3gamma Från traditionell IT-leverans till modern, processtyrd tjänsteleverans i en multi-sourcing miljö. Peter Wahlgren, September 2013

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1 3gamma Från traditionell IT-leverans till modern, processtyrd tjänsteleverans i en multi-sourcing miljö Peter Wahlgren, September 2013

2 Vem är Peter Wahlgren? VD & Konsult på 3gamma sedan 2008 AstraZeneca Förändringsledning - IT Management PA Consulting Konsult People & Org Change => IT outsourcing CANEA konsult Processledning PhD i Fysik Chalmers 1998 Civ. Ing Teknisk Fysik, Lund

3 3gamma is an independent consultancy firm specializing in IT management 3gamma short facts Gothenburg Manchester Helsinki Stockholm Malmö New Jersey Bangalore We are an independent consultancy firm specializing in IT management We offer practical, results-oriented advisory and consulting services based significant IS/IT experience We can assist any organization through the entire IT sourcing life-cycle, enhancing IT effectiveness and improving operational efficiency We are 100 consultants in Stockholm, Gothenburg, Malmo, Manchester, Helsinki, New Jersey and Bangalore 3

4 Great business deserves great IT At 3gamma, we believe that great business deserves great IT Mission We help our clients design and implement world-class IT functions fully tuned-in with their current and future business objectives IT Strategy and governance We assist our clients in creating and operating lean, efficient and fit-for-purpose delivery processes that support the day-to-day activities of their business IT Sourcing IT Operational Excellence We support our clients in delivering their mission-critical IT initiatives with sustained change IT Project Management and Delivery 4

5 We support customers across a wide spectrum of industries. Manufacturing industry Public & nonprofit Bank and insurance Retail pharmaceutical 5

6 Varför är 3gamma med på ITSM konferensen? Information Processledning Affärsnytta Tjänsteorientering GREAT BUSINESS DESERVES GREAT IT 6

7 En framgångssaga om tjänsteorientering Lärdomar från ett multinationellt företag som arbetat med ITSM i många år. Ett neutraliserat exempelföretag som arbetat med ITSM Relativt moget och mycket stort Resa och lärdomar bra & dåligt How to get ITSM Happy! Inte viktigt vilket företag, eller vilken bransch. Det finns många exempel med motsvarande lärdomar! 7

8 Starting point for our journey late 1990 s Typical multinational firm in post-merger situation 8

9 Business movements between Typical multinational firm in post merger situation Business Integration Divestments Outsourcing & Off-shoring Growth in Asia Acquisitions 9

10 ITSM vision of the future in 2000? The vision was not clear, but there was a clear strategic direction Problems Large and growing IT spend Questionable value for money Strategic direction Introduce control and good business practice Industrialize IT delivery 10

11 ITSM vision of the future in 2000? The vision was not clear, but there was a clear strategic direction Problems Large and growing IT spend Questionable value for money Strategic direction Introduce control and good business practice Industrialize IT delivery 11

12 The starting era Service Orientation Very low. Common Mail & WAN Processes Local by local delivery teams ITSM Tools Governance Organization Multiple & low coverage Line decisions Functional alignment A traditional Infrastructure outsourcing was signed in 2001, including, Clients, Data Centers, and Support Sourcing In-house Local providers 12

13 The first pain Service Orientation Processes Very low. Common Mail & WAN Local by local delivery teams Low. Supporting Infra Services 1. Local 2. Infra-vendor claiming IP ITSM Tools Multiple & low coverage Start to integrate with Infra-vendor Governance Line decisions Federation Boards Organization Sourcing Functional alignment In-house Local providers Functional alignment + Global Infra In-house apps Sole-sourced Infrastructure 13

14 Making it work Service Orientation Very low. Common Mail & WAN Low. Supporting Infra Services Starting to use language of service Processes ITSM Tools Governance Organization Local by local delivery teams Multiple & low coverage Line decisions Functional alignment 1. Local 2. Infra-vendor claiming IP Start to integrate with Infra-vendor Federation Boards Functional + Global Infra governance Strategic choice to deliver according to ITIL best practices The Infrastructure Strategic outsourcing choice to was manage internal tool renegotiated in 2008 to become more effectbased - this included a stricter delivery model and integration to other services Structured decision making Local budgets 1. Functional orgs 2. Global applications org 3. Central Infrastructure gov Sourcing In-house Local providers In-house apps Sole-sourced Infrastructure Investigate application sourcing Refining Infrastructure 14

15 Application sourcing Service Orientation Very low. Common Mail & WAN Low. Supporting Infra Services Starting to use language of service orientation Service orientation not critical in the governance of IT Processes Local by local delivery teams 1. Local 2. Infra-vendor claiming IP Strategic choice to deliver according to ITIL best practices Mostly ITIL based processes, centrally governed ITSM Tools Multiple & low coverage Start to integrate with Infra-vendor Strategic choice to manage internal tool Common tool for application and infra teams Governance Line decisions Federation Boards Structured decision making Local budgets Structured decision making Local budgets Organization Functional alignment Functional + Global Infra governance 1. Functional orgs 2. Global applications org 3. Central Infrastructure gov 1. Functional orgs 2. Global applications org 3. Central Infra & App gov Sourcing In-house Local providers In-house apps Sole-sourced Infrastructure Investigate application sourcing Refining Infrastructure 1. New sourced Infra 2. Multiple waves of application sourcing 15

16 Application sourcing Service Orientation Very low. Common Mail & WAN Low. Supporting Infra Services Starting to use language of service orientation Service orientation not critical in the governance of IT Processes Local by local delivery teams 1. Local 2. Infra-vendor claiming IP Strategic choice to deliver according to ITIL best practices Mostly ITIL based processes, centrally governed ITSM Tools Governance Organization Multiple & low coverage Line decisions Functional alignment Start to integrate with Infra-vendor Federation Boards Functional + Global Infra governance Strategic choice to manage internal tool Structured decision making Local budgets 1. Functional orgs 2. Global applications org 3. Central Infrastructure gov In 2012 the sole sourcing for infrastructure was replaced by a Multi- Sourcing (in addition to the significant off-shored application deliveries already in place) Common tool for application and infra teams Structured decision making Local budgets 1. Functional orgs 2. Global applications org 3. Central Infra & App gov Sourcing In-house Local providers In-house apps Sole-sourced Infrastructure Investigate application sourcing Refining Infrastructure 1. New sourced Infra 2. Multiple waves of application sourcing 16

17 Service Integration in Multi-Sourcing Service Orientation Very low. Common Mail & WAN Current status 1. Clear components and understanding of dependencies 2. Strong service orientation is not deemed critical in the delivery of IT Processes Local by local delivery teams 1. Centrally governed ITIL based processes 2. Other deliveries of services ITSM Tools Multiple & low coverage 1. Common tool for all major application and infra teams. 2. Challenge in setup with new small vendors and cloud services Governance Line decisions 1. Structured decision making 2. Local budgets central planning Organization Functional alignment 1. Functional demand organizations 2. Global Service Integration (partly sourced) 3. Central governance of major vendors Sourcing In-house Local providers 1. Multi sourcing for applications and infrastructure 2. Niche providers allowed to compete 3. Cloud services 17

18 Are we working towards the ITSM vision of 2000? The vision was not clear, but there was a clear strategic direction Problems Large and growing IT spend Questionable value for money Strategic direction Introduce control and good business practice Industrialize IT delivery 2013 Status Better: Cost Control Alignment of IT investments to business requirements Transparency in Decisions Delivery models Sourcing 18

19 Lessons learned What are the key learning's for the >10 year journey? Failures What doesn t work >10 Service Catalogue Projects that have failed >5 CMDB initiatives that have failed Too large dependency on vendor bespoke delivery models Outsourcing vendors to manage other vendors Understand performance in a few KPI s Realize the complexities in the change dimensions: ITSM Sourcing Governance Organization Maybe you can choose what area that can drive change? What does work! Evolution of ITSM Pragmatism in implementing Service Orientation Delivery processes ITSM tools Measurements Drive suppliers not the other way around 19

20 So what do we expect in the future? Is there a full solution and final stage that we can visualize? We expect to see more of: Service Integration of different components, delivery models and suppliers Flexibility in sourcing Agility and adaptation of agile methods Combine ITIL and Scrum etc. Implementation approaches Less large all-inclusive big-bang projects, but rather evolution of ITSM Pragmatisms and flexibility as guiding stars Change takes time! We cannot possibly foresee the services that our business wish to consume in Be agile, stay focused and drive improvements! 20

21 Applicerbarhet för mindre organisationer? Vi kan lära oss av exemplet för framtiden och för mindre organisationer Förändringsledning Det finns många olika dimensioner som kan vara ledare i förändring (sourcing, processer, tjänster, organisationer, governance) Samtliga delar måste följas åt Tro inte att man kan finna the Silver Bullet Förändring tar tid Några råd på vägen Skapa en tydlig strategisk riktning (inte en fix plan) Var flexibel och opportunistisk Inspireras av best practice och andra organisationer som gör bra saker Driv din agenda (inte dina leverantörers) 21

22 Tack för er tid! Frågor? Peter Wahlgren PhD, CEO 3gamma Great business deserves great IT Nils Ericsonsplatsen 7, Göteborg, Sweden Post address: Drottningtorget 5, SE Göteborg, Sweden Mobile:

23 Group Head Office: 3gamma Group Drottningtorget 5 SE Göteborg Sweden Phone: Stockholm: 3gamma Sweden AB Drottninggatan SE Stockholm Sweden Phone: Göteborg: 3gamma Sweden AB Drottningtorget 5 SE Göteborg Sweden Phone: Malmö: 3gamma Sweden AB WTC Teknikportalen Skeppsgatan 19 SE Malmö Sweden Phone : Jönköping: 3gamma Sweden AB Östra Storgatan 67 SE Jönköping Sweden Phone: Finland: 3gamma OY Sentnerikuja 2 FI Helsinki Phone USA: 3gamma Americas LLC 4 Rupells Road Clinton, NJ USA Phone: England: 3gamma Ltd Suite D, Silk Point Hulley Road Macclesfield Cheshire SK10 2LL Phone India: 3gamma Consulting India Private Ltd c/o Swedish Trade Council Kheny Chambers #4/2 Cunningham Road Bangalore Phone:

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