Managing Multiple Vendors In A Single Support Model
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.
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.
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
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.
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.
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).
Redesigning The IT Department to Deliver Value
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.
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 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.
Copyright ITSMValue All Rights Reserved © 2017 ITSM Value™ is a trademark, All online training courses are provided by ITSM Zone an accredited training organisation. ITIL® and PRINCE2® are registered trade marks of AXELOS Ltd, used under permission of AXELOS Limited. All rights reserved. OBASHI® is a registered trademark in the United Kingdom and other countries COBIT® is a trademark of ISACA® registered in the United States and other countries. The International Organization for Standardization (ISO) is a non-governmental organization which is a network of the national standards institutes of 156 countries. ISO is the owner of the ISO/IEC 20000 standard. RESILIA™ is a trade mark of AXELOS Ltd, used under permission of AXELOS Limited. All rights reserved. BRMP® is a Registered Trade Mark of Business Relationship Management Institute. DevOps Foundation® is a registered trade mark of the DevOps Institute. Courses are delivered in affiliation with ITSM Zone. 2017
Copyright © ITSMValue