Managing Multiple Vendors In A Single Support Model

The Challenge

Betfair had developed great relationships with numerous various sized vendors, from small companies to Global SI's which gave a unique set of challenges:  - procurement rules had changed to reduce vendor risk
- he cost of managing so many partners was escalating
- incident management was far too complex.

Our Engagement

We evaluated 13 vendors in CX and AV. which quickly surfaced three types of relationships.

1. small businesses, who offered a niche service and were highly valued, but overstretched.
2. Vendors and resellers who were focussed on their product, and provided biased support.
3. Two Globals SI's who were competing for business and at times confusing the Service Delivery Staff.

We recommended a Service Integration and Management structure (SIAM), with one of the SI's as lead (managed by a tender process).  This ensured Betfair had a single point of Service ownership.

The Results

  • Overall external support cost reduced

  • Betfair staff have more time, as now have 1 Service meeting not 13, allowing them to focus on their customer needs, rather than complex incident and vednor management

  • Small partners are happier as they are able to spend more time on innovation and support, rather than account management.

Presented by one of our senior consultants Damian Bowen, at SITS, SDI and MX17, this case study details the 9 steps used to take a clients service desk, from average, to managing the service delivery needs of 7 different businesses with 50 external customer companies, supporting 15 technologies and 45,000 end users -  and achieved SDI's coveted 4 star accreditation and Service Desk of The Year 2015

Click here for the NTT DATA case study

Helping Service Delivery Prepare for Business Growth

The Challenge

Skanksa have a very efficient and well functioning Service Delivery Team (if a little stretched - but aren't we all) however the Head of IT was unsure if they were ready for the next round of business growth.

Our Engagement

We worked with Skanksa over two months to understand the planned business changes and how the distributed workforce needed to be supported by IT Service Delivery.

To respond to the challenge of supporting a distributed workforce, we recommended a number of improvements, including;

Local/mobile data centres to reduce costs when relocating temporary teams, whilst maintaining IT performance.

Field time for the Service Delivery Team to appreciate the challenges of working in a noisy construction enviroment.

Digital channels for mobile  communication when on site.

The Results

  • It was clear the team is a very well functioning team and we felt they should be rewarded for this, we recommended applying for SDI certification and a Service Desk Award (both are in progress).

  • The team are now far more able to support growth and new contracts and have an acute awareness of their customers particular working environment and challenges making them feel a more integrated part of this construction company.

NTT DATA Case Study

Redesigning The IT Department to Deliver Value

The Challenge

Weetabix IT had come off the back of two years of project delivery to transform it's logistics capabilities, although achieving astounding results in project delivery, the day-to-day service delivery and the departments reputation was suffering which clouded the successes the team had delivered.

Our Engagement

We worked with Weetabix over a week to map its capabilities against the ITSMValue Model™, from this we redesigned the IT team and its structure to be business aligned and developed a three month plan with 42 actions to keep delivering change and improvements to be more business focussed.

The Results

  • The team were immediately energised by the plans having been drained from a two year project.

  • They bought into a design they could best apply their skills to, which meant they felt valued.

  • The business were given clear and simple ways to engage with the team face to face and this immediately improved perception of the team.

  • Business Relationship Managers were assigned to the key Business Departments to enable IT be be more integrated.

  • Customer feedback has improved significantly.