Merging, outsourcing, offshoring, innovating Eric Overvoorde
Introductie Onze ervaringen met offshoring en uitbesteding 2
> Royal HaskoningDHV > Over 7.000 employees > Over 100 offices in 35 countries > Aviation > Buildings > Coasts > Deltas > Energy > Industry > Infrastructure > Mining > Ports > Rivers > Water > Waterways 3
Sinds 2010 uitbesteding met India Bron: Outsourcing Congres 2010 4
Portfolio van uitbesteding (met India) Mainly Technology Infrastructure Management Remotely from Bangalore, India Onshore, small team End User Computing PC s, phones, consumables For now also local in The Netherlands, Belgium and United Kingdom Multi-language Service Desk Dutch and French language in Budapest, Hungary, EST business hours English language in Bangalore, India, 7 days a week, 24 hours a day. Network & Telephony Management Application Management Service Management End-to-end Integration Management Managing third parties on behalf of Royal HaskoningDHV Royal HaskoningDHV still owns most of third party contracts 5
Uitbesteding als keuze Duidelijke keuze voor uitbesteden van operationele werkzaamheden Overwegingen vanuit tender kloppen We ll fix it together Flexibele partner Transparantie Kosten(-discussie) goede bijzaak Off-shoring was bijzaak, wellicht onderschat Werkwijze (cultuur) India goed begrijpen Respect Familie Hiërarchie Pragmatisch Bezoek offshore blijft belangrijk Focus op samenwerking 6
Example: ICT Weekly Review A Weekly review to monitor operations Customer Satisfaction (Service Desk) [Attached] Operations Review: Highlights Major Disturbances (Root Cause Analysis) Service Level on ticket handling Asset Management [Attached] Change Management: Highlights Projects: Highlights Bi-monthly Steering Committee Where offshore management attends 7
Example: CSAT Survey 100% 90% 80% 70% 60% 50% 40% 30% 20% 10% 0% Aug 25th to Aug 31st Sep 1st to Sep 15th to Sep 22nd Sep 29th to Oct 6th to Oct 13th to Oct 20th to Sep 7th sep 21st to Sep 28th Oct 5th Oct 12th Oct 19th Oct 26th POOR AVERAGE GOOD VERY GOOD EXCELLENT 8
Example: Asset Management ASSET STATUS WEEK 42 WEEK 43 WEEK 44 Broken Disposed In Repair In Stock In Use Stolen To be Disposed To verify X-Tops (Used by ex-dhv) Total Asset Base Total Assets Definition: xx new assets added last week. xx Assets disposed last week. Total usable Assets = DISPOSED = Systems out of company. Required to be tracked in CMDB for a year for financial purpose. TO BE DISPOSED= Systems awaiting Disposal. Will be disposed on a periodic basis. 9
Fuseren is (bijna) opnieuw beginnen Februari 2012 - Fusie aangekondigd Start fusie-teams Samenwerking met Box Korte termijn keuzes voor ICT Juli 2012 - Operationele fusie Alles twee (of meer!) Twee strategieën Twee business modellen Twee architecturen Twee sourcing strategies Twee ICT-afdelingen Twee netwerken Twee voorkeuren. Enzovoort. Email-adres voor iedereen @rhdhv.com Eén nieuws site Integratie van Lync Messaging Koppeling van netwerk Samenwerking met Box Middellange ICT planning. Januari 2013 - Juridische fusie Eén financieel systeem voor NL Per juni ook United Kingdom Dus ook twee sourcing vendors 10
Twee grote sourcing partners September 2012 Update van sourcing strategy Voor Infrastructure Management & Service Desk Vergelijking scenario s Infrastructure Management December 2012 Keuze gemaakt Infrastructure Management Planning Exit & Integratie Januari 2013 Start Exit: Kick-off ( borrel ) met alle partijen! March 2013 Start Integratie April 2013 Vergelijking scenario s Service Desk Juni 2013 Op verzoek van Bestuur, onderzoek naar tevredenheid Succesvolle Exit & integratie van Infrastructure Management Afsluiting ( borrel ) met alle partijen 11,4 11,2 11,0 10,8 10,6 10,4 10,2 10,0 9,8 1. Early exit 2. Contract end 3. Contract renewal 1. Apply business objectives 2. Define delivery models (Demand) 4. How to get from: As-Is To-Be 3. Compose supplier landscape (Supply) Remarks Three steps toward a sourcing strategy (as a part of the integral ICT strategy) Total Apply business objectives into principals on: a. Outsourcing scope, b. Service delivery models and c. Supplier scenario Select service areas and support levels Define Modular Service Delivery model and growth stages Sourcing scenarios to restructure the Service providers landscape Page 2, Sourcing Strategy October/ November 2012 This outline of the As-Is situation will be verified and completed in detail and defines the Transition scope Critical path (orange balls) is defined by the GSA, Connectivity and the applications managed by Business Units (e.g. Verkeersburo) Gaps are IBM services that cannot be transferred due to intellectual property e.g. IBM tooling for System health checks Transformation elements (e.g. Exchange Online) are identified during Transition and become part of the ICT Merger Programme Page 6, 2012 Next steps and decisions ICT Strategy components ERP ICT platform Sourcing Compliance ICT organization Juli 2013 Keuze gemaakt voor Service Desk Oktober 2013 Exit & Integratie Service Desk Afscheid Service Desk medewerkers
Terug naar lange-termijn planning Improve user experience up to 8 by improving services & support, more robust project implementations & minimising integration pains Transform to Global (digital) Way of Working by working with Operational Excellence on improvements Innovate (and merge) through lifecycle maintenance to overcome integration pains and have a more constant flow of change Organise ICT for bridging technology demand and supply, bridging vendors and Business Lines 12
Tijdig voorbereiden: Planning 2014 is af Wordt gedeeld met sourcing partner Lifecycle ERP Merger Backlog Improvements -k / -k -k / -k -k / -k -k / -k -k / -k - - - - - - - - - - - 13
Vooruit kijken en roadmap delen Collaborate Internet Collaboration Web Presence Workspace Get Work Do Work Get Paid Add Value Run the Business Trusted Access Document (Content) Management ERP Design & Engineering Knowledge & Analytics Project Management Archive(s) S e a r c h A p p S t o r e M o b i l i t y Internal (social media) communications ( s ) Technology Technology Platform Data, Voice & Video Connectivity Device(s) 14
Samengevat Het gaat niet vanzelf! Wij hebben een serieus zware start gehad Duidelijke eigen in-huis taak voor regie Pas je organisatie en je mensen aan op uitbestedingsmodel Blijf in-charge Planmatig werken Duidelijke inrichting van beheer Duidelijke inrichting van projectmatig werken Werk samen Betrekken bij planning en besluiten op alle niveau s Voorbereiding samen doen Vraag om instemming en/of begrip van partner Besluit samen om zaken te doen On-shore team Wij hebben goede ervaringen met een on-shore team, wat ook zorgt voor de afstemming met off-shore. Volharding 15
> Questions & Answers 16