SDCN13 -Day1- From shifting Tin to Taming Transaction by Andy Jones
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From shifting Tin to Taming Transaction by Andy Jones - Xerox Xerox has an iconic history of innovation. They lead in their experience of transformation from a conventional high tech manufacturer to a services business. This presentation will describe how creating new revenue from their services business model has been key to continued success.
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SDCN13 -Day1- From shifting Tin to Taming Transaction by Andy Jones
- 2. From Shifting Tin to Taming Transactions Andy Jones 19 November 2013
- 3. Innovation 3 December 4, 2013 Xerox Confidential
- 4. Modest Beginnings 90s Facilities management and consulting services 4 December 4, 2013 Xerox Confidential
- 5. Clear Ambition 90s Facilities management and consulting services 5 2004 New Xerox Global Services December 4, 2013 Xerox Confidential
- 6. Tuning into Clients 90s Facilities management and consulting services 6 2004 New Xerox Global Services December 4, 2013 2005 Continued investments to improve capabilities Xerox Confidential
- 7. Getting Out of Our Box 90s Facilities management and consulting services 7 2004 New Xerox Global Services December 4, 2013 2005 Continued investments to improve capabilities Xerox Confidential
- 8. Harnessing Innovation 90s Facilities management and consulting services 8 2004 New Xerox Global Services December 4, 2013 2005 Continued investments to improve capabilities Xerox Confidential
- 9. Building for Success 90s Facilities management and consulting services 9 2004 New Xerox Global Services December 4, 2013 2005 2006/7 Continued investments to improve capabilities Mega deals and capabilities go global through shared delivery Xerox Confidential
- 10. New Opportunities 90s Facilities management and consulting services 10 2004 New Xerox Global Services December 4, 2013 2005 2006/7 Continued investments to improve capabilities Mega deals and capabilities go global through shared delivery Xerox Confidential
- 11. The Step Change 90s Facilities management and consulting services 11 2004 New Xerox Global Services December 4, 2013 2005 2006/7 Continued investments to improve capabilities Mega deals and capabilities go global through shared delivery Xerox Confidential 2010 Acquired ACS Largest independent BPO player
- 12. “A World Made Simpler” http://www.youtube.com/watch?v=kEnRQAz2Fqg 12 December 4, 2013 Xerox Confidential
- 13. .. and many Lessons Learnt • Managing Financial Expectations • Nurturing People and Culture • New Approaches to Business Management & Governance • Turning Development into Innovation • From Customers to Clients 90s 2004 Facilities management and consulting services 13 2005 New Xerox Global Services Continued investments to improve capabilities December 4, 2013 2006/7 Mega deals and capabilities go global through shared delivery Xerox Confidential 2010 Acquired ACS Largest independent BPO player 2013 > 50% worldwide revenue from services
- 14. 14 December 4, 2013 Xerox Confidential
Editor's Notes
- Slides 1 and 2 must stay together if you want to begin your presentation with the looping slide.Starting from slide 1, go into Slide Show mode, click the [play] button and it will take you to slide 2, which is the loop, this slide is hidden for the purpose of the loop.When you are ready to start your presentation, press “Esc”. This will take you back to slide 1. Then press page down to move to advance through your presentation.
- Is the real realisation around business efficiency improvement and use this to release the hidden potential ??Paper removal is complex as it impacts all staff and all procesess so we need to consider all the dimension when designing the change journey.
- Direct costs are very visible.The indirect impacts of having a paper driven business are much more difficult to quantify and most organisations have little or no knowledge of what they are, but the costs associated with a manually intensive environment is orders of magnitude much greater than the direct paper cost.The opportunity therefore is not just to remove paper but also transform the business to be more reactive, joined up and knowledgeable about your customers and the status and nature of the interactions with themBecause your processes are very paper dependant you have in built in efficiencies and inertia which mean your productivity is much lower and cost of service delivery significantly higher than need be in a less paper driven model.So what do you really get focussed on ???? Less paper or really grasping the opportunity afforded through paper reduction to fundamentally improve the underlying business