ganesh kashyap, dowling - service value chain

Th S i V l Ch iThe Service Value ChainBalancing value-creation and economies-of-scale

Presented by: Ganesh Kashyap

An ASG Group Company

The Shared Services balancing actAn ASG Group Company

Business???

Business partner

Least cost providerStandardisedTailored

www.dowlingconsulting.biz

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Business???

Business partner


• Limited menu• Pre‐packaged

C i• Counter service• Lower prices


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Business???

Business partner



C i

• Extensive menu• Tailored

T bl i • Counter service• Lower prices

• Table service• Higher prices


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BusinessIs it

Business partner

Least cost providerStandardisedCustomisedpossible

to doto do both


C i

• Extensive menu• Tailored

T bl i both well?

• Counter service• Lower prices

• Table service• Higher prices


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If Shared Services were a restaurant…An ASG Group Company

How would you define these different levels of service?‐ Please take 10 mins to discuss!


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The “restaurant” SS operating modelAn ASG Group Company

Customer facing

• Value• Flexibility• Choice

Customer Engagement

Café Menu

Fast Food Menu

Fine Dining Menu

Service Engagement

Kitchen

Internal operations

Service F lfill t

• Efficiency• Cost• Control

Kitchen Menu


Kitchen

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Fulfillment

Operating Model ExplainedAn ASG Group Company

Decouple “Kitchen” from “Dining Room”

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Decouple Kitchen from Dining Room(Service Fulfillment vs Service Engagement vs Business Engagement)

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Head Chef owns “Kitchen Menu” and “Cooking Methods ”(Service Engagement owns Technical Catalogue, OLA, Workflows and Costs )

Manager owns “Customer Offer” and “Service Methods”(Business Engagement owns Business Catalogue and Prices)

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Dining Room shapes “Experience”4


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g p p(Business Engagement owns Value Creation, SLA and Customer Satisfaction)


Decouple “Kitchen” from “Dining Room”

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Decouple Kitchen from Dining Room(Service Fulfillment vs Service Engagement vs Business Engagement)

• Focus of the Service Engagement Manager is to represent• Focus of the Service Engagement Manager is to represent the capabilities of service fulfillment (i.e. the kitchen)

• Focus of the Business Engagement Manager is to represent the needs of the customer

• Together, they define and evolve the offer to the customer


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Head Chef owns “Kitchen Menu” and “Cooking Methods ”

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Head Chef owns Kitchen Menu and Cooking Methods(Service Engagement owns Technical Catalogue, OLA, Workflows and Costs )

• Technical Service Catalogue commits to an OLA and draws• Technical Service Catalogue commits to an OLA and draws upon component services (i.e. “ingredients”).

• Technical Services are fulfilled by assets, people and lean workflows that have to be standardised

• Transparency over the service fulfillment cost is essential


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Manager owns “Customer Offer” and “Service Methods”

3

Manager owns Customer Offer and Service Methods(Business Engagement owns Business Catalogue and Prices)

• Business Catalogue describes services in the customer’sFast Food • Business Catalogue describes services in the customer’s language, as a business outcome at a define SLA

Menu

Café Menu

• Customer experience is shaped by engagement methods and customer service workflows

• Price is determined by the Total Cost to Serve (i.e. kitchen costs plus dining room costs)


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costs plus dining room costs)


Dining Room shapes “Experience”

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Dining Room shapes Experience(Business Engagement owns Value Creation, SLA and Customer Satisfaction)

• Business Engagement and Service Engagement work• Business Engagement and Service Engagement work together to evolve the “offer” to the customer

• A new “offer” could mean:• A different SLA on an existing Business service; OR

b h l• A new Business service, combining existing Technical services; OR

• A new Technical service, slight change to existing Workflow; OR

• Totally new Workflow


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SummaryAn ASG Group Company

• It is possible to do both!It is possible to do both!

Business partner

Least cost idStandardisedTailored

1 Get your operating model right by separating out Service Fulfillment from Service

partner providerStandardisedTailored

1. Get your operating model right by separating out Service Fulfillment from Service Engagement and Customer Engagement

2. Know the difference between a Technical Catalogue and a Business Catalogue

3. Remember, there are multiple ways in which to tailor an “offer” and not all come at the expense of workflow standardisation.

4. But commercial discipline and cost‐transparency is essential for this balancing act to


p p y gwork in practice

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Thank-you!An ASG Group Company

• Q & A

• Contact details:• Contact details:Ganesh KashyapDirector, Dowling Consulting irector, owling ConsultingEmail: [email protected]


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