so uh good morning all of you this is uh Team One actually uh service management uh group so yeah so the agenda that we would be covering as a part of this is uh the first one is the customer overview and uh solution summary what is that we have offered to the customer and of course a quick view of the operational performance right for the first six months and then of course the challenges and we've also done the root cause analysis of the challenges that we've been facing and finally uh you know what we think
is the optimal proposed solution uh but before we get into the details I just want to give a disclaimer that uh we have assumed a bit of data here in terms of operational performance and all of that those are all sample metrics that we want to showcase no no so context and data you were yeah youed to assumptions it is they're notps they context and data so um we want to begin with uh you know uh giving a overview of the you know of the customer vision and Mission but before that uh the customer is
an American athletic footwear and apparel Corporation and uh his mission statement is to bring inspiration and Innovation to every athlete in the world right and um from his business growth perspective his objectives are to have 30% year on-year growth right which is actually very important and I I want to draw all your attention to the second point because everything that we are going to do is going to be based on this and of course we have uh you know customers value and vision statement laid out here but I think the second point is a key
one for us so this is the solution overview that we have given to the customer so one is about the it environment that is the solution uh proposed and put in place and the scope of support so uh we've been contracted for infra Services app development maintenance and support and a little bit of the company background itself in terms of their revenue and you know as on 2024 and uh from contractual commitment perspective uh from operations and infra Services we are you know we are contracted for 24x7 with 4 our resolution for P1 and 98%
Target level that is the SLA that we've contracted for this is a 5 years contract with a 50 million TCB and uh of course some of the uh service agreement IDs and all of that here so can you just go back um so the key takeaway no the next one the key takeaway for the entire premise is again the contractual commitment right from um you know 98% of the target level which is a little bit heavy on the it strategy that we have built and this is not the standard one that we've offered to all
our other customers so that is a key takeaway but having said that the second point is also the tcv right with this contract that is coming in so we cannot mess up with this contract and this is a very important strategic deal for us so you say 98% is a heavy Target what you're essentially saying that it's difficult to achieve it is difficult to achieve considering we have about 90% as the standard slas for other customers uh provided by our shared services model manage services yeah sure I know that this point will come up we'll
see so yeah so this is a quick performance and uh just before this um I just want to tell you all that we are 6 months servic conceptually use mechanism of pgsb which is platinum gold silver and bronze and align your 24x7 services accordingly and rank your application or infrastructure stats based on criticality and you can create this three 4 by 4 into four metrics and slas will also align slas become easier otherwise saying 98% you don't have to deliver 98% for every component of the organization you say 98% is for me or it could
be 99% for some of the critical ones or maybe the infrastructure has so much redundancy that you actually going to deliver 100% so I think those are any service you will deliver 100% what are the problem if it's in the cluster environment so we are 6 months into the contract so 3 months was definitely the warranty support hyperare and warranty and 3 months into this and U we've had challenges right we've um got con you know customer concerns and uh you know there's a little bit of dissatisfaction that we' picked up so uh before we
go into this just a highlight of our operational performance metrics so as you see on the right hand side the early results uh we have some Reds and greens as well so pointing to this this clearly says that we not meeting the contractual commitments in some part of it right the SLA contract SLA contracts but there is a business level contract we will come to that in the next no no so one of the things that you may want to factor for that there is an expected 30% growth year on year so you need to
put in as a driver or a metric and if I if the company is growing at 30% I will have to scale my resources to be prepared to deliver that additional 30% growth but maybe in terms of infrastructure capacity maybe it will be in terms of automation capacity or people capacity all the three things application stack may not change that much but the other three will change so you need to put some metrics to even manage that because it is a what I would call it is a lead indicator which will impact your we have
put as a problem statement indicator that suppose they don't deliver 30% then you don't have to deliver so it's their intention to say 30% you track the companies and they're doing instead of 30% they're doing 10% and you say my current capacity is good enough absolutely I think that is why I pointed out that that is a very important statement for us to begin with right because we internally have to align to those business objectives but you should put it in your operational performance summary are we tracking for that scalability or and there is a
company tracking to that scalability so it's both measures that have to be done yeah move to the next one so this is the problem statement right so you saw the business objectives customers vision mission and his uh growth uh objectives as well and our performance in the first 6 months so the problem statement that we have is of course we have seen customer dissatisfaction in the governance meetings that we've gone to and you know the feedbacks that we have received so far but having said that I think our uh commitments the operational metrics itself is
actually signifying you know it's it's actually signaling that something is not right which has led to that customer dissatisfaction so with that premise we went into to do the RCA analysis so uh this is the areas which we touched upon for the cause and effect uh analysis so from the organization four dimensions perspective uh we have seen unclear business landscape and objectives so the business objectives are not mapped are aligned with your SLS and underpinning contracts to the third party service providers okay that is one clear understanding of the business slos and lack of understanding
of contractual obligations most of the operations teams do not know what are they supposed to deliver and unrealistic contract just one point to that so when I'm talking about the contractual commitments it's not about the response time the resolution time that we showed in the previous one right so there's no overview of the other deliverables that we have to make there's no register today for us to understand apart from the slas and the slos there are other things that would be in the contract which we are not aware of is somebody tracking is something you
know is an issue that we are facing so it can actually blow up at some time and become a legal issue so there are unrealistic Solutions which are sold to customers which are not realistic to meet and unknown cultural differences it's a MNC basically we have different cultures so the feedback is not taken the right spirit so there is a lot of churn in the teams and changing customer expectations there is a customer relationship problems we are not setting the right customer expectations so hence expect something sorry repeat that MNC not accepting something something no
no it's because MNC there's a lot of geographical spread there are cultural issues yesterday simple example is like yesterday we were talking about right so one geography expects 80% of the planning and 20% of delivery execution uh other side it will be 20% of planning and 80% from the customer side basically right and the understanding of the customer expectations another problem from the service provider side those expectations are not understood currently and there is a misalignment of delivery in terms of expectations right I think it's also about you know from service provider perspective knowing your
customer better his culture and you know his location references and all of those things that is one and the second point is also that uh you know we uh in the metric SL we also showed that you know this customer is actually globally present which means that we are catering to different regions of the customer which means that we have to actually know the people who are aligned to those region specific support systems should know those Regional nuances as well so that's important point because typically organizations which are building Shar servic capacity I'm missing this
feature out because odcs by Design the customer takes charge of the UDC right because it's designated offshore Center for that customer so the customer puts in that additional effort of onboarding the employees aligning them to their business wies ch explaining their own processes and other things and talking about their industry practices and so on so forth it gets missed out often in share Services because there is no concept introduced like that okay good point in fact some experiences I want to share in us they don't like the acction to be closed until unless you take
so you can put that action as a compl get into a meeting coner then close if we directly say close and go to a meeting with a closure Cod they not soueast Asia they extremely particular about projects and they compliance you go to Southeast Asia you'll see ISO 27 like these people you mention 10 days Del 10 don't deler it 10 days I'm esate so nich skills again it's a universal problem no transparency during onboarding so people come and go this knowledge is lost intentional unintentional two points covers here intentional unintentional non-promoters from the customer
organization uh lack of uh leadership intelligence I would call it as so when you take a contract there may be few people from the customer side where they are non-promoters they don't like service provider they'll be spreading the bad mouth so lack of in leadership intelligence to cover them to maintain relationship is one of the problem and I think just to add to his point lack of management intelligence is one what he mentioned and the other one is also why didn't our management pick up those you know small dis satisfactions or something early in the
um you know onboarding itself the contract stages because we are just 6 months into it and we are listening to a good sense or a good signal is mostly the leadership meets promoters yes okay they don't meet detractors it's not a la promoter detractor you right right detractor but there is a in in between stage also who passive right who Balan this no he doesn't he doesn't see he said this is what you're expected to do you're delivering what you're expected to do but I don't I don't see you anything doing wonderfully that I should
promote you or you're doing nothing very negative that I should be against you now most of the things that when you work on NPS okay or improving your score you have to first focus on your detractor So when you say nonpromoter I'm assuming the passes are included in this and that becomes a very big area huge area to address so normally especially for Shar Services organizations we should focus on detractors rather than focusing on pass right and the whole case study development marketing and showcasing should always be done of promoters but they are now I
do not know whether you have faed it or not uh isg and some G nards are advising customers to go and seek a question show us a failed project or a project that is in the C and he would like to talk to their customer that there was a mismatch of expectations and how did you recover it or is it in the same status or did they drive the recovery or did you get proactively involved it's something that we all as service providers need to worry about this is a new standard will emerge over people
most often we don't get to know the reason why it is happening from there to the operations when it is handed over we we don't realize it I mean that is not passed on to us early on so that we can actually act talking manag all the information all the marketing does The NPS programing doesn't share the report with you and it is only give to the sales guard and delivery continues beaten with that stick that your NPS score is bad but they do not know what that what that survey said we had a classic
case we got one account from one I talk to us right because the customer was dissatisfied with their services but when the Handover happened internally uh we didn't get the reason we asked them what was the reason at least if you tell us the reason we will be able to work on those things right but we didn't get that so we go with a interesting so I don't want to mention the client but it was we were competing against infus and we produced a Sentimental Anis back in 19 sorry 2016 in that account it an
expensive process because we using Azure sentiment analysis on live data custom data on a transac expensive process but we then we knocked out infosis so that was worth the investment you should review all the emails so the when you do voice recording the sentiment score is very different but the email is a very tcid information and now team sentiment and Outlook already has a sentiment score and you can use fre to see is the customer using agressive Language by demanding a service out of you or what is a state of mind so it give you
a lot of insights and especially when you transition you should take that incident data and run through a sentiment a score so that you can uncover what is the the challenge why was it negative and the last point is implicit but it covers more than customer organization basically lack of management engine both in internal organization and customer organization also sometimes I use the same word of uh uh watermelon effect right so I'm account leader have a lot a lot of data coming from the ground zero operations okay percolating to top bottom to top but it
is massage data something which everything is green then I don't know where I'm looking at I'm looking at the right things or not and I'm not able to find I put some intelligence around there okay then I ultimately failed to understand whether the customer is Happy really happy or unhappy so that lack of management intelligence is something which is um different problem than distractors which we are talking about right so this is both L of intence management in for both distract covering the distractors as well as internal problems actually so these are the some of
the organization related problems information and technology so itm tool not enabl to deliver all the applications it is there but it's not tuned properly are configured properly uh clear alignment of contractual commitments to business objectives so they're not aligned blos slas oil Le are not aligned then partners and supplies non- element of alignment of under pilling contracts so I have a P1 SLA from the customer to the service provider 1 hour I still sign the 1 hour same 1 hour for the underpinning contract which is not aligned ideally it should be 45 minutes already 15
20 minutes have taken to understand whether I need the supplier or not so those slas and OAS are not aligned and weak business relationship management value stream processes absence of robust risk and opportunity analysis lack of comprehensive feedback mechanism this is ajor we business objectives we put it's a understanding problem basically so whether I thought it should have been part value I okay so the red ones are the critical causes and non-standard process requirements uh are something which is a gap okay any questions so which are leading to poor operational performance this is the uh
effect of it so why did you choose switchboard who who wanted to use the switchboard diagram because we started right I mean this is the common approach that we follow follow but others do they follow the same process no it depends actually so most of the time we use 5 by and brainstorming session we go through ology sometimes we have different methodologies we don't buy structure con you using diver approaches yes so but predominantly 5 I I want about relationship why why that is part of value and process because typical scenario when we talk about
business relationship governance it goes on organization so any specifics are you try to define a Val yeah so there is no current processes around it and there's no basically you spoke right the organizational change management I think you know that as a model and as a process if we can bring in here so that you know it will help us to do the stakeholder mapping get the requirements clear and also you know address some of those cultural issues awareness issues know your customer related things and all of that so we thought it is more of
a model and the process than the organization itself that process there yes these are some of the solutions you want so uh these are some of the solutions for uh the problems which we have in the previous scam so customer success manager role customer success maturity framework we call it a kyc knowing your customer their business landscape and their business objectives and cultural awareness okay to solve the problems Val playbooks obligation tracking and monitoring account Health Management ongoing to operational Standard Process this is one of the solutions which we have and this is related to
the data and processes and this works as analytics and intelligence around it we use and Technology to use it and underp contracts and governance around to it so Integrations service Integrations between the multiple vendors which works with between partners and suppliers which these are some of the solutions is this a recovery or this is a a recovery subsequently the new programs that we do based on this learning so it can be both it is recovery plus something that we can apply to the income so if the coordination or collaboration Works between the different functions so
operation recovery action this is becom recommendation no no this this goes as a recovery okay so but these are all your own actions yes not nothing to do with customers some cultural awareness goes to customer and some of these can be applied to the customer organization also so there is only one problem with the customer the rest seems to be all internal maybe predominantly not I think all of this is based on the both right we we could not get the proper stakeholder mapping we could not understand the right requirements and uh we could not
understand where you know from stakeholder mapping who has that power to make those decisions we've not done that mapping of the stakeholder itself so one is missing should have been the key process to initiate this I mean we have we under Su maturity framework we will bring in the ocm as well because you know we can derive those parameters that setting the customer expectations and changing the cult doing the culture so probably my Su in of using CSM role just say customer suity framework to drive and then figure out what are the gaps because here
we have already assumed that CSM is going to solve some of your problems that's my and what is service now so so we already on boarded I that was question so next session I think we are done yeah but for all this to work I think it's very important to have uh the right governance uh to a our execution and to make any course corrections to the existing account and also implement it to uh any incoming deals as well so we think that four levels of uh governance is very very important in any of the
deals right the first one is the Strategic I think we we we missed a couple of things here because someone who could not bring in you know tie up everything and hand it over to us give us those early pointers that you know some things are not working and you need to actually take this through while you are running the operations one of the that we often do and is that we try to make things look very complex in terms of recovery okay if you can simplify the customer facing process and retain the complexity in
the back end it will help you to recover faster in fact so the articulation is like this who who has to look at l0 L1 L2 L3 operations let say example if you have to divide this into layers right layers of governance or layers of operation so this is going to the model where who looks at want so I saying that maybe if you were to say look today we may not be serving you efficiently on your SL but we are aligning to scale up to meet your business growth right and these are our trigger
points so we will be tracking how you are growing what what is the demand coming from which channel it is coming from or which application and th if it is coming on this application this relevant infrastructure and the network pipes or the API schema or apis we will have to look at their capacity and prepare for capacity change because it's about capacity because only then you can deliver performance maybe the outages are actually because there is a high consumption and capacity is not able to deal with it I think uh the solution that we proposed
in the previous slide right where we wanted to bring in the account Health dashboard so that is one thing that we want to tie out to the entire life cycle of the account Drive the governance using the account Health dashboard it would have simplified it yeah because this whole structure is making the customer feel oh there are too many resources of mine who will get involved and then you say no no you have to only do it at this level the the win is lost who does what is important that should come as a CL
simplifi simplify the front I want to add one point here most of the time my experience accounts there are two kinds of pains customer have urgent pain and there important pain urgent pain if you see people characteristics is it's more in numbers it is smaller in Impact with higher visibility and it is towards the end consumer now there must be a system to identify within the organization that these pains because of high volume high visity low impact but High noise levels they must be addressed quickly doesn't have to have long-term solution but fast right important
pains as a matter of fact most of the service providing organization take good steps take completely lost because of the Urgent P visibility so I'm saying within governance mechanism also there should be a mechanism by which you should slowly start educating customer also P there are 20 urgent PS We resol 16 of them four 20 but here is something which we need for important once customer sees this side by side he doesn't rate you just on the click of that urgent most of the organization are not doing this Curr today to educate customer that we
are addressing two important factors here look here these are your urgent pains they were Sol in this fashion Total impact would have been only 20% but here is 80% impact for humongous steps and then on they customer needs to see this difference and customers are not seeing this difference that's why many times your entire efforts which have gone for the is completely lost in front of C continuous Improvement and value calculation calculator or put the value and showcasing value are two elements which will change and give the customer the confidence just give them more time
for recovery and you can go back to previous depends life CLE of the contract we are just 6 months 6 months six months early years one of the IDE we should be doing it at end I think we still you know 6 months is a big time realized it a little does HP does share Services parties for your employees when customers visit do that value and CI discussions during that conversation and don't do it in the office
