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Service Delivery Management: Delivering value to the business. Lucia Eversley Global Business Management June 22nd, 2010. 1. 1. Running as a Business Model. 2. WHO, WHAT, HOW. Agenda. 3. Closing Comments. 2. Approach.
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Service Delivery Management: Delivering value to the business Lucia Eversley Global Business Management June 22nd, 2010 1
1 Running as a Business Model 2 WHO, WHAT, HOW Agenda 3 Closing Comments 2
Approach • Within the framework of a internal service organization running as its own company. • Emphasize that to provide value, the WHO must be the center of focus • Demonstrate that providing value means continuously changing the game via improvements
Service Management Users Service Operations Delivery PE PC LPA LA Innovation Discover Design Qualify Ready Launch Win in Market Create Distribute Improve Remove Clients Priorities Running as a Business Framework
Benchmarking • Scorecards & Measurement • Innovation • Issues & Opportunities • Develop a Learning Plan • Leading & Participating in a SWOT • analysis • Segmentation • Strategic Market Definition • Conducting User & Client Research • Sensing • Service Strategy & Planning • Portfolio Management • Initiative Approval & Sponsorship • Service P&L Responsibility • Communications & Training • Operational Oversight • Participation in SIMPL gate reviews • Service Architecture Definition • Benefit Articulation • Value Proposition • Defining Service Equity Brand Building Framework
Example: WHO • Executives • Lead Teams • Functional Teams • Casual Reader
Featured Video Brand Equity Pyramid Example: The WHAT: Decision Cockpit Equity: The one stop shop ……to enable better and faster decisions Benefit: Easy access to information in one place. Value: Better, faster decisions
The Benefits you Get To the client/ User First Moment of Truth (FMOT) Second Moment of Truth (SMOT) Satisfaction To the Company VALUE Market Share ADOPTION What: Key Performance Indicators Technical Benefit+ Emotional Link = Costs 8
HOW: Value Driven Master Plan • Understand business goals and priority issues • Define service solution that achieves business goals and addresses issues • Identify what needs to be true in order to succeed. • Define how success would be measured • Organize initiative into a timeline that considers other activities that may happening concurrently • Obtain alignment to the plan • Execute, monitor, and take action
HOW: Create a plan to generate more value! The challenge for any service manager is to increase value and fight against commoditization of the service • 1) Introduce a new service and drive distribution until you have maximized adoption in your defined market. • Upgrade the service (everyone will benefit). • 3) Introduce a new service that reapplies your solution to a different segment.
The HOW: Include your WHO in the process PE PC LPA LA Discover Design Qualify Ready Launch Questions Phases The “Proof” Decision Criteria Gate Reviews
HOW: Gaining WHO Advocacy Objective Develop interest in the solution in a compelling way Drive trial in a way the audience understands and experience the value proposition. (FMOT) Win in the SMOT. End user and Client recommends the product.
Closing Comments • Be WHO centric. • Plan and deliver value in consumable bites based on market (who) readiness • Acquire experienced team and include your WHO in delivering a quality product and service • Communicate to enable, energize and recruit leading to WHO advocacy • Continue to change the game, track against the promise and take action as needed.
