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Evolved managed services

Evolved managed services. Bradley Mead VP and Head of Network Managed Services. CUSTOMER experience. Linked to your brand and customer promise. Drives the culture and decision-making in the organizations. Underpinned by best-in-class tools.

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Evolved managed services

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  1. Evolved managed services Bradley Mead VP and Head of Network Managed Services

  2. CUSTOMERexperience

  3. Linked to your brand and customer promise Drives the culture and decision-making in the organizations Underpinned by best-in-class tools Defining the specific experiences you want for your customers Adapted, changed and evolved over time

  4. CustomerExperienceMeasures End User Perception Primary measure focus Competence Shift End-to-End Services Service Measures Network SLA’s Technology - The Foundation Network Availability Changing the way we think, act and measure

  5. 3UK Customer–Facing Services Business-Facing Services Service A Service B Service C Service D ICT Applications Service Tower ICT Infrastructure Service Tower Transport & IP Service Tower RAN Service Tower Core Service Tower Component Component Component Component Component Component Component Component Component Component Component Component Component Component Component Component Component

  6. 3UK

  7. End user service quality assurance

  8. Managed service experience

  9. Business innovation Joint Strategic Framework Value Assurance Managed service experience

  10. JOINT STRATEGIC FRAMEWORK

  11. Competetive environment End-customer needs Stakeholder needs Your business drivers Strategic initiatives Balanced scorecard Shared vision / purpose Cultural alignment Joint Strategic Framework Executive Leadership Shared Understanding Aligned Strategic Choices

  12. Unlocks potential and drives innovation Joint context and alignment fosters proactivity Ongoing review and evolution of the Strategic Framework

  13. Component/Deliverables/Current Status Objective Strategic Example (3 uk) Improved alignment and robustness between Business Demand, Technical Roadmap and Forward Workload Forecasting Substantiated man day quotes Roadmap forward plan Resource allocation model Key Stakeholder interviews Improve internal customer satisfaction Customer Survey & Targeted improvement plans Understand cultures Sharing of organisational cultures/values Deliver Global Solutions UK based to Global solutions; minimum of 2 Improve Communication Communication Plan – 2 way Finalise key commercials Capex model in place CMMI Accreditation for IT Dev and P&D Deliver Quality initiatives Joint 6 Sigma inter-working

  14. CustomerNet Customer Sat score Contract 39% to 42% - Prepay 50% to 53% Efficiency Drive Operational Effectiveness BusinessAchieve EBITDA & Revenue Targets Strategy Drive step change in EBITDA & Revenue Targets PeopleEmployee Engagement Score for CTO to increase from 43% to 48% Balanced scorecard example (3 uk) • Service Improvement Initiatives (Michelle/Malcolm) • Reporting Efficiencies (Steve/Mark) • Project Delivery Accuracy (Mark/Steve) • Process efficiencies (Mark/Steve/Malcolm) • Godiva Business Planning (Dave W/Michelle/Denis/Glynn) • Project risk assessment and communication (Denis/Michelle/Mark/Steve) • SLA management (Menaka/Tony) • Operational Stability and Continuous Improvement of Network (Michelle/Denis) • Managed Service - Customer Satisfaction (Menaka/Tony) • Joint benefit initiatives to reduce Opex (Menaka/Tony/Phil S) • Godiva Project Delivery (Mark/Steve) • Roadmap delivery (to time, budget & quality (Mark/Steve) • Project Delivery & Financial alignment (Opex & Capex) (Mark/Steve) • Joint Strategy Development (Phil S/Dave W/Andy/DJ) • End-of-Life Strategy (DJ/Dave W/Andy) • Re-sourcing Strategy (Steve/Mark) • Data Centre Transfer (Menaka/Tony) • 3rd Party Vendor negotiations & strat. (Menaka/Phil S/Tony) • Joint Innovation Framework (Phil/Menaka/Malcolm/Tony)) • Reward and Recognition (Tony/Menaka) • Communication Strategy (Menaka/Tony) • Team Building (Graham/Bradley) • Recruitment - opening up job positions between ESL/3UK (Menaka/Tony) • Drive E2E Ownership (Steve/Mark)

  15. VALUE ASSURANCE

  16. Value Actual value Perceived value Time

  17. Value Perceived value Actual value Time

  18. Advanced Track expected savings Track transformation Track SLA’s and metrics Basic Track additional value / innovation Define & track strategic initiatives Measure additional efficiencies / TTM Cost avoidance and proactive business risk mitigation Specific service improvement initiatives (SII) Corporate social responsibility

  19. Business Innovation

  20. How we innovate together Leadership on both sides – with resource commitment = Innovation champions

  21. How we innovate together Understand your business drivers and choose 1 or 2 business projects.

  22. How we innovate together Run Innovation programme across both organisations.

  23. How we innovate together Flexible gain share model or risk and reward model.

  24. Innovation process Idea is good and requires funding Employee submits idea for peer review Employee generates idea and documents Innovation forum review Structured process as an enabler. IDEA GO! Ideaboxes + = Run innovation themes directly linked to your business objectives/issues. Iterative questions and clarifications Idea to be reviewed by Box Manager Innovation forum allocates funds and resource + Reward the ideas and the results. If NO additional resources required & it’s a good idea = execute locally Idea go!

  25. partnership framework Governance Business innovation Value Assurance Joint Strategic Framework

  26. partnership Framework Executive Board Value Assurance, Innovation board, Strategic Framework 1 2 Innovation Drivers Steering committee 3 Operations committees Ideas generation Functional teams

  27. TOOLS

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