service User Business Processes
                                                                                                 Outcomes
             Specify value from the                                 Make value-creating steps occur in a
                                                                    tight and integrated sequence so the



                                               Delivery Process
             standpoint of the end customer.
                                                                    product/service will flow smoothly
            Identify all the steps in                               toward the customer
            the value stream eliminating
            every step and every action                             Let customers pull value
            and every practice that                                 from the next upstream activity.
            does not create value
                                                                    Pursue Perfection. These steps lead
                                                                    to greater transparency, enabling
   Corporate                                                        teams to eliminate further waste Utility
 Infrastructure                                                                                    Outcomes
                     Stable, adaptive infrastructure and applications
CORE Profile: Value definitions

                         Is defined by ‘Customer Purpose’. Deliver value
                         effectively to customers and efficiently to the
                         organisation.
     CREATE
     (Optimise)

                         Creates the possibility for developing new services that
    OPPORTUNITY          will satisfy customers or increase production and
       (Innovate)        revenue.



    REMEDIAL             Occurs when the organisation delivers unfit products or
(Restore and Remove)     services. Production is lost, the customer is unhappy,
                         resulting in loss of money, time, and reputation.

    EXTERNAL
(Restore and Re-think)

                         Originates externally and is usually waste or demand
                         that is created by other organisations, agencies or
                         institutions.
Move
  Installation
                  Equipment    CREATE VALUE BIN

   Provide
                        Nothing in here because no one was looking
    Quote    OPPORTUNITY TO CREATE VALUE BIN
                                                                      Slow
                                                  Repeat             Network
                    Progress                       Fault
    Application
     Problem
                       RESTORE LOST VALUE BIN
                     Chase   Engineer
                            Not arrived
                                        Escalation                                Computer
                                                                               is not working



 3rd Party
Can’t Supply
                     EXTERNAL LOST VALUE BIN

                  Customer Purpose Defines Value,
        What was once seen as Value is now seen as WASTE
                   all in addition to the 40% rework.
   There is no value in fixing symptoms. Fix the Road not the Tyres.


               Customer Purpose = Business Outcomes                                         .
          Moving from the cost of Failure to the Return on Value
Fixing the wrong problem
Operational VALUE STREAM MAP for each Demand Type

                         End-to-end Response capability and cost (efficiency)

                                    Customer experience at touch points


           VALUE and PURPOSE
           linked to the customer
                (effectiveness)




                                                                                15
BUSINESS INTELLIGENCE
Creation

Opportunity

Restoration

  External


              0%   20%   40%   60%   80%


Restoration



Restoration



Restoration



 Creation


 Creation                              16
CORE Profile: ICT support operations
        Before changing the service.




Create         8%



Opportunity   2%



Remedial                                                                                               80%



External           10%




                         Source Fujitsu Case Study: Sense and Respond Book Used with kind permission
CORE Profile: ICT support operations
         after changing the service.




Create                                           50%



Opportunity        12%



Remedial                    33%


External      5%




                         Source Fujitsu Case Study: Sense and Respond Book Used with kind permission
CORE Profile for Global IT end User support (November 2009)




                                                              19
Customer and People Measures:
                    Flow
                                                                             You’ll not find many measures
                                                                                       in this zone.
                       End to End




                                                                                        ‘If you measure your
                                                                                       service using averages,
                                                                                          you will deliver an
                                                                                           average service.’
                       Functional




                                                                                           Value
                                              No      Matters to Customers   Yes
                                                         Purpose
©Copyright Stephen Parry 2010. All rights reserved.
The way we think

                                                  Design Principles

                                                  H.R          Standards

                                                  R&R                           Process
                                     Field
                                                 Bonus.                       Management
                                 Technologies


                                                   ICT Infrastructure                      Change
                         Fleet
                                                                                         Management
                      Management

                                                        ICT Service
                                                           Staff
                  Logistics                                                                   Escalation
                   Stores                                                                      Problem
                                                     CORE                                    Management
                                                     Profile
                                                    Customer
                   Safety                                                                     Resource
                  Services                                                                   Management




                      Building                                                       Knowledge
                      Services                                                       Management



                                 Commercial                                    Finance
                                  Trading                                      Budgets

Diagnosing
                                              Measurement      Service Mgnt
the ‘System’ from
The Customer to the
Design of the Organisation
and the way we think.
Six Steps to a new service and a new operating model.

Customer
Purpose                                                               Profile             People                  Process                          Performance
                            Generates service user demands
                                                                                          Help Desk
                            Service User Business Process

                                                                                                                                                       End-to-end
                                                                                        Contact Centre
                                                                                                                 RESPOND                              Performance
                                                                                        Service Centre
    Customer Value Stream




                                                                  C                                                                                   Measurement
                                                                                         Call Centre
                                                                      SENSE                                      End-to-End                              Customer
                                                                                          Enterprise
                                                                  O                         Mgnt.                 Processes                               Impact
                                                                       CORE
                                                                                                                      IT                                 Operating
                                                                  R   Customer           Technicians
                                                                                                                Infrastructure                             Cost
                                                                      Demand             Component
                                                                       Profile             Control
                                                                                                                 (Internal and                            Revenue
                                                                  E                      Integration
                                                                                                                    External
                                                                                                                   Suppliers)                             Revenue
                                                                                         Service Mgnt
                                                                                                                                                          Potential




   Map                         Identify    Codify and                                      Design               Map Value                              Map Cost
 Customer                   User/Customer   quantify                                    and Implement             Stream                                  and
 Lifecycle                      Needs     Customer/user                                  New Service         Link to Customer                        Performance
                                             Needs                                          Model                                                   To the business
Customers
Business                                                     Optimised ‘On-Demand flow of Value’ Incident-Free-Zone. Customer Value Enterprise®
 Purpose
                                                                                                         Customer Value Enterprise® is a registered trademark for See Business Differently
Search for Common Purpose
                             Business Purpose            Common Purpose

‘We all work for the same    We provide expertise
company but we live in      and services to enable     With pride we relentlessly
different worlds’           us to produce, sell and      pursue and apply our
                             support software by         insight, ingenuity and
                             creating and running       technologies to create
Thomas Queisser                                           wealth and a secure
Sense and Respond Leader     robust, effective and
                             efficient IT-Solutions.             future.


                            To contribute with my
       Purpose               skills and to be fairly    Strengthen my value
                            rewarded in a secure          chain in a way that
        Value                      and trusted          differentiates me from
                               environment that             competitors and
                            offers challenges and        provides a return on
        Action              allows me to develop            my investment.
                                    and grow.

                            Employee Purpose           Customer Purpose
Running A3’s
                                   S&R Phase III – A3 Overview                                                  in this Phase
                 Phase 1 (Prototype), Phase 2 (Mobilization), Phase 3 (Standardization)

                              Proto-   Mobili-   Standard-                                                                 Subject Matter       Senior Business
Existing and New A3‘s ...                                      A3 Owner           A3 Support           Team
                              type     zation    ization                                                                   Expert               Coach

 Future State Operating                                                                                                    Techical              Dietmar Reinelt/
                                                             Frank-Martin Haar    Sushil Dabare       Zhang Shurong
 Model & Operating Strategy                                                                                                Advisory Panel        Steffen Hempel


                                                                                                                           Dietmar Weishaupt
 Routemap Planning                                           Ron Iannacone        Andreas Heinz       Amit Gupta           Alexander Göppert     Lakshmi K.K.
                                                                                                                           Frank-Martin Haar

                                                                                                                                                 Christian
 Communication &                                             Andreas Heinz        Uli Kochendoerfer   Ali Guereke                                Rapberger/
 Broadcast                                                                                                                                       Beng Hang Tay


 Service Tool                                                Jacqueline                                                     Frank-Martin Haar
                                                                                  Vinay Chadha        Maureen Tonetta                            Lakshmi K.K.
 Implementation                                              Yildirim                                                       James Armstrong


                                                                                                                                                 Simone
 Program Management                                          Steffen Hofstetter   Nico Neuhold
                                                                                                                                                 Engelhardt



 Management Center                                                                                    Christiane Fischer
                                                             Sanjiv Nashte        Shajan K.J.                               Chad Troisi          Thomas Peters
 Implementation (Pilot)                                                                               Sushil Dabare




                                                                                                      Thomas Queisser
                                                                                                      Jawahar A.
                                                                                  Dagmar                                                          Simone
 Business Improvement                                                                                 Vineeta Bhardwaj
                                                             Holger Neiheiser     Oeldemann                                 Pallavi Bhanot
 Systems                                                                                              George Oommen                               Engelhardt
Running A3’s
                                 S&R Phase III – A3 Overview                                          in this Phase
                 Phase 1 (Prototype), Phase 2 (Mobilization), Phase 3 (Standardization)

                            Proto-   Mobili-   Standard-                                                         Subject Matter      Senior Business
Existing and New A3‘s ...                                    A3 Owner       A3 Support       Team
                            type     zation    ization                                                           Expert              Coach

Infrastructure                                                                              Tim Frömbsdorff       Technical
                                                           Tobias Schühle   Atil Gaikwad                                              Dietmar Reinelt
Management                                                                                  Alex Göppert          Advisory Panel



Technical Design                                                                            Siegfried Kübel
                                                           Christian Roth   Tbd                                                       Greg Pearse
Authority                                                                                   Uwe Rötschke

                                                                                            Chad Troisi &
                                                                                            Global Service
Service Management                                         Armin Storek     Ron Iannacone                         All REMs / BEMs     Greg Pearse
                                                                                            Management
                                                                                            Team
                                                                                            Maureen Tonetta
 Service Performance                                       Andreas da                                             Tim Oppermann
                                                                            Marco Ries      Michael Scanlan                           Greg Pearse
 Review Process                                            Trindade                                               Chad Howard
                                                                                            Murat Karakullukcu


Service Improvement                                                                         Tim Oppermann                             Bernadette
                                                           Chad Troisi      Chad Howard
(Get Well Plan)                                                                             Tim Frömbsdorff                           Koller



Business Process
                                                           Ron Iannacone    Armin Storek                          Joshua Jacquette    Greg Pearse
Definition


                                                                                            Tim Oppermann
Service Management &                                       Armin Storek     Ron Iannacone   Chad Howard           Joachim Bolz         Greg Pearse
Customer Engagement                                                                         Chad Troisi



 Customer Access Rules                                     Sushil Dabare    Amit Gupta      Christiane Fischer                         Lakshmi K.K.



                                                           Dagmar                                                                      Simone
 Process Governance                                                         Kathy Balsley   Pallavi Bhanot
                                                           Oeldemann                                                                   Engelhardt
Running A3’s
                              S&R Phase III – A3 Overview                                      in this Phase
             Phase 1 (Prototype), Phase 2 (Mobilization), Phase 3 (Standardization)

                         Proto-   Mobili-   Standard-                                                Subject Matter   Senior Business
                                                            A3 Owner   A3 Support       Team
                         type     zation    ization                                                  Expert           Coach


Key User Group &
                                                        -              -            -                 -                 -
Customer Lifecycle


Process Management
                                                        -              -            -                 -                 -
Implementation



Management Center                                                      -            -                 -                 -
                                                        -
Design Options



Data & New Measurement                                  -              -            -                 -                 -
From first to last: Respect for people
 Quotes from Stephen Parry Seminar.
                We believe people are capable of learning and taking on additional
             responsibility, and if you create the right environment, people will want to
                           learn and will actively seek more responsibility.


     In this context ‘respect for people’, means            Managers helping employees
   understanding that all people have the ability to        freely choose how they solve
   learn and the right to be given opportunities to            problems displays total
                         learn.                                        respect.



 There is a world of difference
between helping people to see
and telling them they are blind.



   Most of all we must trust that
 people are capable of owning and
 solving their own problems with a
           little bit of help.
Sense and Respond:               Strategy White Papers and Pod Casts
   The Journey to Customer               New Principles and a New Vision for Services
          Purpose                        A Demanding World
                                         Measuring for Value. Transformation Pitfalls and Lessons
Susan Barlow, Stephen Parry and
        Mike Faulkner.
                                  Research papers
                                         Service Climate Management
                                         Cranfield/Fujitsu Managing For Value


                                  Articles
                                         Turning Customer Service upside down
                                         Service Climate Management
                                         Customer: Lost in translation
                                         Seven Deadly Sins of Transformation


                                  TV and Radio
                                         BBC Documentary ‘The Crunch’
                                         Channel 4/Einstein CIPD. Sense and Respond
                                         BBC Radio 4 In Business The Heartbeat Economy
                                         BBC Radio 4 In Business Lean and Mean and at your Service




                       www.seebusinessdifferently.com

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Lean IT strategy, lean measurement and organizational design

  • 1. Copyright © Institut Lean France 2011 Lean IT Strategy, Organisational Design and Transition Stephen Parry CEO See Business Differently Author of Sense and Respond: The journey to customer purpose. Faculty Member of the Lean Enterprise Academy Twitter: LeanVoices Blog : www.LeanVoices.com Stephen.parry@seebusinessdifferently.com www.seebusinessdifferently.com Christiane Fischer Simone Engelhardt Opérationnel Lean Transformation Manager Vice Président SAP IT Infrastructure Services Opérationnel Change and and Lean IT Consultant Delivery Excellence
  • 2. Lean Myth Busters: 1) You won’t find Lean in the tools and methods. 2) It’s not about optimising waste is about optimising value. 3) It’s not about managers fixing everything it’s about the staff owning and solving problems. 4) It’s not only about processes it’s about the whole service model. 5) It’s not about efficiency at all costs it’s about effectiveness at the right cost. 6) This incorporates development and innovation.
  • 3. Sense and Respond Lean Approach SENSE what matters DRIVE the service and the strategy to customers Drive support services Capture Demand Data Build relationship Build relationship 1. 2. 3. People People People Your clients and their Your front-line Your support customers operation organisation Purpose Flow Adapt – Evolve – Inform – Innovate RESPOND
  • 4. The customer/service user challenge: They don’t have time………….they say things like: Solve my problem, completely. Don't waste my time or cause me hassle. Minimise the cost of doing business with you. Provide exactly what I need and deliver value where I need it. Reduce the number of decisions I must make to resolve my problems. Don’t get me to help you; I want you to help me! Adapted from Lean Solutions: Jim Womack and Dan Jones by Stephen Parry
  • 5. Question: What would ICT organisations do if they had to pay for all the operational and service user time they wasted?
  • 6. Traditional approach: Feasible parts creating an infeasible whole. Functional units F1 F2 F3 F4 Fn Independent It’s not unusual S1 S2 S3 S4 Sn Solutions to have thirty Designed to or more Meet functional solutions lining Targets and up for attention Goals. Throughput process
  • 7. Traditional approach: Feasible parts creating an infeasible whole. Functional units F1 F2 F3 F4 Fn Independent It’s not unusual S1 S2 S3 S4 Sn Solutions to have thirty Designed to or more Meet functional solutions lining Targets and up for attention Goals. Improved Customer Experience ?
  • 8. The Operating Level Four System The Organising Level Three System Level Two The Process Level One The Output Adapted from Fourth Generation Management Brian Joiner
  • 9. What type of experience do you create for customers, employees and managers? Company pushes products and services ON-COMMAND Customers and employees are designed out Mass Production (Make and Sell) Transactional Incentivised Functional Direct and processed contribution efficiency and control Customer experience Employee motivation Support operations Executive leadership Relational Willing End-to-end Listen and personal contribution effectiveness and adapt Lean Enterprise (Sense and Respond) pulls products and services ON-DEMAND Customer Customers and employees are designed in
  • 10. Aligning service provision to customer needs doing business with you. • Don't waste my time or you, I want you to help • Reduce the number of • Provide exactly what I need, where I need it, problem,completely. • Minimise the cost of • Don’t get me to help decisions I have to cause me hassle. when I need it. • Solve my make. me! Customer Lifecycle Specify value from the Make value-creating steps occur in a standpoint of the end customer. Delivery Process tight and integrated sequence so the product/service will flow smoothly Identify all the steps in toward the customer the value stream, eliminating every step and every action Let customers pull value and every practice that from the next upstream activity. does not create value Pursue Perfection. These steps lead to greater transparency, enabling © 2009 See Business Differently Ltd teams to eliminate further waste
  • 11. Don’t align IT service provision to the transactional needs of the service user rather to the real world customer outcomes Enable external Customers Business Process Business Outcomes CORE PROFILE Personal User Infrastructure Enable Client Service User Business Processes Outcomes Specify value from the Make value-creating steps occur in a tight and integrated sequence so the Delivery Process standpoint of the end customer. product/service will flow smoothly Identify all the steps in toward the customer the value stream eliminating every step and every action Let customers pull value and every practice that from the next upstream activity. does not create value Pursue Perfection. These steps lead to greater transparency, enabling Corporate teams to eliminate further waste Utility Infrastructure Outcomes Stable, adaptive infrastructure and applications
  • 12. CORE Profile: Value definitions Is defined by ‘Customer Purpose’. Deliver value effectively to customers and efficiently to the organisation. CREATE (Optimise) Creates the possibility for developing new services that OPPORTUNITY will satisfy customers or increase production and (Innovate) revenue. REMEDIAL Occurs when the organisation delivers unfit products or (Restore and Remove) services. Production is lost, the customer is unhappy, resulting in loss of money, time, and reputation. EXTERNAL (Restore and Re-think) Originates externally and is usually waste or demand that is created by other organisations, agencies or institutions.
  • 13. Move Installation Equipment CREATE VALUE BIN Provide Nothing in here because no one was looking Quote OPPORTUNITY TO CREATE VALUE BIN Slow Repeat Network Progress Fault Application Problem RESTORE LOST VALUE BIN Chase Engineer Not arrived Escalation Computer is not working 3rd Party Can’t Supply EXTERNAL LOST VALUE BIN Customer Purpose Defines Value, What was once seen as Value is now seen as WASTE all in addition to the 40% rework. There is no value in fixing symptoms. Fix the Road not the Tyres. Customer Purpose = Business Outcomes . Moving from the cost of Failure to the Return on Value
  • 14. Fixing the wrong problem
  • 15. Operational VALUE STREAM MAP for each Demand Type End-to-end Response capability and cost (efficiency) Customer experience at touch points VALUE and PURPOSE linked to the customer (effectiveness) 15 BUSINESS INTELLIGENCE
  • 16. Creation Opportunity Restoration External 0% 20% 40% 60% 80% Restoration Restoration Restoration Creation Creation 16
  • 17. CORE Profile: ICT support operations Before changing the service. Create 8% Opportunity 2% Remedial 80% External 10% Source Fujitsu Case Study: Sense and Respond Book Used with kind permission
  • 18. CORE Profile: ICT support operations after changing the service. Create 50% Opportunity 12% Remedial 33% External 5% Source Fujitsu Case Study: Sense and Respond Book Used with kind permission
  • 19. CORE Profile for Global IT end User support (November 2009) 19
  • 20. Customer and People Measures: Flow You’ll not find many measures in this zone. End to End ‘If you measure your service using averages, you will deliver an average service.’ Functional Value No Matters to Customers Yes Purpose ©Copyright Stephen Parry 2010. All rights reserved.
  • 21.
  • 22. The way we think Design Principles H.R Standards R&R Process Field Bonus. Management Technologies ICT Infrastructure Change Fleet Management Management ICT Service Staff Logistics Escalation Stores Problem CORE Management Profile Customer Safety Resource Services Management Building Knowledge Services Management Commercial Finance Trading Budgets Diagnosing Measurement Service Mgnt the ‘System’ from The Customer to the Design of the Organisation and the way we think.
  • 23. Six Steps to a new service and a new operating model. Customer Purpose Profile People Process Performance Generates service user demands Help Desk Service User Business Process End-to-end Contact Centre RESPOND Performance Service Centre Customer Value Stream C Measurement Call Centre SENSE End-to-End Customer Enterprise O Mgnt. Processes Impact CORE IT Operating R Customer Technicians Infrastructure Cost Demand Component Profile Control (Internal and Revenue E Integration External Suppliers) Revenue Service Mgnt Potential Map Identify Codify and Design Map Value Map Cost Customer User/Customer quantify and Implement Stream and Lifecycle Needs Customer/user New Service Link to Customer Performance Needs Model To the business Customers Business Optimised ‘On-Demand flow of Value’ Incident-Free-Zone. Customer Value Enterprise® Purpose Customer Value Enterprise® is a registered trademark for See Business Differently
  • 24.
  • 25. Search for Common Purpose Business Purpose Common Purpose ‘We all work for the same We provide expertise company but we live in and services to enable With pride we relentlessly different worlds’ us to produce, sell and pursue and apply our support software by insight, ingenuity and creating and running technologies to create Thomas Queisser wealth and a secure Sense and Respond Leader robust, effective and efficient IT-Solutions. future. To contribute with my Purpose skills and to be fairly Strengthen my value rewarded in a secure chain in a way that Value and trusted differentiates me from environment that competitors and offers challenges and provides a return on Action allows me to develop my investment. and grow. Employee Purpose Customer Purpose
  • 26. Running A3’s S&R Phase III – A3 Overview in this Phase Phase 1 (Prototype), Phase 2 (Mobilization), Phase 3 (Standardization) Proto- Mobili- Standard- Subject Matter Senior Business Existing and New A3‘s ... A3 Owner A3 Support Team type zation ization Expert Coach Future State Operating Techical Dietmar Reinelt/ Frank-Martin Haar Sushil Dabare Zhang Shurong Model & Operating Strategy Advisory Panel Steffen Hempel Dietmar Weishaupt Routemap Planning Ron Iannacone Andreas Heinz Amit Gupta Alexander Göppert Lakshmi K.K. Frank-Martin Haar Christian Communication & Andreas Heinz Uli Kochendoerfer Ali Guereke Rapberger/ Broadcast Beng Hang Tay Service Tool Jacqueline Frank-Martin Haar Vinay Chadha Maureen Tonetta Lakshmi K.K. Implementation Yildirim James Armstrong Simone Program Management Steffen Hofstetter Nico Neuhold Engelhardt Management Center Christiane Fischer Sanjiv Nashte Shajan K.J. Chad Troisi Thomas Peters Implementation (Pilot) Sushil Dabare Thomas Queisser Jawahar A. Dagmar Simone Business Improvement Vineeta Bhardwaj Holger Neiheiser Oeldemann Pallavi Bhanot Systems George Oommen Engelhardt
  • 27. Running A3’s S&R Phase III – A3 Overview in this Phase Phase 1 (Prototype), Phase 2 (Mobilization), Phase 3 (Standardization) Proto- Mobili- Standard- Subject Matter Senior Business Existing and New A3‘s ... A3 Owner A3 Support Team type zation ization Expert Coach Infrastructure Tim Frömbsdorff Technical Tobias Schühle Atil Gaikwad Dietmar Reinelt Management Alex Göppert Advisory Panel Technical Design Siegfried Kübel Christian Roth Tbd Greg Pearse Authority Uwe Rötschke Chad Troisi & Global Service Service Management Armin Storek Ron Iannacone All REMs / BEMs Greg Pearse Management Team Maureen Tonetta Service Performance Andreas da Tim Oppermann Marco Ries Michael Scanlan Greg Pearse Review Process Trindade Chad Howard Murat Karakullukcu Service Improvement Tim Oppermann Bernadette Chad Troisi Chad Howard (Get Well Plan) Tim Frömbsdorff Koller Business Process Ron Iannacone Armin Storek Joshua Jacquette Greg Pearse Definition Tim Oppermann Service Management & Armin Storek Ron Iannacone Chad Howard Joachim Bolz Greg Pearse Customer Engagement Chad Troisi Customer Access Rules Sushil Dabare Amit Gupta Christiane Fischer Lakshmi K.K. Dagmar Simone Process Governance Kathy Balsley Pallavi Bhanot Oeldemann Engelhardt
  • 28. Running A3’s S&R Phase III – A3 Overview in this Phase Phase 1 (Prototype), Phase 2 (Mobilization), Phase 3 (Standardization) Proto- Mobili- Standard- Subject Matter Senior Business A3 Owner A3 Support Team type zation ization Expert Coach Key User Group & - - - - - Customer Lifecycle Process Management - - - - - Implementation Management Center - - - - - Design Options Data & New Measurement - - - - -
  • 29. From first to last: Respect for people Quotes from Stephen Parry Seminar. We believe people are capable of learning and taking on additional responsibility, and if you create the right environment, people will want to learn and will actively seek more responsibility. In this context ‘respect for people’, means Managers helping employees understanding that all people have the ability to freely choose how they solve learn and the right to be given opportunities to problems displays total learn. respect. There is a world of difference between helping people to see and telling them they are blind. Most of all we must trust that people are capable of owning and solving their own problems with a little bit of help.
  • 30. Sense and Respond: Strategy White Papers and Pod Casts The Journey to Customer New Principles and a New Vision for Services Purpose A Demanding World Measuring for Value. Transformation Pitfalls and Lessons Susan Barlow, Stephen Parry and Mike Faulkner. Research papers Service Climate Management Cranfield/Fujitsu Managing For Value Articles Turning Customer Service upside down Service Climate Management Customer: Lost in translation Seven Deadly Sins of Transformation TV and Radio BBC Documentary ‘The Crunch’ Channel 4/Einstein CIPD. Sense and Respond BBC Radio 4 In Business The Heartbeat Economy BBC Radio 4 In Business Lean and Mean and at your Service www.seebusinessdifferently.com