Large enterprises, complexity, multiple suppliers, demanding customers, simplification, transformation, clarity, control, performance, cost service, new systems
Some real customer pain points ...
The service delivery is not working for us, what should we do
We have two distinct service management models, how do we integrate them
We are moving to a new supplier, what should we want
We need to quickly establish credibility with a demanding new customer can you help us
We are negotiating a contract, we need someone who understands service management & procurement
Our service delivery needs improvement, can you perform a maturity assessment and help us improve
Our customer is in intensive care, can you help in recovery
Our auditors have identified process shortcomings; can you help us resolve them
We are rolling out new technical solutions to our clients all the time, every day, we need them to be handed over to BAU support in an orderly manner please !
Our customers satisfaction needs to be improved, can we look at our processes
Consulting, Project Management, Business Analysis
8 Step Service Business Lifecycle
Dictated by the overall business philosophy, strategy & drivers, these are the high-level activities and the elements within them that need to be put in place to set up and run an effective & successful service delivery & support organisation.
0. Business Philosophy, strategy & drivers
Business case, business plan, overall strategy & model
Location, hiring, infrastructure, core systems & processes, telephony
Support platform, call logging, telephony, call routing, multi-channel support
Effective teams, appraisals, goal setting, compensation, incentives, rewards, rostering, career planning & growth, retention, succession planning, knowledge management, training & development, team dynamics & staff morale, energising, transforming & invigorating the team, internal comms
Segmentation, relationship, key accounts, customer communications, new customer onboarding, customer satisfaction benchmarking, measurement, improvement, proactive service, escalations, intensive care, reference customers, marketing communications, customer loyalty, user groups
Billing, renewals, retention, budgeting, forecasting, new business dev, new offerings, support & service programs, service & support models, contracts, grand-fathering & retiring old versions and superseded contracts, (multi)-vendor & alliance management
Reporting, KPIs, scorecards, capacity planning, escalations, critical situations, call flow models, service delivery, continual improvement, alliances, external providers, offshore providers, 3rd level support, organisational readiness for new products, versions & releases, 24 hr support
Customer satisfaction measurement, benchmarking & improvement, matrixed organisations, local vs global, ITIL, Lean, ISO20000, frameworks, standards
8. Mergers, Acquisition, Exit
Integration of operations on account of mergers & acquisitions, divestitures & spinoffs, exits
Improve your Customer Satisfaction.
Apply Lean Principles & Techniques to your IT Processes and bring the ITIL Framework, the ISO/IEC 20000 Standard & Continual Service Improvement together.
These courses are easily translated to meet your requirements particularly if you are providing services in sectors such as banking & finance, utilities, telecommunications, healthcare or government
Courses can be modified to suit your particular industry or requirements. Course 3 is best run as a workshop. Course durations indicative.
Many organisations well down the path of having “done” ITIL are still wondering why the benefits they sought are still not delivered.
ITIL provides a framework of processes and functions that need to be in place. These need to be applied pragmatically depending on the maturity of the organisation.
This series of courses will introduce you to the origins of Lean Thinking, introduce you to Lean Principles and Concepts, will go into Lean Techniques, will show you how to use them in real life, will outline the steps you and your organisation need to take to undertake the Lean Journey, and show you how to bring the ITIL Framework, the ISO 20000 Standard and Continual Service Improvement together – to improve your processes, to improve your customer satisfaction, and improve your staff engagement.
The course will provide you time to think about who your customers are, what are the touch points, identify problem areas and take away enough knowledge, tools & techniques to go back to your work place to start on your journey.
Course 1: Introduction to Lean
Duration 1 Day
Course 2: Hands-On Application of Lean Techniques to IT Service Management Processes
Duration 1 Day
Course 3: Leading & Implementing Lean to Improve Customer Satisfaction – Lean Techniques to bring together the ITIL Framework, ISO 20000 and Continual Service Improvement to Improve Customer Satisfaction
Duration 1 Day
Courses can be modified to suit your particular industry or requirements. Course 3 is best run as a workshop. Course durations are indicative.
Coach, guide & mentor to skilled new immigrants and a sought after mentor to teams at StartUp Weekends and the R9 Accelerator. Experienced on Not For Profit boards.
Globally and locally experienced professional with core competencies in IT Service Management covering strategy, design, transition, operations & improvement.
Successful outcomes at Ministry of Education, Vodafone, Telecom, Fronde, Gen-i, ANZ, Transpower, Racing Board, ACC and others.
Qualifications include ITIL & Consultant Level ISO20000 certification. Recently completed TOGAF Level 1 & 2; familiar with COBIT, Prince2 & PMBOK.
Previously responsible for running a business unit of USD32M with responsibility for the Asia Pacific Japan region for NASDAQ listed ERP vendor Baan in Sydney.
Used to communicating effectively up to C-level, pulling together and leading high performing teams, and delivering high quality business outcomes.
Published author, writer, reviewer of international service management publications, speaker at conferences, trainer, occasional blogger & tweeter.
Core strengths comprise business, IT operations & lean thinking; add project management, governance and enterprise architecture; garnish with security, mobility, and an understanding of social & digital channels.
A unique blend to assist in simplification and improve the way service is delivered.
MBA, ITIL, Certified ISO20000 Consultant, TOGAF, Member Institute of IT Professionals, Chartered IT Professional
Strategic Lean Service
A case study of how a global IT service delivery organisation used Lean to drive organisational transformation and achieve customer satisfaction
authors: Robert Oh & Sunit Prakash
In the Press
Selection of previously published articles and guest blogs including Institute of IT Professionals Techblog, NZ Institute of Director's BoardRoom, ComputerWorld, Reseller News & the Dominion IT Weekly
Development of New International Education Strategy - inputs to EducationNZ
“We are setting out to challenge and be challenged – we encourage all interested parties to be involved in strategy development.” - 9 Recommendations; October 2016
7 Lessons in Customer Engagement from Australasia's Most Profitable Airline
Guest Blog: Astute Solutions, July 2014
Social media and brands: for big companies this can often cause panic, fear, and stress because they worry about a negative post going viral, or having no social customer strategy at all. We’ve posted about the negative effects of social media too, but how about turning it on its head and focussing on positive customer engagement instead?
Reaping India's Demographic Dividend
Guestblog, Institute of IT Professionals Techblog, Dec 2011
Laurence Millar kicked off a whole chain of thoughts when I attended his NZCS session "Agenda for the Digital Economy". He inspired me to write this article, about Indian students coming to study in New Zealand, Indian organisations servicing New Zealand, New Zealand organisations exploring India - and the challenges and opportunities this presents to New Zealand.
Opinion: Toyota's 'lean' model tackles IT complexity
ComputerWorld, October 2007
Many IT companies have learnt that to succeed in business you can not save your way to success - you need to add value to prosper and grow
Role of the Indian Diaspora in Building Bridges between New Zealand and India
The Independent, Aug 2008
India may well prove to be a more accessible and rewarding market than China for New Zealand's export driven businesses.
Free Trade Agreement with India; opportunities for New Zealand companies
NZ Institute of Director's BoardRoom Magazine, July 2008
Can the lessons from New Zealand's FTA with China be applied to India ?
Value Proposition of Support – Supporting the solutions Sales People Sell
Guest Editorial in the New Zealand Reseller News, October 2007
The business model of Nasdaq listed ERP vendors, and the business of support.
PatelNet: The future of IT enabled corner dairies – Corner diary options with PatelNet;
Guest article on e-enabling and connecting corner dairies with a common infrastructure and network; The Dominion IT Weekly; October 1994
My own Corporate Social Responsibility initiative: Coaching, Guiding & Mentoring New Skilled Immigrants
Someone gave me a leg up when I first arrived in New Zealand, many were kind and generous to a fault.
Now in a position to pay if forward, I find myself coaching, guiding & mentoring skilled new immigrants to New Zealand - with very "deep-down-inside" satisfying results.
Currently documenting their stories and successes as case studies; and finding & connecting with like-minded people and organisations.
4WD & Travel
As a family we decided to pull our son out of school for a term and see some of Australia before we headed home to Wellington.
The result was an epic 80 day, 21,000 km 4WD trip through the centre of Australia from Sydney to Broome, and then back again the long way.
We have seen more of Australia than most Australians and are so much the richer for it.
Here is a link to a clip if you are interested !
I believe people like myself who are local in Australia, New Zealand & India have a role to play in building bridges between the countries... I play my small part by informally guiding businesses interested in these markets.