managing a multi-cultural itsm environment
TRANSCRIPT
Managing a multi-cultural ITSM environment A personal journey
October 2015
Agenda
1. Background
2. Initial Approach
3. Lessons Learned
4. If at first you don’t succeed
5. Summary
Background
o 16 March 2009 - Connell Wagner (Pty) Ltd, one of Asia Pacific’s largest and most experienced multi-disciplinary infrastructure consulting companies, Africon (Pty) Ltd, South Africa’s largest privately owned infrastructure consultancy, and Ninham Shand (Pty) Ltd, one of South Africa’s most established engineering and environmental consultancies, have today confirmed that they have come together to form a new multi-disciplinary global group.
o The newly created group, called Aurecon, will provide professional technical services on large scale integrated infrastructure projects to clients across Europe, Middle East and Africa (AME) and Asia Pacific (APAC). Given the geographical reach of Aurecon’s operations, the global group will be headquartered in Singapore and employ over 6700 people across 87 offices in 28 countries.
Agenda
1. Background
2. Initial Approach
3. Lessons Learned
4. If at first you don’t succeed
5. Summary
Current versus Target State
Roadmap
1. Implement standard ERP Tool and reporting processesreplace local tools with BST Global
2. Centralise Service Desk and Support in MelbourneReduce onsite support
3. Implement Standard ITIL processesNo prior documentation, or rules for prioritisation, escalation, knowledge management
4. Standardise all Hardware and Software solutionsLeverage economies of scale and reduce support costs
5. Adopt PRINCE2 for all internal projectsNo standardisation in IT Project Management
Agenda
1. Background
2. Initial Approach
3. Lessons Learned
4. If at first you don’t succeed
5. Summary
Necessary But Not Sufficient
Lessons Learned
1. Tool selection process should include performance testing for all locations
2. Matrix reporting structures were not successful in Thailand and Vietnam
3. Corporate Processes can stifle local agility
4. Corporate Information Systems can drain local profits
5. A single implementation plan is not sufficient for each country (maturity)
6. Centralising Service Desks loses “local touch”
7. Australian work ethic is vastly different to Asian (Beer o’clock)
8. IT needs to be included in the due diligence exercise for acquisitions
Agenda
1. Background
2. Initial Approach
3. Lessons Learned
4. If at first you don’t succeed
5. Summary
IndiaE.g. Maharaja Mac
Hong KongE.g. Rice Burger
NetherlandsE.g. McKroket
Services...Analogy
Mc Donald'sRegional
Distribution‐Executionof global standards‐Distribution and mgtleverage‐ etc
Mc Donald'sHQ
Global ‐ Policies‐ Quality criteria‐ Branding‐ Recipes‐ Equipmentstandards
‐ etc
FranceE.g. Le croque
Some considerations‐ Standard Menu‐ Localised specials‐ Local need forcustomer alignment& profit
+
Local VariationRegional
Service ManagerGlobal
Service Owner
What stayed the same
• Service Desk centralised in Melbourne¹
• Standard ITIL processes for Incident, Problem, Change²
• Standard Desktop Operating Environment³
• Standardised reporting format⁴
• Standard ITSM tool for ticket visibility, escalation and faster resolution times (Event Management)
• Standard policy and process for Knowledge Management
• Adoption of PRINCE2 for internal projects
Local Variations
Allow onsite support to be managed locally for low cost countries¹with limited access to corporate systems
Local Change Model²for changes up to $**
Allow local offices to purchase hardware locally³as long as it meets corporate specifications
Allow local variations for ERP solutions⁴but ensure they can deliver standardised reporting
Reintroduce local line managers in countries that have a traditional king-culture although local manager is effectively a liaison to matrix competency owners
Agenda
1. Background
2. Initial Approach
3. Lessons Learned
4. If at first you don’t succeed
5. Summary
Put careful thought into the value of each control Ask yourself; is it really the ‘tool’, or ‘process’ that is
important? Or the quality and value of the output?
Summary
Local entities want guidance and support, not “policing”.
It is easy to kill profitable businesses with too much control, so adopt and adapt where it makes sense.
Thank You!
For further info on related course/s, please seehttp://www.iss.nus.edu.sg/ProfessionalCourses/CourseCatalogue.aspx
Jamie DonoghueDirector and Principal [email protected]