Casos de éxito

Fox IT tiene una larga historia de trabajo con sus clientes ayudándoles con la Gestión de Servicios TI y las iniciativas de Gobierno TI. Como Autoridad en Gestión de Servicios, Fox IT puede ofrecer soluciones a los desafíos que se enfrentan las organizaciones al implementar la Gestión de Servicios TI y las mejores prácticas de Gobierno TI.

A continuación se encuentra una serie de casos de estudio que ilustran los beneficios de trabajar con Fox IT.

Caso 1

HBOS

ISO20000 Compliance

HBOS Personal Lending is part of HBOS, the UK’s largest mortgage and savings provider. Fox IT was engaged to assess existing service management processes compared to the ISO/IEC 20000 standard, and to define the Roadmap to meet compliance against the standard, along with a detailed Project plan and scoping statement.

Caso 2

Anchor Trust

Service Management Tool Selection and Process Implementation

Anchor wanted a Service Management support tool that was modern, simple and easy to use yet provided the functionality they were after. It had to be simple to configure by the service desk technicians rather than relying on developers, as they had limited in-house resources.

Caso 3

Start-rite Shoes

Business Impact Analysis and Risk Analysis

Start-rite called upon long term partner Fox IT to build a Service Continuity strategy that truly reflected the business needs. Fox IT worked with the company to undertake a Business Impact Analysis and Risk Analysis, then presented back detailed reports and recommendations and a time scaled strategy for improvement.

Caso 4

Global Telecoms Manufacturer

Service Management Model for Supplier Management

Global Manufacturer and R&D company wishing to alter business model

  • Value of R&D business critical
  • Financial pressures driving strategic direction
  • Poor senior management relationship with existing suppliers
  • Feeling that existing suppliers have not developed their delivery
  • Requirement for reduced internal headcount
  • Requirement for improved service quality

Challenges

Business Drivers

  • Increase Margins and reduce Operating Costs
  • Improve user satisfaction
  • Maintain R&D flexibility
  • Control of supplier eco-system

Market Challenges

  • Geographically dispersed
  • Increasing competition
  • Commoditisation
  • Consumer “churn”
  • Increased Reliability Expected
  • Innovation mandatory

Requirement

“Create a Global Service Management model which will allow us to select best of breed (and cost) suppliers for infrastructure, applications and networks, wherever they are and in whatever niche they may be, and allow us to manage them (and let them deliver) as though they are one IT department in the same location as we are. And it must be cost effective”

Fox IT Approach

Identify, define and document:

  • Key design principles that will be applied to the overall service design
  • A Service Portfolio which identifies the services that will be delivered and which will cater for expansion to include services that are capable of being delivered
  • A documented service governance structure for the service model
  • Service process architecture that will be applied to the overall service design
  • Service design requirements for service management and systems management toolsets to support the service design
  • Service organisation that will be required to deliver service including provider and supplier roles, responsibilities and interfaces
  • The approach to the service quality including default service quality targets, KPIs, measurements and metrics
  • The ‘external’ business processes that will have ITSM related interfaces with the service transformation organisation
  • Definition of a Partnership operating model

Outcomes – Managed Service Provider

Transition

Supplier/partners have adopted and now manage the existing ICT estates.

Transformation

The existing ICT estates are at varying stages of transformation. Future estates, following successful new business wins, will be transitioned and will need varying degrees of transformation.

The design of the transformation of these estates will be done in partnership between the provider and the preferred suppliers.

Suppliers/partners are responsible for all transformational activities, reporting to the appropriate governance boards.

Suppliers/partners work with service provider to offer co-ordinated service management from the SMO to deliver the five service towers. Suppliers deliver to contractual service level agreements (SLAs), key performance indicators (KPIs), mandated processes and procedures all within agreed commercial cost models governed by the SMO.

Outcomes – Customer

  • Identified achievable year-on-year growth
  • Established more compelling propositions
  • Identified significant margin improvements on cost-to-complete
  • Innovation in solution delivery
  • Increased service reliability and quality
  • Improved efficiency and integration in procurement process
  • Seamless, proactive and integrated service partnerships with suppliers

Outcomes – Supplier Management

Defined processes

  • Business Relationship Management
  • Customer Complaints
  • Customer Satisfaction Measurement
  • Service Level Management
  • Supplier Management (inc. governance and controls)
  • Service Reporting

 

Caso 5

Global Managed Service Provider

Service Management Organisation for delivery of Shared Services

Global Managed Service Supplier – Business Unit focused on UK Government (central, local and devolved)

  • Many individual service organisations exist across Government Programmes
  • Centres of excellence and best practices exist but are not shared
  • Silos of processes and technologies exist but are not shared
  • Currently each bid design results in bespoke new service solution
  • No economies of scale utilised across existing services
  • Efficiencies not gained through common approach and “Do once” culture

Challenges

Business Drivers

  • Increase Margins and reduce Operating Costs
  • Reduce Bid Costs/Improve Win Rate
  • Global Sourcing
  • Industry Standards/Best of Breed

Market Challenges

  • Regeneration / Regionalisation
  • Reduced TCO
  • Expect More for Less
  • Increased QoS
  • Innovation
  • Increased Reliability

Requirement

Design and Implement a Service Management Organisation (SMO) to implement and manage a programme of shared services, with rationalised and aggregated supply side delivery, through more efficient and integrated sector procurement and with a greater degree of supply side ownership for delivery of service.

Fox IT Approach

Identify, define and document:

  • Key design principles that will be applied to the overall service design
  • A Service Portfolio which identifies the services that will be delivered and which will cater for expansion to include services that are capable of being delivered
  • A documented service governance structure for the service model
  • Service process architecture that will be applied to the overall service design
  • Service design requirements for service management and systems management toolsets to support the service design
  • Service organisation that will be required to deliver service including provider and supplier roles, responsibilities and interfaces
  • The approach to the service quality including default service quality targets, KPIs, measurements and metrics
  • The ‘external’ business processes that will have ITSM related interfaces with the service transformation organisation
  • Definition of a Partnership operating model

Outcomes – Managed Service Provider

Transition

Supplier/partners have adopted and now manage the existing ICT estates.

Transformation

The existing ICT estates are at varying stages of transformation. Future estates, following successful new business wins, will be transitioned and will need varying degrees of transformation.

The design of the transformation of these estates will be done in partnership between the provider and the preferred suppliers. Suppliers/partners are responsible for all transformational activities, reporting to the appropriate governance boards. Suppliers/partners work with service provider to offer co-ordinated service management from the SMO to deliver the five service towers. Suppliers deliver to contractual service level agreements (SLAs), key performance indicators (KPIs), mandated processes and procedures all within agreed commercial cost models governed by the SMO.

Outcomes – Customer

  • Identified achievable year-on-year growth
  • Established more compelling propositions
  • Identified significant margin improvements on cost-to-complete
  • Innovation in solution delivery
  • Increased service reliability and quality
  • Improved efficiency and integration in procurement process
  • Seamless, proactive and integrated service partnerships with suppliers

Outcomes – Supplier Management

Defined processes

  • Business Relationship Management
  • Customer Complaints
  • Customer Satisfaction Measurement
  • Service Level Management
  • Supplier Management (inc. governance and controls)
  • Service Reporting