B James Finister iDalko event on Cross Company Service Management.

1. Copyright © 2014 Tata Consultancy Services Limited
James Finister
james.finister@tcs.com
SIAM For Enterprise Agility
November 2017

2. 2
SIAM
Why do SIAM?
What is SIAM?
SIAM Models
Real world experiences
The future of SIAM
SIAM Enabling Enterprise Agility

3. 3
Our view is based on experience….
Fast Growing
Airline Company
• Design, Build, Operate Transfer SIAM
• Integrated Service desk – Service Now
Natural Gas
Producer
• End to end SIAM Function
• 4+ Strategic vendors,
• 500+ applications
• Enabled merger
UK based Car
Manufacturer
• End to End SIAM Solution
• 80+ vendors
• Realised 16% cost savings in 12 months
• Supported business expansion of 2.7Bn GBP
per quarter to 7.3Bn GBP
Alcoholic
Beverages
• End to end SIAM function
• 25+ vendors

4. 4
SIAM supports
Fundamental & rapid business change
Freedom from technical, cultural &
dark debt
Value based investment

5. 5
Challenges SIAM Can Address
Complex demand side mix
Complex IT supply chains and e2e value networks
The rise of commodity and cloud IT
Regulatory pressures
Shadow IT and consumerisation

6. 6
SIAM & Digital Transformation
6
IT is focused on technology assets, infrastructure and
process. Applications are treated as separate and
largely unrelated domains.
ServiceDeliveryModel
IT is focused on the integration and delivery
of end-to-end IT services (business
solutions).
IT Services will be designed and
managed from a CX perspective.
“Value for the Customer”
Digital Service Management Maturity
Tower
Focused
Internal
Customer
Focused
Ecosystem
Focused
IT Service
Catalog
Business Service
Catalog
Digital Service
Catalog
Digital Services
Legacy Services
Inside-Out Outside-In
IT is focused on defining IT Services and SLA’s.
Multiple Suppliers and introducing SIAM.
Silo / Asset Based
IT Service
Business Service
Customer Experience
IT Organization
Focused

7. 7
Multi Layer SIAM
Service Integration is the
co-ordination of people, processes, tools & technology, data and governance
across multiple suppliers to deliver Value

8. 8
SIAM
SIAM is a Sourcing Strategy
Strategic
Full Service
Suppliers
Point
Solutions
Commodity
Services
Internal
Teams

9. 9
TCS Service Integration Framework©
Service Integrator
SI Governance
Risk & Compliance
Management
Program
Management
Risk and Compliance
Management
Identity and Access
Management
Information Security
Management
Service Continuity
Management
Project/Program Portfolio
Management
Project Planning
Benefits Management
Quality Assurance
Program Governance and
Reporting
Transformation
Management
Architecture Management
Transformation
Innovation
Organization
Change Management
Continual Service
Improvement
Vendor
Management
Procurement
and Sourcing
Contract Management
Vendor Performance
Management
Billing and Invoicing
Service
Management
Service Strategy
Service Design
Service Transition
Service Operations
Integrated
Service Desk

10. 10
Models for SIAM
Client SI Lead Supplier SI
Independent SI Supplier

11. 11
SIAM Issues
 Governance
 Audit rights & transparency
 Contractual alignment
 Cultural mismatch
 Collaboration & innovation
 Risk and reward
 Inherent discontinuities in the value network
 Transaction cost & friction
 Legacy processes
 Tooling

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Replicating the DNA

13. 13
 Domain insight
– Marketing & manufacturing are not just networks and hardware
– When a printer is not “just” a printer
 Shifting the focus to business outcomes
 New measurement regimes and dashboards
 Expanding the role of traditional service management
– The shift to governance
 Building processes that are scalable
– Across supplier and geographies
 Freeing the in house team to focus on strategic initiatives
Our Experience as SIAM - Fastest Growing Auto Manufacturer, UK
TCS Replicates Company’s DNA Key Issues
• Too many governance forums and
meetings
• Lack of collaboration across suppliers
(80+)
• Lack of trust between suppliers
• Different suppliers providing different
reporting format & with different
capabilities
• Levels of information and governance
required varied as the contract matured
TCS SI commitment – A car rolls out every 70 seconds
Contributed to 16% total cost saving
Enabled faster deployment of ITSM processes in new geographies
Revenue grew from 2.7Bn GBP per quarter to 7.3Bn

14. 14
Back to the Future
 SIAM the default model for large deals
 Common industry model
 Convergence with DevOps
 Explicit tool support
 Outcome based targets and reward models
 Contingent contracts
 Alignment of commercial and technical risk

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How did we do
 SIAM the default model for large deals
 Common industry model
 Convergence with DevOps
 Explicit tool support
 Outcome based targets and reward models
 Contingent contracts
 Alignment of commercial and technical risk

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SIAM Evolution – Vision for Future (1/2)
Digital
Adoption
• Service Desk automation
• Anytime-anywhere Digital service catalogue
• Automated resource provisioning to empower users
• Automated service brokering for plug and play commodity
services
• Well defined digital strategy and adoption roadmap
• In depth impact assessment, transition planning and
governance
• Effective organization change management
Cloud
• Increasing number of cloud services
• Complex hybrid model posing challenge on service costing
• Seamless vendor switching capability
• Security obligations and legal compliance
• Supplier selection based on fitment, ease of integration,
value delivery etc.
• Cloud brokering - aggregation, integration and
orchestration
• Transparent billing, accounting and chargeback
Bi-Modal IT
• Pressure on IT to emulate startups
• Push for innovation and faster time to market
• Dual flavor IT organization to meet the contradictory
objectives of stability vs. agility
• Operating model design
• Service portfolio distinguishing system of record,
differentiation, innovation
• Service design and transition policies/procedures
• Strong OCM, governance and KM
Trends Key Impacts SIAM Infusions

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SIAM Evolution – Vision for Future (2/2)
DevOps
• Rapid Service delivery through smaller and frequent
releases
• Continuous deployment and delivery
• Necessitates closer collaboration among stakeholders
• SIAM Collaborates with business, development, operations
and testing to resolve impediments
• Common and integrated tools across value chain
• Tool enabled change and release management
Shadow IT
• Adds hidden costs
• Inconsistent business logic used in various versions of
similar software
• Higher risk of data loss or leak
• Barrier to enhancement
• Collaborative development and enforcement of policies in
line with business requirements and technology trends
• Automation of service request, provisioning, discovery,
audit etc.
Business
Service
Integration
• Increased options for business service sourcing
• Challenges in integrating end to end business services
managed by multiple service providers (including
commodity)
• Broker- Integrate- Orchestrate model
• Integrate domain expertise, business and IT know how to
deliver business outcomes
• Scalable supplier management
Trends Key Impacts SIAM Infusions

18. 18
Enabling Agility
SIAM co-ordinated with architectural refresh and DevOps
Choose partners for their cultural fit
Abandon outdated metrics, processes and contracts
Up-skill internal teams
Cross partner and platform tooling and analytics

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Thank You