This document discusses managing an IT service management (ITSM) environment across a multinational company. It describes how the company initially tried to implement standardized global IT tools, processes and systems but faced challenges. Key lessons learned included allowing more local flexibility and autonomy. The updated approach standardized core ITSM functions and policies globally but allowed local variations in areas like on-site support, change management and hardware purchasing to better suit different country needs and cultures. The takeaway is that while global standards provide benefits, local entities need guidance not over-control to remain profitable.

1. Managing a multi-cultural ITSM environment
A personal journey
October 2015

2. Agenda
1. Background
2. Initial Approach
3. Lessons Learned
4. If at first you don’t succeed
5. Summary

3. Background
o 16 March 2009 - Connell Wagner (Pty) Ltd, one of Asia Pacific’s largest and
most experienced multi-disciplinary infrastructure consulting companies,
Africon (Pty) Ltd, South Africa’s largest privately owned infrastructure
consultancy, and Ninham Shand (Pty) Ltd, one of South Africa’s most
established engineering and environmental consultancies, have today
confirmed that they have come together to form a new multi-disciplinary
global group.
o The newly created group, called Aurecon, will provide professional technical
services on large scale integrated infrastructure projects to clients across
Europe, Middle East and Africa (AME) and Asia Pacific (APAC). Given the
geographical reach of Aurecon’s operations, the global group will be
headquartered in Singapore and employ over 6700 people across 87 offices
in 28 countries.

4. Agenda
1. Background
2. Initial Approach
3. Lessons Learned
4. If at first you don’t succeed
5. Summary

5. Current versus Target State

6. Roadmap
1. Implement standard ERP Tool and reporting processes
replace local tools with BST Global
2. Centralise Service Desk and Support in Melbourne
Reduce onsite support
3. Implement Standard ITIL processes
No prior documentation, or rules for prioritisation, escalation, knowledge
management
4. Standardise all Hardware and Software solutions
Leverage economies of scale and reduce support costs
5. Adopt PRINCE2 for all internal projects
No standardisation in IT Project Management

7. Agenda
1. Background
2. Initial Approach
3. Lessons Learned
4. If at first you don’t succeed
5. Summary

8. Necessary But Not Sufficient

9. Lessons Learned
1. Tool selection process should include performance testing for all
locations
2. Matrix reporting structures were not successful in Thailand and
Vietnam
3. Corporate Processes can stifle local agility
4. Corporate Information Systems can drain local profits
5. A single implementation plan is not sufficient for each country
(maturity)
6. Centralising Service Desks loses “local touch”
7. Australian work ethic is vastly different to Asian (Beer o’clock)
8. IT needs to be included in the due diligence exercise for
acquisitions

10. Agenda
1. Background
2. Initial Approach
3. Lessons Learned
4. If at first you don’t succeed
5. Summary

11. India
E.g. Maharaja Mac
Hong Kong
E.g. Rice Burger
Netherlands
E.g. McKroket
Services...Analogy
Mc Donald's
Regional
Distribution
‐Execution
of global
standards
‐Distribution
and mgt
leverage
‐ etc
Mc Donald's
HQ
Global
‐ Policies
‐ Quality
criteria
‐ Branding
‐ Recipes
‐ Equipment
standards
‐ etc
France
E.g. Le croque
Some considerations
‐ Standard Menu
‐ Localised specials
‐ Local need for
customer alignment
& profit
+
Local Variation
Regional
Service Manager
Global
Service Owner

12. What stayed the same
• Service Desk centralised in Melbourne¹
• Standard ITIL processes for Incident, Problem, Change²
• Standard Desktop Operating Environment³
• Standardised reporting format⁴
• Standard ITSM tool for ticket visibility, escalation and
faster resolution times (Event Management)
• Standard policy and process for Knowledge Management
• Adoption of PRINCE2 for internal projects

13. Local Variations
 Allow onsite support to be managed locally for low cost countries¹
with limited access to corporate systems
 Local Change Model²
for changes up to $**
 Allow local offices to purchase hardware locally³
as long as it meets corporate specifications
 Allow local variations for ERP solutions⁴
but ensure they can deliver standardised reporting
 Reintroduce local line managers in countries that have a traditional
king-culture
although local manager is effectively a liaison to matrix competency owners

14. Agenda
1. Background
2. Initial Approach
3. Lessons Learned
4. If at first you don’t succeed
5. Summary

15. Put careful thought into the value of each control
Ask yourself; is it really the ‘tool’, or ‘process’ that is
important?
Or the quality and value of the output?
Summary
Local entities want guidance
and support, not “policing”.
It is easy to kill profitable businesses
with too much control, so adopt and
adapt where it makes sense.

16. Thank You!
For further info on related course/s, please see
http://www.iss.nus.edu.sg/ProfessionalCourses/CourseCatalogue.aspx
Jamie Donoghue
Director and Principal Consultant
jamie.donoghue@uxcconsulting.com