Global Support Organization: Training Presentation

A training presentation for the presentation and communications skills training. The assignment was to prepare a high level strategy to build a global support organization in a global company.

Transcript

1. Global Support Organization Ondřej Krajíček
2. 50 bln. USD
3. A study by InformationWeek, http://www.informationweek.com/782/productivity.htm
4. Productivity • Why do they buy? • Increase in Productivity is one of the big WHYs • Focus on delivering productivity increases to the customer
5. My goal is to give you clear vision for our new Global Support Organization. • To show what customers except from us, • What we need to give them • And How to Achieve IT Let’s Walk the Path
6. Our Services • Maintenance of Customer Systems • Part of Complex Supply Chain • Risks vs. Door Opener • Different systems from different vendors • Decentralized • Different goals, policies and tactics • Our Support Centers are cost-bound not profit-bound • in the world where people make money on services
7. Goals and Objectives • Introduce the same operational standard worldwide • Move from participation to total outsourcing of the entire IT Supply Chain • Increase value of our services by introducing single Global Support • Implement Follow-The-Sun Operation to deliver 24x7 Response
8. Operational Standards • SLA Catalogue (single global set of SLAs) • SLAs which are local-bound shall be part of the catalogue • Single set of Operational Policies (OPLs) • Provide local contact points • Global Escalation Paths
9. Service Level Agreements • Service Level Agreement defines only WHEN, not WHAT, not HOW, not WHY • We need single methodology for • designing response to incidents and problems • Delivering recovery solutions • Maintaining our knowledge
10. Measuring Performance • Global Standards for performance evaluation • Customers buy productivity increase • Productivity decreases with reliability of IT • Key Performance Indicators • SLA Grade of Service • Profitability • Reliability (Annual Breakdown Time in %)
11. GSO IMPLEMENTATION
12. GSO Areas GSO North America GSO South America GSO Africa GSO EME GSO A&P
13. Functional Teams • Quality Management Team • Global KPI Measurement and Reporting in Areas • Quality Management and Quality Assurance Practices • Reporting to Quality Manager • Risk Management Team • Area-based Risk Managers reporting to Global Risk Manager
14. Functional Teams • Process Management Team • Implements processes and changes in Areas, reports to Global Process Manager • Executive Team • Area Managers reporting to GSO Executive Manager
15. Implementation Team • Customer Support Executive Manager • Responsible for creating and managing GSO. • Quality Manager • Responsible for quality assurance and management • Process Manager • Responsible for global support methodology and processes • Risk Manager • Responsible for identifying and monitoring risks during implementation of GSO and its operation • Area Managers • Responsible for managing support regions • Owners of KPIs
16. GSO Management Team Implementation Team becomes GSO Management Team after successful implementation
17. Single Organizational Standard Divided into levels and areas of expertise
18. Single Operational Standard • Process Manager in cooperation with Area Managers • Basic Operational Package (short term) and 2 year operational strategy • To have a sound starting process portfolio • Selection of ITIL Processes • To achieve process excellence in two years • ITIL, ISO 20000, ISO 9001, ISO 14000
19. Internal Audit • Internal Audit Policy • Focus on Performance, Quality of Responses, Customer Satisfaction, Processes and Profitability • Bi-annual audit in all areas • Managed by Quality Manager • The goal is to achieve external auditability in two years by Big4
20. Fire Drills • Introduce „Fire Drills“ in our operation • Agreed „Fake“ incidents reported by real customers • Driven from the GSO Excecutive Team • In cooperation with us • The goal of the fire drill is to give us opportunity to observe our responses • Managed by Global Risk Manager
21. Milestones • M0: Executive GSO Manager Candidate and Quality Manager
 Candidate peformed initial audit • M1: Designated Implementation Team and
 Area Managers • Initial Risk Analysis • M2: Implemented Single Organizational
 Structure • Basic Operational Processes Package Created • Quality Management Policies Created • M3: Framework for Basic Operational
 Processes implemented • Communication Paths • Escalation Paths • M4: Staffing and Training Completed • Existing staff reorganized into new teams • M5: GSO Operation Start
22. M3 (Basic Operational Processes) NOW M0 (Internal Audit) M1 (Implementation Team) M2 (Single Org. Structure) M4 (Staffing and Training) 1 mth
23. Summary • What our customers buy and why? • What shall we deliver and how. • When we will deliver it.