Many global organisations have aspirations to standardise ways of working across their entire organisation in order to realise efficiency benefits. Putting into place standardised processes, common technology and strong capability can lead to consistent, repeatable, quality services delivered universally.
When setting out on the journey to create these standardised processes it is important to note the many potential pitfalls along the way. Nevertheless, through careful planning, the adoption of a well thought out strategy, and the introduction of a Global Service Delivery Model (GSDM), global standardisation can be achieved and with it many benefits realised. And by ‘global’ we mean comprehensive, all-encompassing, all-inclusive, holistic and not necessarily geographical.
A Global Service Delivery Model will cut costs and improve service
It’s all too easy to get bogged down in the duplication of effort that comes as part of integrating and re-integrating processes, technologies and skill sets every time there is an organisational change. Rather than getting caught in this cycle of reiteration and inefficiency, adopting a GSDM approach means that 80% of any business-as-usual on-going effort can be focussed on continual service improvement, achievement of agreed service levels and value realisation. The potential pitfalls that I spoke of earlier can come in many forms: a lack of strategy, incorrect culture, disconnected operational models, a failure to discourage local fiefdoms or issues arising from the perception of a lack of autonomy and control. More fundamentally, challenges can arise from having a lack of appropriately qualified and experienced staff, globally co-ordinated and governed or more often, insufficient underpinning technology to support and enable the vision. In simple terms this boils down to the old adage in IT Service Management communities that everything hinges around the old PPT model, People, Process and Technology – and typically in that order! We do, however, think a little wider these days, and with a little artistic license talk about the “5 Ps” – People, Process, Product (Technology), Partners and Portfolio.
Global Delivery Model – Gartner IT Glossary – 2015
The key ingredients to make your Global Service Delivery Model work
Experience has shown that the key to developing, implementing and maintaining a Global Service Delivery Model lies in the “5 Ps” being considered in a holistic fashion. If you are missing or failing to focus on any of these key ingredients you will more than likely come up short and not achieve the desired goal of standardised, repeatable, and robust processes…
People, appropriately trained, with good management backing, the right culture and organisational structure are the essential starting points. Build upon that with strong business and IT Service Management Processes, supported by ISO standards and a toolkit of integrated management tools to provide your self-service ITSM support, monitoring and proactive analytic Products, and you are starting to get there. Add into that the inevitable critical involvement of trusted Partners, and finally ensure that all of the services you now strive to deliver to your customer, be that your internal business or the client of your Managed Service, are all presented as part of an overall Portfolio.
Finally, although all of the 5 P’s are important, unless you have a well-reasoned business case that can be communicated and agreed on by all parties showing that the service will improve, which it will, that costs will decrease, which they should, and that your customer will ultimately be happier with the service you provide, which will indeed follow with the results being tracked, then you will be doomed to endlessly repeat the cycle of process change, duplication, reiteration and inefficiency already in place.
For further information regarding the Getronics GSDM, please visit Global Service Delivery Model for Managed Services.