1. Confidential - Internal Use Only David Alexander 4th February 2004
22 April, 2017
Services Framework
David Alexander
4th February 2004
Corporate Strategy and Planning / Development Programme use only – place your opening script here
(C) 2003 Computacenter - Development Programme

2. Outline What is the Services Framework? Why are we investing now?
What are the benefits?

3. The underlying principles of Computacenter
Confidential - Internal Use Only
The underlying principles of Computacenter
22 April, 2017
Operating Strategy and Service Delivery System
Profitability
Revenue
Growth
Internal
Service
Quality
Employee
Satisfaction
Productivity
Retention
External
Value
Client
Loyalty
Work place design
Job design
Employee selection and development
Employee rewards and recognition
Tools for serving Clients
Service Concept: results for Clients
Service designed and delivered to meet targeted Clients’ needs
Repeat business
Referral
© Achieving Breakthrough Service
Harvard Business School
(C) 2003 Computacenter - Development Programme

4. The Computacenter Strategic Service Vision
Target Markets
Clients
Corporate
Public Sector
Large to medium
UK and Europe
Systems Integrators
Partners
Hardware technology vendors
Independent software vendors
Niche / Specialist Service Providers
Employees
Service delivery and support professional
Sales professionals
Service Concept
Clients
Choice, Independence
Scale and flexibility
Service Quality
Can do attitude
Skilled resources
Work through IS Function in a non threatening manner
Clarity of scope:-
Technology Sourcing, Infrastructure Integration, Managed Services
Trusted Advice, Implementation and Management services
Partners
Market Footprint
Client Relationships
Volume of business potential
Speed to market
Depth and breadth of skills and resources
Employees
Long term career path
Varied work
Investment in individuals development
Attractive remuneration and support services
Want to work in one team success focused culture
Operating Strategy
Clients
Scale delivery engines
Application of best practice in a practical pragmatic manner
Sustainable differentiation
Constant feedback loop for satisfaction and improvement
Relentless Innovation
Relentless prudence
Value adding approach
Lowest unit cost provider for comparable service quality
Partners
Consistency and commitment to relationships
Easy to do business
Effective administration
Employees
Strong service personality
Focus on quality, satisfaction, competencies, empowerment
Rewards and recognition for achievement
Ongoing learning and development
Support for work / home balance
Service Delivery System
People
Trained, knowledge sharing
Operating in flexible resource pools, one team culture
Services Framework
Integrated best practice, processes, checklist, tools, templates, standards
Operationally used across business for remote or local delivery
Scale Engines
Hatfield Operations Center
Service Support Center
Service Operations Center
Integration Center
Maintenance
Integrated Information Services
Service Management Tool Suite including E-Commerce offerings
Engagement Management Toolsuite
WMTS, Parts Management and Logistics, Financial & HR
Business Process Management, Scheduling, Reporting and Measurement, knowledge management

5. The Services Framework in context
Confidential - Internal Use Only
The Services Framework in context
22 April, 2017
What we market, sell, deliver and support
How we do it consistently, delight our clients and continually improve
Infrastructure Services and Solutions
Transforming IT service delivery
Technology
Sourcing
Infrastructure
Integration
Managed
Services
Implement
Manage
Advise
Knowledge
Proof
Trust
Services Framework
“Computacenter’s application of best practice”
Demand, Bid, Document, Implement, Operate & Support, Improve, Extend & Renew
Policies, Processes, Checklists, Reporting and Measurement, Information Services, Tools, Assets, Standards Compliance
Usual explanation
(C) 2003 Computacenter - Development Programme

6. Excellence in execution across the business cycle
Confidential - Internal Use Only
Excellence in execution across the business cycle
22 April, 2017
Demand
Bid
Document
Implement
Operate Support
Renew Extend
Renew Extend
Thought Leadership
Qualify In / Out
Initiate Plan
Agility
Selected
Deliver
Renewal
Innovation
Execute Business Take On / Deliver Project/ Engagement
Scope Design Cost Bid
Plan Negotiate
Win Lose
Awareness
Improve
Drive
Flexibility
Handover to Support/ operations
Demand Creation
Exit or Shortlist
Exit or Contract
Exit Roll on
Grow
Measurable client and employee satisfaction
Continuous Improvement
Sustainable competitive advantage over the long term in CC target markets
(C) 2003 Computacenter - Development Programme

7. Services Framework – Core Principles
Confidential - Internal Use Only
Services Framework – Core Principles
22 April, 2017
Risk managed by appropriate area
Focused on Client Satisfaction
Complete & consistent
Standardisation leading to quality
Non-duplication of effort and resources
Organisationally neutral
Consolidation where sensible
Repeatable
Foundation for trust and knowledge growth
Positive differentiator for Computacenter
Manageable through KPIs
Modular & Easy to understand
Pulled from Section 1.2 (page 4) of the “GRAB Briefing Pack for Policies ”
Full text (split across this and following slide):
Principles
The Services Framework being implemented across the organisation is based on the following principles:
·     Proactive responsibility and accountability where risk is managed by the most appropriate area
·     Complete and consistent, leading to seamless execution from an external perspective
·     Standardisation leading to quality
·     Repeatable, therefore reducing errors and increasing productivity and responsiveness
·     Non-duplication of effort and resources
·     Consolidating where sensible to benefit from economies of scale
·     Organisationally neutral
·     Manageable through KPIs, so allowing continuous improvement
·     Modular, allowing for change and flexibility
·     Easy to understand in terms of value and return on investment
·     Positive differentiator for Computacenter
·     Mechanism to engender trust and knowledge growth and sharing internally and externally
·     Focus on client satisfaction and ongoing enhancement of services delivered in a commercially attractive and pragmatic manner
(C) 2003 Computacenter - Development Programme

8. Logical Services Model
Confidential - Internal Use Only
Logical Services Model
22 April, 2017
Development & Improvement Programme
Services Framework & AIM Portfolio
Demand
Bid
Document
Implement
Operate Support
Renew Extend
Information Services, Reporting and Measurement, Quality, Satisfaction
Clients / Markets / Segments
Client Relationship Development & Management
Qualification, Pipeline, Bid Co-ordination, Advise, Configure, Costing, Pricing, Negotiation Support, Contracts
Service Implementation, Quality, Delivery & Improvement, Billing, Client Satisfaction
Operational & Service Level Agreements, Rate Card, Transfer Price WH
TRG CP HR CE DR IS SP VA
PROC
LOG IC
CFG
RDC
PPM
FES
SOC
SSC
LGL
MKT
SDM
FIN
Internal Service Providers
Pulled from Section 1.2 (page 5) of the “GRAB Briefing Pack for Policies ”
Full text
The diagram below is the organisationally neutral representation of Computacenter’s business used in the production of the Services Framework:
(C) 2003 Computacenter - Development Programme

9. Services Framework – Basic Composition
Confidential - Internal Use Only
Services Framework – Basic Composition
22 April, 2017
Valued, embraced, used and promoted by all
Leadership
Service Excellence
Cost
Price
Value
Knowledge sharing, success-focused culture centered on effective teamwork
Services Framework
Templates
Tools
Assets
Policies
Specifications
Methods
Procedures
Processes
Checklists
Pulled from Section 1.2 (page 3) of the “GRAB Briefing Pack for Policies ”
Full text:
Composition:
To introduce a Services Framework that is valued, embraced, used and promoted by all (employees, partners and clients as relevant), and provides clear policy, methods, processes, procedures, checklists, specifications, tools, templates and assets (information systems, facilities, equipment). These will underpin a knowledge sharing, success focused culture centered on effective teamwork. This in turn will enable leadership in terms of value, price, cost, service excellence, combined with defensibility through unique intellectual property and a measurable return on investment (ROI) in our target markets. The ROI is ensured through a benefits led approach covering tangible, intangible and risk avoidance categories.
(C) 2003 Computacenter - Development Programme

10. The Services Framework underpins our business cycle
Confidential - Internal Use Only
The Services Framework underpins our business cycle
22 April, 2017
Demand
Bid
Document
Implement
Operate Support
Renew Extend
Knowledge Acquisition, analysis, and application of knowledge for improvement e.g Bid to win, costs, margin, reduce risk, client sat, intelligence
Information and communication services Capture, transact, report, measure and communicate critical information and automate delivery of services (e.g. SMTS)
Policy Strategy, parameters, culture, exclusions, Standards, Glossary of Terms e.g Sales, Service Configuration, Costing & Pricing, Partners, Contracts
Methods Philosophy and approach logical grouping and management e.g. Campaign, Implement, Operate and Improve
Processes Consistency, effectiveness efficiency, measurable, best practice e.g. Selling, Bid, Service Design, Sizing, Costing, Audit, Implementation, Operation, Incident, Request, Reporting
AIM Packaged Services Flexible, Modular, Scalable, Competitive, integrated e.g. Portfolio Management, Document Integration Services, Managed Availability, Managed Services, Design, Deployment, Transform etc…
(C) 2003 Computacenter - Development Programme

11. Examples of SF programme elements
Confidential - Internal Use Only
Examples of SF programme elements
22 April, 2017
Best Practice development, adoption and extension
Service Management Processes (ITIL, BS15000, CoBIT)
Engagement Management (Consultancy and projects - PRINCE2, ISEB)
Master Services Index
Standards register and compliance
Glossary of Terms
Client and Employee Satisfaction Measurement
Underpinning information services and tools
Service Management Tool Suite (SMTS)
Business Process Management Solution (BPM)
E-commerce platform
Reporting and Measurement
Intellectual Property, Knowledge and Content Management
Engagement Management Tool Suite (EMTS)
(C) 2003 Computacenter - Development Programme

12. BPM – 1,200 processes, 2,000 checklists

13. BPM – Huge opportunity

14. Triangular Relationship key to success
Confidential - Internal Use Only
Triangular Relationship key to success
22 April, 2017
CLIENTS
MARKET
Technology Sourcing
Infrastructure Integration
Managed Services
RDM - RSM - DIS
Pulled from Section 1.2 (page 7) of the “GRAB Briefing Pack for Policies ”
Full text (split across this and following slide):
The relationship between Services Framework, Information Services and Packaged Services, solutions and value propositions
There is a triangular relationship between Services Framework Project (Delivering policies, methods, processes etc), Information Services such as SMTS, Novient etc where SMTSv3.0 project delivering information services (which is delivering back to Services Framework core processes during the SMTS v3.0 project) and Packaged AIM Services projects (delivering value propositions and go to market strategies and configurations of the Services Framework processes and Information Services such as SMTS v3.0 to meet the market requirement).
Together they deliver the total picture for services. A similar relationship exists between the underpinning information services for our logistics, implementation, and maintenance business. Overtime these are being integrated from an operational and reporting and measurement perspective.
(C) 2003 Computacenter - Development Programme

15. Why are we investing now?
Confidential - Internal Use Only
Why are we investing now?
22 April, 2017
We must be ready for the future
We must improve today whilst we are doing well
The business will only become more complicated overtime and we need to make it as easy as possible do a great job
We have got to secure top line services revenue growth without reducing margins
(C) 2003 Computacenter - Development Programme

16. Why are we investing now?
Confidential - Internal Use Only
Why are we investing now?
22 April, 2017
We are small enough to:
Integrate the Services Framework into the business
Seamlessly link the business together with it
We are large enough to need documented and operationally adopted best practice
We can afford to make the investment and secure competitive advantage
(C) 2003 Computacenter - Development Programme

17. Reduce risk at each stage of business cycle
Confidential - Internal Use Only
Reduce risk at each stage of business cycle
22 April, 2017
Demand
Bid
Document
Implement
Operate Support
Renew Extend
Risk / Cost
Time
Current state
The Services Framework delivers clear processes, procedures, checklists, understood costs and risks and management plan and access to a pool of expertise and knowledge representing best practice.
Desired future
(C) 2003 Computacenter - Development Programme

18. Exceptional client experience
Confidential - Internal Use Only
Exceptional client experience
22 April, 2017
Demand
Bid
Document
Implement
Operate Support
Renew Extend
Client experience
Time
Current state
The Services Framework clarifies what Computacenter stands for, the value we add, how we do things and delivers proof of our ability.
Desired future
(C) 2003 Computacenter - Development Programme

19. Benefits expected and being measured
Exceptional Client experience
Faster benefits realisation and ROI for Clients
Meets Client & market requirements
Easier to buy
Low risk to deliver
Positive differentiator and source of competitive advantage for Computacenter and its’ Clients
Predictable financial performance
Increased and repeated sales

20. Services Framework Summary
Confidential - Internal Use Only
Services Framework Summary
22 April, 2017
Helps all of us daily to deliver outstanding service to our clients
Improves and sharpens our focus on what we bid for and ultimately deliver to our clients
Reduces risk and cost through efficiency and proactivity
Improves understanding and knowledge
Enables organisation to work seamlessly together through clarity of purpose and trust
Is a commitment to and investment in practical use and growth of best practice across the business
Improvement employee and client satisfaction thereby leading to growth in business and profitability
The Services Framework is an ongoing investment for all of you
“The Services Framework is a triumph of substance over spin” – David Alexander
(C) 2003 Computacenter - Development Programme