RICHARDbSCOTT

iCreating Mobile Services for a Global Player - Cutting Costs, Securing Results

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"Every department seems to have a 'piece' of wireless. How can I get all these fragments working together for the good of the enterprise?"

As an end-to-end service wireless can deliver seamless, secure access to the information people need to do their job - wherever they may be.

At least that's the theory. The reality is that most organisations have ad hoc wireless initiatives taking place in different silos scattered around the organisation - WLAN, Blackberries, handhelds, extended enterprise applications, smartphones, email, etc.

The solution is organisational - understanding the distinction between development and operations, defining processes, creating services and rationalising technologies.

  • Operations, IT, telecoms, admin - who should be running mobile services?
  • How much can we save by re-organising wireless services across the organisation?
  • How do we agree organisationally on operating and technology standards ?
  • What service levels are appropriate and who will be playing what role?

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Case Study

This international investment bank wanted to take control of their many mobile services across Europe and the US.

Over time, multiple un-coordinated wireless functions had sprung up. Various departments ran different disconnected wireless initiatives within and across national boundaries. The result was service incompatibilities, security exposures and excessive expense.

Richard was hired to consider the bank's wireless strategy from a financial, operational and technological perspective - and then to create a new wireless services group capable of delivering results globally.

How RICHARDbSCOTT Helped

A key challenge would be to rationalise the different responsibilities from the current management silos in which they had evolved. Corporate Services, Infrastructure, Procurement, IT, as well as multiple operating subsidiaries - all vying to control mobile services for the bank.

The first step was to identify who the key internal customers were throughout the organisation and to secure their buy-in for a new mobile services proposition. These influential internal customers were then invited to be members of a Client Steering Committee for the proposed new service through which all existing internal project funding would now flow.

Securing participation of the various providers would be more challenging. With the support of senior management, Richard was appointed Chair of a new Global Mobile Services Committee representing 'suppliers' from different departments and subsidiaries. They would be responsible for reaching consensual service standardisation and technological inter-operability.

With both organisations in place the hard work of merging, deleting, creating and prioritising projects, roles and services began.

The Client Services Committee identified, prioritised and submitted their requirements to the Mobile Services group. The Global Mobile Services group in turn defined the coherent organisational changes they needed to implement in order to respond to the Client Services Committee with comprehensive service solutions.

Results

Over a period of 12 months mobile-related costs were reduced by 30%.

A clear distinction evolved between solution development and service delivery. Development of any given project would be formed by an ad hoc team comprised of individuals selected by the Global Mobile Services group, while deployment and delivery became merged with IT Operations.

As a result, in spite of a smaller budget, more client-requested mobile services were created and delivered to clients within SLA limits across both Europe and America.