Account Management Methodology
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This document outlines expectations and strategies for a delivery/account management organization to increase revenue and profitability. Key points include: 1. Delivery is expected to deliver projects on time and on budget, pursue unsolicited proposals, and hold client meetings to address business problems with next generation solutions. 2. A paradigm shift is needed to change discussions from staff augmentation to focusing on solutions, risks, and how the organization can help clients achieve objectives. 3. A future state delivery model is proposed with field managers and consultants focused on problem-solving to better support a solutions-oriented business model. 4. Strategies are outlined to improve efficiency including driving up bill rates and margins through solutions, conversions,
Account Management Methodology
- 1. Digital Apps Americas – QBR A Delivery / Account Management Model that WORKS! Is your delivery organization a cost center or a profit center? This methodology is proven to increase top line revenue and increase bottom line profitability on global scale. Joshua Fox Joshua_Fox@Ymail.com 704.649.6384
- 2. Organizational Objective: GROWTH 1. Introductions and Purpose of the Meeting 2. Expectations 3. Client Dialogue Shift 4. QBR Format 5. Current State vs Future State 6. FY17 CTO Efficiency 7. Servant Leadership 8. Questions and Open Discussion
- 3. Delivery Expectations 1. DELIVERY EXCELLENCE • Deliver on time • Deliver on budget 2. Unsolicited Proposals • Equal to 50% of Annual Portfolio • 10% of Annual Portfolio each Quarter 3. Next Gen / Solution Oriented Meetings • Minimum of 2 Practice / Consulting COE meetings scheduled per Quarter • Minimum of 10 Practice / Consulting COE meetings scheduled per year • 4 meetings should be outside of Applications • Meetings should be in Concert with Sales / Account Management • Meetings should address a specific Business Problem 4. Social Media / Thought Leadership • Monthly (minimum) Industry or Technology related Linkedin Articles • 5 White Paper / Case Study /Year (Minimum of 1 per quarter) 5. QBR for all accounts 6. Management and Organizational Cadence with reoccurring 1x1 7. Quarterly Team Building Events
- 4. 1. Deliver within Cost envelope at deal signoff 2. CSAT SCORES 3. Project Renewal 4. Client Rebadge • No client rebadges without a trade for value 5. Account Efficiency Targets • SubK Conversions • Rate Increases • Tier Mix • Offshore Mix • Billability 6. Deliver on Time & and on Budget Expectations Cont.
- 5. Paradigm Shift • Current State Discussions • XXX Headcount • Attrition • What type of people do you need • Here is a resume • Improved Discussion Focus • Here are the risks that we Identified and how we can partner to mitigate • We can build a team to solve __________ business problem with Next Gen solutions • We can accelerate _________ Corporate business objective by _____________ • ________ Next Gen offering can save you _______ dollars a year over 5 years • Here is a solution to a specific problem • We can reduce your cost by _________ leveraging this NextGen Solution
- 6. QBR Format • Refer to Template • Sprint Format • What did we accomplish • Here is how many people we placed What did the people do and what impact did we make to your business. • What are we going to accomplish • Here’s our candidate pipeline for next quarter Here is the value we will bring with our team • Identified RISK (with mitigation and solution recommendations) • One BIG ASK per quarter related to CSC Next Gen Offering • Focus on Solutions and Accomplishments • Ex: report briefly on headcount but move discussions to what the headcount is accomplishing for each area. Elevate from a staff augmentation model discussion to a SOLUTION PARTNER
- 7. Corporate Business Model • Cost Structure: Service providers have an internal support model that is built to deliver scalable solutions to clients that solve business problems. This model has higher cost to maintain and warrants higher margins than what staff aug / commodity IT delivers. • Domain Expertise • Next Gen repeatable Solutions • OSS • Delivery • Sales • COE • Staffing business should be maintained to retain revenue while driving solution based work • Staff Aug will not support a service provider model and hinders growth • Staffing is commoditized and offers little differentiation • Delivery Structure • Realign from a staff aug mindset that does not return margins and profitability to support a cost structure or model to a solution oriented delivery organization • Drive problem solving culture down into the entire delivery organization • Facilitate communication up to management
- 8. Current State Delivery Leader Consultants • Staff Aug Focused • Difficult Span of Control • Lack of leadership cultivating Unilateral Communication
- 9. Future State Delivery Leader Field Manager Consultants Field manager Consultants Field manager Consultants Field Manager Consultants • Solution Focused • Problem solving from ground up • Scalable • Leadership cultivating & Enabling Bilateral Communication
- 10. Mentoring & Leading • Highly Experienced Leaders: Many years of experience and Tribal Knowledge of the Industry • Field Managers • Intentionally seek out Freshers • Be intentional about contagious energy • Challenge and Draw out fresh ideas • Be a Coach • Make it a goal to accelerate someone’s career • Influential Leadership > Positional • Freshers and Junior Team Members: • Draft a Mentor • Find someone to challenge you personally and professionally • Set goals and seek accountability • Learn from battle scars of more experienced colleagues • Have contagious energy and enthusiasm
- 11. CTO Organizational Efficiency REALITY: A business must drive bottom line profitability in order to advance and continue to afford to be a vehicle to add value to clients and effectively care for employees. Bottom line profitability ideally comes from growth but can come from removing cost and a business must right size in order to survive. OBJECTIVE: Delivery must contribute as a profit center or the business will perceive delivery as a cost center. Profit centers get investments! Lever # 1: • Drive bill rates up • High margin solutions • SubK Conversions • Growth through problem solving Lever #2: • Cost Take Out • Pyramid • Offshore Mix
- 12. Servant Leadership 1. Treat your team as if you work for them • Add value to your team • Encourage your team to identify opportunities • Cultivate solutions for clients around your team’s passion and experience 2. Challenge your team 3. Challenge yourself • People leave managers - not companies 4. Change the culture in your organization
- 13. What problems will you solve with your clients to GROW our business?