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© 2009 Cisco Systems, Inc. All rights reserved. 1
For The Data Warehousing InstituteMonday, February 23, 2009
David Hsiao, Director, Corporate Quality Metrics & Benchmarking
Naznin Shroff, Senior Manager, Global Supply Chain Management
Creating a Metrics-Driven Organization:Measure the Work and Work the Measures
© 2009 Cisco Systems, Inc. All rights reserved. 2
Metrics Driven OrganizationKey Elements
Culture Top to Bottom
Focus on Customer Success
No Boundaries; Cross-Functional
Data to Business Intelligence
Partnership & Framework
Internal Performance Measures
Governance
Customer Success
© 2009 Cisco Systems, Inc. All rights reserved. 3
Customer SuccessCommitment from the Top
John ChambersChairman and CEO, Cisco
Quality is doing what you said you would do, when you said you would do it.
Quality is never letting the customer down.
Quality is being accountable for the total customer experience.
© 2009 Cisco Systems, Inc. All rights reserved. 4
Customer SuccessFoundation of Cisco Culture
© 2009 Cisco Systems, Inc. All rights reserved. 5
Customer SuccessKey Investments
Systemic Repeatable Process Improvement,
Organizational Learning
Cross-Functional Quality Initiatives
Customer Expectations, Compliance, Metrics
and Benchmarks
Essential Quality Information
Customer Intimacy, Satisfaction Survey,
Advisory Boards
Listen to Our Customers
Delivering an Unrivaled Customer Experience
© 2009 Cisco Systems, Inc. All rights reserved. 6
Advisory Boards
Technical Assistance Center
Cisco Account Teams
Customer Survey
Executive Briefings
Customer Visits
Customer SuccessCustomer Listening Strategies
© 2009 Cisco Systems, Inc. All rights reserved. 7
Customer SuccessMeasurement Taxonomy
Valued Partnership
Customer focused
Technically innovative
Easy to do business with
Attitudes and
Perception
Experience
•Reliable products•Usability
•Performance
•Predictability
•Easy to deploy•Ease of Upgrade
•Timely problem
resolution
•Responsive
Account & Channel
Teams
© 2009 Cisco Systems, Inc. All rights reserved. 8
Align to Bellwether CustomersWorldwide Averages Hide Warning Signs
Qualify DeployRelease OperatePlan Develop Test
© 2009 Cisco Systems, Inc. All rights reserved. 9
Align to Bellwether CustomersCustomer-Specific Views Reveal Variance
Qualify DeployRelease OperatePlan Develop Test
© 2009 Cisco Systems, Inc. All rights reserved. 10
OverallSatisfaction
(nn%)
Increased Purchases
Price
(nn%)
Customer
Focused Image
(nn%)
Technologically
Advanced
Image (nn%)
Helps Business Succeed Image
(nn%)
Value(nn%)
Recommendations
Overall Products(nn%)
Hardware nn%Software nn%
Time to Deploy %
Upgrade Satisfaction %Reliability %
Technical Innovation %
Feature/Function %
Ease of Use %
Lead Time %Serviceability %
Performance %
Cisco Post-Sales Support %
Interoperability %
Technical Documentation % Acct Team Ability to Match to
Your Prob/Obj %
Network Security %
Product Training %
Partner Ability to Match to Your Prob/Obj %Partner Post-Sales Support %
Reliability %
Time to Deploy %
Technical Innovation %
Performance %
Lead Time %
Upgrade Satisfaction %
Feature/Function %
Interoperability %
Acct Team Ability to Match to
Your Prob/Obj %
Ease of Use %
Cisco Post-Sales Support %
Network Security %
Serviceability %
Technical Documentation %
Product Training %
Partner Ability to Match to Your Prob/Obj %
Partner Post-Sales Support %
Cisco Account Team(nn%)
Responsiveness %
Commitment to Your Business
Success %
Matching Prod/Svcs to Your Prob/Obj %
SE Skill Level %
SE Availability %
Communication – New Prod/Tech %
Cisco Post Sales Tech
Support (nn%)
Pre-Sales Channel Partner(nn%)
Cisco Order Management
(nn%)
Post-Sales Channel Partner(nn%)
Timely ProblemResolution %
POC Problem Resolution %
Acct Team Taking Care of Issues %
Professional Services %
Professionalism %Ability to Diagnose Problems %
Problem Escalation/
Management %
Telephone Support %
SLA’s Offered %Pricing Offered %
Timely Problem
Resolution %
Telephone Support %
TAC’s Ability to
Diagnose Problems %Spare Part Delivery/
Configuration %
Problem Escalation/
Management %
Effectiveness of TAC Website %
Advanced Services %
Trusted Advisor %Responsiveness %
Professionalism %
Matching Prod/Svcs to
Your Prob/Obj %
SE Skill Level %Acct Manager
Knowledge %
Impact on Business
Development %
Communication – NewProd/Tech %
Pricing Offered %
Reliable/ Dependable
Products Image(nn%)
Truly Loyal
Att
itud
e
High Risk Trapped
Accessible
Behavior
+
Š+
-
Truly Loyal
Att
itud
e
High Risk Trapped
Accessible
Behavior
+
Š+
-
Truly Loyal
Att
itud
e
High Risk Trapped
Accessible
Behavior
+
Š+
-
Truly Loyal
Att
itud
e
High Risk Trapped
Accessible
Behavior
+
Š+
Truly Loyal
Att
itud
e
High Risk Trapped
Accessible
Behavior
+
Š+
-
Loyalty
CSRM Satisfaction %
GCC Satisfaction %Ease of Placing Orders %
Meeting Promised Delivery
Date %
Promised Delivery Date
Meeting Request Date %Communication of Promised
Delivery Date %
People %
Time/Effort to Order
Prod/Svcs %Aligns w/ Business Needs %
Ease of Selecting
Prod/Svcs %
Ease of Post-Order Mgmt %
Customer SuccessDrivers of Loyalty
© 2009 Cisco Systems, Inc. All rights reserved. 11
Customer Advocacy
MetricsTeam Lead
Hardware Quality Metrics
Team Lead
Customer Experience
Metrics Team Lead
Software
Operations
Metrics
Team Lead
Software Quality Metrics
Team Lead
QDI Sponsors
• Hardware Field Metrics
• Mfg Process
• Case Mgmt
• Mfg Quality Information Portal
• Customer Experience Dashboard
• Customer Reliability Performance Metrics
• Voice of the Customer
• QDI Usage &
Performance Tracking
• Root Cause /
Preventative Fixes
• OBIEE / Siebel
Analytics
• Data Model
• Case Mgmt
• IT Support
IT Architecture, Tools &
Operational Excellence
Team Lead
• Exec Quality
Information
Portal
• Quality
Integrated
Hierarchy
• Software
Ad-hoc
Reporting
• Software
Quality
Metrics &
Operational
Dashboards
• Software
Products /
Components
Metrics
Mgr, Quality Metrics
Mgr, Software Business
Operations
Mgr, Quality Systems,
GSCM
Mgr, ITQDI Architect
Mgr, Software Quality
Mgr, Engineering
Dir, EngineeringDir, Software Operations
Dir, IT SupportDir, Software
QualityDir, Engineering
Quality
Dir, QualityData
Infrastructure
VP, Corporate Quality
VP, Sales Strat. & Planning
VP, Gbl Supply Chain Mgmt
VP, IT SupportVP, EngineeringVP, Software Quality
Software Business
Intelligence and Tools
Team Lead
QDI Steering CommitteeChair
QDI Core TeamCore Team Lead
QDI Sub-Teams
Quality Data Infrastructure (QDI) Collaboration- Operating Structure
• Customer Satisfaction Dashboard
• Technical Assistance Center Dashboard
• Customer Assurance Program
Mgr, CustomerAssurance
Dir, Technical Support
VP, Technical Support
• Software Bug
Database and
Dashboard
• Software Release
Health Dashboard
• Engineering Business
Intelligence
• Software Contracts
Management
Reporting
Business IT & Tools
© 2009 Cisco Systems, Inc. All rights reserved. 12
From Data to Business Intelligence
© 2009 Cisco Systems, Inc. All rights reserved. 13
Topology of the Enterprise BI Infrastructure
Source Systems
Common DimensionsData Model - Single
Source of Truth Tier
Data Extract & Business
Rules Engine
Product
Customer
Time
Supplier
Organization
Roles
CMGeography
Others
…
•Customer Sat. & Loyalty
•Bookings & Shipments
•Install Base
•Service Contracts
•TAC assistance calls
•Service Requests
•Product Returns
•Hardware Defects
• Software Defects
•Others…
Incremental Development
3.0
2.0
1.1
1.0
© 2009 Cisco Systems, Inc. All rights reserved. 14
Data Model- Single
Source of Truth Tier
Data Extract & Business
Rules Engine
3.0
2.0
1.1
1.0
Incremental Development
Topology of the Enterprise BI Infrastructure
Internal and External Users
Scorecards and Predictive Capabilities
Dashboards and Standardized Reports
Highly Iterative Model
Analytics Framework
Sales and
Marketing
Suppliers
Customer
AdvocacyEngineering
Customer
Service
Corporate
Quality
Global Supply
Chain
Management
Research &
Development
© 2009 Cisco Systems, Inc. All rights reserved. 15
The Partnership & Framework
© 2009 Cisco Systems, Inc. All rights reserved. 16
Business and IT Partnership model
•Strong partnership and commitment between the BI Steering committee and IT
•Co-development of the BI System development lifecycle methodology
•Well defined internal SLAs and metrics for Delivery, Operations excellence and Performance efficiency
•Strong Business and IT alignment with external vendors for ongoing feature set development
© 2009 Cisco Systems, Inc. All rights reserved. 17
Organizational Change Management
Identify stakeholders, requirements,
assess business readiness
Design the solution
Validate the solution
functions as required
Verify solution meets the customer’s
needs, exercise change control
Release solution to
general availability, training and
support
Building Pervasiveness into the Framework:Organization Change Management Methodology
Define Requirements
Design Validate DeploymentPilot/UAT
Fail to plan, plan to fail
Carl W. Buechner
Success is complete
stakeholder adoption
Adoption
© 2009 Cisco Systems, Inc. All rights reserved. 18
Building the Framework:Data Quality and Audits
© 2009 Cisco Systems, Inc. All rights reserved. 19
Building the Framework: Metadata management and Data Governance
© 2009 Cisco Systems, Inc. All rights reserved. 20
Building the Framework: Common Navigation
© 2009 Cisco Systems, Inc. All rights reserved. 21
Building Agility into the Framework
Holistic visibility and alignment with Business models, transformations
Incubate new concepts via prototyping
Iterate around UI and Dashboard development
Evolve to a Managed BI environment leveraging best of SSOT and UI flexibility
Image taken from:http://www.bbc.co.uk/cumbria/content/image_galleries/barrow_aircraft_carrier25072007_gallery.shtml?2 Crown Copyright/MOD 2008
© 2009 Cisco Systems, Inc. All rights reserved. 22
The Development Life Cycle: Sandbox and Enterprise environmentsEnterprise Gates
Concept Build Concept Ratification
Core Team
Gate BC CC
Proto/Pilot
Review and CC
for Enterprise
deployment
EC DC RR GO LIVE
Approval fromSteering
Committee
Core Team
(QCT)
Core Team
(QCT)Core Team (QCT) SME Team SME Team
Steering, Core,
Portfolio, SME team
UAT review
Architectural alignment/Prototype
Initiation where applicable
OCM Review
QDS Technical Architecture team
Core Team (QCT) - Inform
Core Team
Steering Comm.
Core Team and Technical Teams
Core Team
Core Team
Image Source: www.agilemodeling.com
Concept Implementation
Dashboards and Standardized
Reports
Highly Iterative Model
Governance and Change Management
Scorecards and Predictive
Capabilities
© 2009 Cisco Systems, Inc. All rights reserved. 23
Measure Field PerformanceThe Customer Experience Dashboard
Sample Data Only
Iterative Dashboard Development methodology
Innovative model for iterative dashboard development by business teams
© 2009 Cisco Systems, Inc. All rights reserved. 24
Sample Chart Managed BI Solutions
© 2009 Cisco Systems, Inc. All rights reserved. 25
Sample Chart
www.agilemodeling.com
Managed BI Solutions
© 2009 Cisco Systems, Inc. All rights reserved. 26
Measuring the Framework:Internal Performance Measures
© 2009 Cisco Systems, Inc. All rights reserved. 27
Platform Adoption: Unique users
© 2009 Cisco Systems, Inc. All rights reserved. 28
Platform Adoption: Number of Hits
© 2009 Cisco Systems, Inc. All rights reserved. 29
Internal Client Satisfaction Scores
Operations Excellence
© 2009 Cisco Systems, Inc. All rights reserved. 30
Accomplishments and Industry Accolades
Awarded Industry Best in Class in the Enterprise BI category
BI Framework designed for agility linked to Performance Management
Single point compliance enablement for Sarbanes-Oxley, ISO and TL9000
Unified Platform for external partners to drive continues improvements
Pervasiveness and Adoption:~3500 users, ~70,000 hits per quarter
Internal Customer Satisfaction scores:
–Project delivery: 4.2 out of 5
–Operations Excellence: 4.85 out of 5
© 2009 Cisco Systems, Inc. All rights reserved. 31
Leveraging Business Intelligence for Customer Success
© 2009 Cisco Systems, Inc. All rights reserved. 32
House of QualityIdentifies Improvement Impacts
CustomerExp Metrics
Cust Found DefectsDOA
RMA / MTBFHA / Outage
Service RequestOn Time Delivery
Defect DensityRelease Quality
SW DPM
Quality Initiatives
Failure AnalysisQuality Plans
DesignPhase Containment
System TestingRelease MgmtDiagnostics
CompensationCommunication
Customer Needs
SW QualityHW Quality
ArchitectureEase of Use
CommunicationPartners
Order FulfillmentSupportService
Acct Teams can better manage expectations with objective
Customer Experience measures
Executive Sponsors can
evaluate effectiveness of
initiatives portfolio
Infrastructure Teams can
improve measures of
Customer Experience
© 2009 Cisco Systems, Inc. All rights reserved. 33
Governance and PrioritizationOrganic Collaboration Model
Line of Business
SEGMENTED GO TO MARKET
ENT
COMSP
MarketingChannels IBSG
Services / Support
Manufacturing
Sales
Finance / Legal / HR
BusinessDevelopment / Alliances
Command / Control
Command and Control
Collaboration and Teamwork
COLLABORATION and TEAMWORK
IBSG SalesMarketing
Channels
Manufacturing
Finance /Legal / HR
Business Development / Alliances
Services/Support
2001
2005
2009
CDO
CDO
© 2009 Cisco Systems, Inc. All rights reserved. 34
Governance & PrioritizationHierarchy of Roles
• Long-term corporate strategy
• Allocation of corporate resources
• Accountable to CEO
• Issues affecting councils or functions
• Alignment of cross-functional teams
• Accountable to councils and/or functions
• X-functional issues that materially affect Cisco; e.g. business strategies, big bets, company productivity
• Champions investments and/or priorities
• Alignment of cross-functional resources
• Accountable to Operating Committee
• Specific near-term issues
• Execution or targeted initiatives
• Accountable to boards, functions, or councils
Lo
ng
evit
y
OC
Councils
Boards
Working Teams,e.g., Task Forces,
Tiger Teams, PMOs etc.
© 2009 Cisco Systems, Inc. All rights reserved. 35
Customer SuccessLinks Directly to Compensation
CompanyPerformance
Individual Customer
• Revenue Targets
• Profitability
• OPEX / CAPEX
• Annual Customer Satisfaction Survey
• All Customers
• All Markets
• All Technologies
• MBO’s
• Market Results
• Team Results
• Teamwork & Collaboration
Cisco Bonus =
Applies to all staff
© 2009 Cisco Systems, Inc. All rights reserved. 36
Customer SuccessHistory of Customer Satisfaction
Source: Cisco annual survey; measured on a scale of 1 to 5 in fiscal years
1995 20081996 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007
5
3
3.984.01 4.06
4.154.22
4.33 4.334.30 4.33
4.37 4.37 4.364.41 4.44
10+ years of history—formally tracking customer satisfaction
Central part of Cisco’s culture
Customer satisfaction tied to the bonus plan
© 2009 Cisco Systems, Inc. All rights reserved. 37
Metrics-Driven OrganizationKey Take Away Messages
• Listen to Customers• Align to Bellwether Customers• Link Internal Process Measures ->
Customer Experience -> Revenue • Leverage Scalable, Actionable
Single Sources of Truth• Establish Cross-Functional
Governance for Initiatives• Reinforce Culture through
Rewards & Recognition
© 2009 Cisco Systems, Inc. All rights reserved. 38
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