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Establishing value in the in-house service model

Establishing value in the in-house service model. James Grealis, Senior Director Operations, Shared Engineering Services, Symantec Corp, CA. Oct 12 th 2011. Some background. Internal Group, formed in 1992 Grown with the company Offering localization services across all regions

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Establishing value in the in-house service model

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  1. Establishing value in the in-house service model James Grealis, • Senior Director Operations, Shared Engineering Services, Symantec Corp, CA. Oct 12th 2011

  2. Some background • Internal Group, formed in 1992 • Grown with the company • Offering localization services across all regions • Other services that came along in Corp organizational changes & thru M&A’s • Have our own budget • We rely on a Vendor base for translations and some level of engineering & QA services • Both FTE and Contract staff • Heavily invested in Automation • Centralized Management 2

  3. 2008 Industry Landscape : • External Pressures • Trend towards outsourcing non-core services • Growing skills in the Vendor community • Demand for more throughput • Changing technology & financial landscape • Internal Pressures • Growth of regional requirements • Are we doing the right job? • Can we keep up with demands? • What is our real value proposition? 3

  4. Facing the reality • An internal service provider, grown over the years thru add-on’s and M&A’s • Did a good job, but had little or no brand value • Engaging at various levels, across different Business Units • No brand recognition [or wrong brand message] • Little effort to make a lasting marketing impression • Little feeling of a united staff across our groups • Offer a set of disparate services • Seen for its parts, [some parts were invisible] 4

  5. Sources of Reference 5

  6. Leadership positioning Price Wal-Mart Ryan Air ALDI Apple Dyson Southwest Customer Product

  7. Leadership positioning Driven from the Top with right level of commitment. Correct integration of Strategy, Operations and Culture. Southwest

  8. Successful Execution Who are our Customers? How are we engaging with them? Do they know who we are? STRATEGY In which areas do we need to excel? How can we leverage feedback? How can we leverage technology? What organizational changes are needed? OPERATIONS What training is required? How do we unite staff to the vision? What branding is required? How do we gather & use feedback? CULTURE

  9. Customer Engagement Leadership

  10. Customer-intimate questions • “… Are decentralised, client driven and change orientated” • How do we stack up in this analysis? • “Today, many firms are concentrating on their core business and want partners to take on the secondary processes, to outsource and deliver results and to increase their flexibility” • How do we use this to our advantage?

  11. Minimize the boundaries • “ It’s hard if not impossible for an observer to tell where one company begins and the other leaves off” • Sounds like a role for an Account manager? • There is an advantage of being an outsider to the teams that we support. • Our current structure is not aligned with our customers.

  12. Taking on responsibility • “Customer-intimate companies will take on responsibility for achieving results for the customer and will often put themselves at risk to further their customer’s success, take on full responsibility and deliver a guaranteed result.” • We deliver our projects, but we don’t necessarily move the customer’s business forward. • Re-phrase our mission statement. “Our customers see us as being critical to their success”.

  13. Key Questions • How can we help improve our customer’s business? • Where can we take risks for the Corp? • What new services can we consider? • How can we get past the obvious? • How low in the Corp are we aiming our messages?

  14. How we executed • Had Senior team buy-in & complete support • Re-organized our regional groups and created solution-based roles • How can our teams can help regional revenue? • Kicked off an “identity” project • Built up a tool box of branded messages and decks that marketed us in our new position • Set up a Business Partner Group, co-located with major customer groups 14

  15. Our key relationships We had multiple sets of potential customers, some we were working with and some we were not. 15

  16. Timeline 2009 2010 2011 More re-orgs for groups missed in 1st round Team branding Re-organizing teams Revise budgets Review purpose and value of our teams Customize the products Customer forums Help close revenue deals Staff Relocations Change management Value new skills & training Identifying new roles and org-charts Regional Certification Ask hard questions 16

  17. Group Identity • Need to think like a marketing group • What is our team known for? • Is the view fragmented? • Create presentations and customer pitches • Run workshops • Socialize a consistent message across the company • Empower our teams to run with this 17

  18. Business Partners • Set-up in Spring of 2010 • Took time to clarify the role • Localization Representative? • Go to person? • One per each major Business Unit • New job sites and new roles • Participation with BU plans and meetings • Seeing our group from the BU perspective • Potential new career paths were open 18

  19. Extended roles for Regional Teams • Need to re-examine the regional teams • What is the real value-added role? • How are we offering an essential services? • How well are we valued by the customer? • Defined a new and expanded role • Customization • Certification • Localization • Deal progression 19

  20. Gaps & Changes Even after we rolled our plan and changed our structures. We still find that there are new groups that we can still address. Our structures also need to progress from today. 20

  21. Challenges along the way • Change is not easy • Leave the old role, transition, cement the new role. • Some groups did not move at same time as others • Expect resistance, breaking groups out of silo’s • Job Clarity • New roles took time to clarify & align • Risk of over or under selling our services • Who gets to make the call on allocation of our resources? 21

  22. Where to next? • Job is not done yet • Our structure does not cover all the main organizations across the company • We can further leverage our position into areas like • Cross company certification experts • Rolling out Social CRM for the company • Build further revenue related activities • Extend reach into Corp level activities 22

  23. What we’ve learned • Use some framework to help define your vision. • Work to take on roles and responsibilities to move your team into the desired position • Allow time, it can take 24 months + • Don’t half commit! • More danger of under-delivering • Work on branding your team within the larger Corp • Treat it as a learning opportunity for all • Have fun along the way. 23

  24. Thanks & Questions James_Grealis@Symantec.com Senior Director Operations Shared Engineering Services Symantec Corp Mountain View, CA

  25. Sample of our reference Materials

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