Case Study:
A globally operating company that produces food-producing technologies just selected a new service management solution. The company had been through several mergers and acquisitions so the service was sold and delivered differently in each country and each division.
Benefits:
Our customer mentioned that the project helped them take a huge step towards achieving their company strategic goal of providing their clients with a consistent customer experience. At the same time, it helped them to work together better as a company.
In summary:
1. The decision to use the Service Transformation Centre practices as a starting point helped to eliminate internal politics and delays as all stakeholders saw the value in using these proven practices to improve service performance quickly, to match best in class, and reduce the risks associated with a complex transformation.
2. Once the alignment was achieved, the use of the Design and Build Centre as part of the Service Transformation Centre in the redesign of processes, definition of service management practices, roles and KPI descriptions, resulted in well-thought out process maps which were created in a just 8 weeks.
3. Their people realised that delivering service is not different in other regions or in their case industries. People must go through the same steps and practices to ensure a fast response and the best resolution for the customer. This insight made them work better together as a company.
4. Due to using the method of the Service Transformation towards designing and documenting sales and delivery models, the company can now easily further develop and improve their business or replace existing processes with more advanced processes.
The Current Situation:
A globally operating company that produces food-producing technologies just selected a new service management solution. The company had been through several mergers and acquisitions, so the service was sold and delivered differently in each country and each division.
The challenge
This company had the challenge of keeping up with high customer demands and offering a consistent customer experience while also improving profitability. Simultaneously, the variations of technology, equipment and platforms increased, thus making it harder to cross utilise knowledge and resources across industries. This added complexity made it harder to meet customer expectations, as well as the company’s profitability targets.
The company decided to implement a new global Service IT Platform to support service sales and delivery activities. Before implementing the platform, they wanted to design efficient and standardised processes and principles on a global level. As this design proved to be a challenge due to internal politics and a lack of access to best practices, the company turned to Noventum for help.
The Strategy
Noventum first compared the company’s existing processes to current best practices which are part of the Service Transformation Centre, to assess the present situation. Through a series of workshops, gaps were identified and prioritised, resulting in a redesign of the processes. Following this, the company worked together with Noventum on developing service management practices and defining roles and KPI descriptions. All this knowledge was used by the Service IT solution build team who embedded it into the platform.
Many of the identified gaps were non-IT related and pertained to missing human activities and practices. To ensure that what was designed would also be applied in practice, Noventum delivered online role-based training to all employees so they would understand how to behave and act according to the new model, what the benefits were and how to work with the new Service IT solution. The purpose of this training was to make sure that cross company engagement and alignment were achieved in order to avoid people continuing to work in their old way, particularly when the new application would not be configured to support old behaviour.
Benefits
Our customer mentioned that the project helped them take a huge step towards achieving their company strategic goal of providing their clients with a consistent customer experience. At the same time, it helped them to work together better as a company.
In summary:
1. The decision to use the Service Transformation Centre practices as a starting point helped to eliminate internal politics and delays, as all stakeholders saw the value in using these proven practices to improve service performance quickly, to match their design with best in class companies, and to reduce the risks associated with a complex transformation.
2. Once the alignment was achieved, the use of the Design and Build Centre as part of the Service Transformation Centre in the redesign of processes, definition of service management practices, roles and KPI descriptions, resulted in well-thought out process maps which were created in a just 8 weeks.
3. Their people realised that delivering service is not different in other regions or in their case industries. People must go through the same steps and practices to ensure a fast response and the best resolution for the customer. This insight made them work better together as a company.
4. Due to using the method of the Service Transformation towards designing and documenting sales and delivery models, the company can now easily further develop and improve their business or replace existing processes with more advanced processes.
Find out how your company can accelerate by making use of the Digital Service Transformation Centre (STC) to build a low cost, but high value service delivery model? Try it out yourself Find the steps enabled by methodologies, tools and coaching available through our Digital Service Transformation Centre