Netforte Company Presentation
- 1. Delivering Customer Aligned Service Excellence Delivering Customer Excellence in: • Business & Operational Services • IT Services • Thought Leadership & Training Company Presentation April 2014 1
- 2. Content • Vision • History • Strategy • Differentiators • Services • Social Agenda • Future • Testimonials 2
- 3. Vision We inspire individuals and organisations to work more effectively and efficiently, whilst solving some of the more pressing problems for the organisation. As a leading supplier of business, operational and IT change services we aspire to offer exceptional service levels that are consistently above those of our competitors. We believe that the customer agenda should drive everything we do and are conscious of our need to offer next practice solutions as well as the currently accepted “best in class”. 3 Paul Singh, CEO Netforte
- 4. History We have training and consulting clients in 45 countries. We have delivered more than 300 million GBP in change benefit for our customers. Founded in 2006, specialists in Operational Excellence, Customer Centricity, international IT services and outsourcing, with over 130 staff around the world and an annual turnover of over 15 Million GBP. Possessing comprehensive, unique & highly sought after capabilities has established us as a major player 4
- 5. 5 0 € 2,000,000 € 4,000,000 € 6,000,000 € 8,000,000 € 10,000,000 € 12,000,000 € 14,000,000 € 16,000,000 € 2011 2012 2013 2014 Revenue and Customers (Euro) History
- 6. Traditional Market Leaders 2014 Change Focus Symptom, defect, pain Move to “cheaper, faster, better” Point of Failure, Cause of Work Successful Customer Outcome Processes Complex and output aligned Appropriately Simple Every process aligned to customer outcome Measures of Success Internal and related to problem Corporate and Outcome Success Measures Customer specific KPIs Customer/process/employee KPIs aligned Change Methods Slow, complex, reductionist focus Foster resistance Rapid, domain of all, inclusive People Controlled Core competency focussed Empowered & Motivated Customer Outcome focus Structure Hierarchy/ Functional “Command & control” Team Influence over power Systems Prescriptive Feature/function/technology driven Adaptive Process & Outcome driven Measurement Activities Outcomes Role of Customer End of chain Segmented, Outside Organisation Inclusive i.e. domain of all Individual, Outcome Focus Preparing for the Future Extrapolating the past Extending the Customer Experience Innovation Domain of the “gifted” few “Hit and Miss” and often no focus Expanding the Customer Experience Potentially the domain of all 6
- 7. Training: • Lean Six Sigma for service • Advanced BPM methods • Customer Expectation Management Thought Leadership Research Centre into next practice approaches Developing new advanced BPM, customer centricity & innovation methods White papers, articles and blogs Conferences, seminars and webinars Training and Thought Leadership Driving operational excellence and continuos improvement initiatives Developing customer strategies and driving through to operational and process change Customer experience management BPM and Lean Six Sigma deployments Project and programme management Business and Operational Services Managed Services Integrated functions Integrated managed functions Outsourcing Kaizen Services Kaizen evaluation & grading system Kaizen office Efficiency Services Efficiency base scorecard IT efficiency office Rapid efficiency assessment IT Services 7
- 8. Strategy Key Factors and Elements Characteristics of Service Excellence Customer Outcome Focus Move every project and process closer to the customer in terms of desired outcome and experience associated with that outcome. An outcome based approach will always supersede simply “solving the problem” Next Practice Deliverables “Core” projects and processes should always consider the implications of Next Practice as part of planning for “tomorrow”. Best in Class is easily copied and should represent only the start point Shared Risk & Reward Introduce the concept of shared risk /reward in structuring commercial propositions. Shared project KPI’s to better fosters the 1 team approach. Move away from activity based (charge by the day) deliverables Best in Market Expertise Specialist expertise selected, delivering the best possible outcome, not what is just available “on the bench” Resource Independence Creation of transparent delivery and information framework rather than rely on individual stakeholder or resource skills. Person reliance threatens resilience and is a significant risk to both partner and customer as there is a risk of de-stabilisation long term. Alignment to Vodafone Way Trust, mutual respect and integrity aligned to the Vodafone way is key to team morale and productivity. Project outcomes are threatened without these supporting core people skills. Consistent Projectisation of Assignment Clearer structures and communication with the appropriate level of supporting detail will help sponsors, stakeholders and partner resources to work in the most effective manner. Critical to trust. Transparency and Structure Project Documentation follows a clear structure and format , that stakeholders can quickly navigate and understand. A document repository should be an agile tool to help stakeholder and customer, not a “sitting place” for paper and data. 8
- 9. Shared Risk & Reward Best in Market Expertise Resource Independence Alignment to Vodafone Way Next Practice Deliverables Consistent Projectisation Transparency & Structure Partners and Customer need to be much more closely aligned Differentiators The problems in today’s corporate world cannot be solved by adopting traditional Service Delivery approaches The scale of opportunity is massive!! Most companies, even those that have been optimised many times are sitting on 25% to 50% redundant cost base & missed revenue opportunities!! 9
- 10. Motivation & Empowerment Removing the barriers Customer to Employee Success Measures Rapid & Agile Approaches to Process Change & Deployment Successful Customer Outcomes and Experience driving every process Aligning to the New Paradigm STRUCTURED ROLL OUT Priority Defined by Customer and Company Outcome Adaptive VoC and VoE at every step EMPOWERMENT, MOTIVATION, CAPABILITY Lean Six Sigma for Service Operation Diagnostics PROOF OF CONCEPT & RISK MITIGATION Rapid Training Proof on selected processes • Enables proactive outcomes, not reactive symptom fixing • Drives customer centricity strategy • Aligns directly to the Vodafone way • Gives ability to scale globally , whilst mitigating risks • Extends employee capability and innovation • Focused on “Right First Time” 1 0
- 11. Social Agenda 11 Economic •Business Excellence •Risk Management & Mitigation •Customer Outcome & Satisfaction •Governance & Compliance Social •Training & Development •Integration •Empowerment •Motivation •Health & Safety •Rewarding work environment Environmental •Support clients with their environmental targets •Environmental conscious behaviour •Reducing unnecessary consumption Economic Social Environmental
- 12. Future Perspective 1. Further invest in building a lean operating organisation to maximise value to customers 2. Invest in social initiatives for the betterment of the larger community 3. Contribute to seminars and conferences with thought leadership ideas 4. Build internal expertise in new generation ideas INTERNAL PERSPECTIVE 1. Close collaboration with customers to obtain best resources required for required project roles 2. Continued focus on selecting best in market rather than what is available on the bench 3. Cross training most important resources in new initiatives 4. Reward key contributors well to ensure long term loyalty to company PEOPLE 1. Product and Software acquisition 2. New innovation approaches 3. Gradually increase scope of new services in line with customer appetite 4. Review extending the Netforte brand to take advantage of new opportunities in other markets NEW INITIATIVES Future 12 1. Build service portfolio in line with customers most significant problems/opportunities 2. Invest further in thought leadership around next practice approaches 3. Build Proof of concept initiatives to test new propositions with rapid deployment model 4. Invest in partnerships so we can serve customers well even if outside core competency 5. Build thought leadership communications channels ie blogs, articles and papers relating to experiences, new initiatives in market CUSTOMER PERSPECTIVE
- 13. Creating Service Excellence Netforte helping you create a Service Excellence Partnership, delivering customer outcomes that consistently satisfy or exceed expectations. A Service Delivery Framework that is transparent, repeatable, easy to follow and resource independent. This focus will help you solve the 3 biggest challenges facing organisations today: • Customer Satisfaction • Stakeholder/Employee Engagement & Commitment • The consistent delivery of exceptional results 13
Editor's Notes
- #10: The business environment has changed and there are five levels of corporate misalignment that impair the business. Even those organisations that have been optimised several times over are suffering from these. These organisations are sitting on redundant cost base and not even seeing the missed revenue opportunities. This is the rationale why what we are talking here is very important matter. The life expectancy of top 500 companies is only 18 years (when 1960 it was 61 years and 1980 25 years).
- #13: KRI is how you affect behaviour towards future (controlling behaviour). KPI is how you reward based on the history (outcomes). Contains both financial and non-financial data. Can be used daily, weekly or monthly. ---- Many times BSC are too general (don’t meaasure specific enough things) or they meaure too many things. The measurements in the boxes are there just to give ideas. Some of them can be highly organisation specific.