Delivering Customer Aligned Service ExcellenceDelivering Customer Excellence in:

• Business & Operational Services• IT Services• Thought Leadership & Training

Company PresentationApril 2014

1

Content• Vision• History • Strategy• Differentiators • Services• Social Agenda• Future• Testimonials

2

Vision

We inspire individuals and organisations to work more effectively and efficiently, whilst solving some of the more pressing problems for the organisation. As a leading supplier of business, operational and IT change services we aspire to offer exceptional service levels that are consistently above those of our competitors. We believe that the customer agenda should drive everything we do and are conscious of our need to offer next practice solutions as well as the currently accepted “best in class”.

3

Paul Singh, CEO Netforte

HistoryWe have training and consulting clients in 45 countries. We have delivered more than 300 million GBP in change benefit for our customers.

Founded in 2006, specialists in Operational Excellence, Customer Centricity, international IT services and outsourcing, with over 130 staff around the world and an annual turnover of over 15 Million GBP.

Possessing comprehensive, unique & highly sought after capabilities has established us as a major player

4

5

2011 2012 2013 2014

0 €

2,000,000 €

4,000,000 €

6,000,000 €

8,000,000 €

10,000,000 €

12,000,000 €

14,000,000 €

16,000,000 €

Revenue and Customers (Euro)

20142011

History

Traditional Market Leaders 2014

Change Focus Symptom, defect, painMove to “cheaper, faster, better”

Point of Failure, Cause of WorkSuccessful Customer Outcome

Processes Complex and output aligned Appropriately SimpleEvery process aligned to customer outcome

Measures of Success Internal and related to problem Corporate and Outcome Success MeasuresCustomer specific KPIs

Customer/process/employee KPIs aligned

Change Methods Slow, complex, reductionist focus Foster resistance

Rapid, domain of all, inclusive

People ControlledCore competency focussed

Empowered & MotivatedCustomer Outcome focus

Structure Hierarchy/Functional

“Command & control”

TeamInfluence over power

Systems PrescriptiveFeature/function/technology driven

AdaptiveProcess & Outcome driven

Measurement Activities Outcomes

Role of Customer End of chainSegmented, Outside Organisation

Inclusive i.e. domain of allIndividual, Outcome Focus

Preparing for the Future Extrapolating the past Extending the Customer Experience

Innovation Domain of the “gifted” few“Hit and Miss” and often no focus

Expanding the Customer ExperiencePotentially the domain of all

6

Training:

• Lean Six Sigma for service

• Advanced BPM methods

• Customer Expectation Management

Thought Leadership Research Centre into next practice

approaches Developing new advanced BPM,

customer centricity & innovation methods

White papers, articles and blogs Conferences, seminars and webinars

Training and Thought Leadership

Driving operational excellence and continuos improvement initiatives

Developing customer strategies and driving through to operational and process change

Customer experience management BPM and Lean Six Sigma deployments Project and programme management

Business and Operational Services

Managed Services Integrated functions Integrated managed functions Outsourcing

Kaizen Services Kaizen evaluation & grading system Kaizen office

Efficiency Services Efficiency base scorecard IT efficiency office Rapid efficiency assessment

IT Services

7

StrategyKey Factors and Elements Characteristics of Service ExcellenceCustomer Outcome Focus Move every project and process closer to the customer in terms of desired outcome and experience

associated with that outcome. An outcome based approach will always supersede simply “solving the problem”

Next Practice Deliverables “Core” projects and processes should always consider the implications of Next Practice as part of planning for “tomorrow”. Best in Class is easily copied and should represent only the start point

Shared Risk & Reward Introduce the concept of shared risk /reward in structuring commercial propositions. Shared project KPI’s to better fosters the 1 team approach. Move away from activity based (charge by the day) deliverables

Best in Market Expertise Specialist expertise selected, delivering the best possible outcome, not what is just available “on the bench”

Resource Independence Creation of transparent delivery and information framework rather than rely on individual stakeholder or resource skills. Person reliance threatens resilience and is a significant risk to both partner and customer as there is a risk of de-stabilisation long term.

Alignment to Vodafone Way Trust, mutual respect and integrity aligned to the Vodafone way is key to team morale and productivity.Project outcomes are threatened without these supporting core people skills.

Consistent Projectisation of Assignment

Clearer structures and communication with the appropriate level of supporting detail will help sponsors, stakeholders and partner resources to work in the most effective manner. Critical to trust.

Transparency and Structure Project Documentation follows a clear structure and format , that stakeholders can quickly navigate and understand. A document repository should be an agile tool to help stakeholder and customer, not a “sitting place” for paper and data.

8

Shared Risk &Reward

Best in MarketExpertise

Resource Independence

Alignment toVodafone Way

Next Practice Deliverables

ConsistentProjectisation

Transparency &Structure

Customer Outcome

Focus

Partners and Customer need to be

much more closely aligned

DifferentiatorsThe problems in today’s corporate worldcannot be solved by adopting traditionalService Delivery approaches

The scale of opportunity is massive!!Most companies, even those that have been optimised many times are sitting on25% to 50% redundant cost base & missed revenue opportunities!!

9

Motivation & EmpowermentRemoving the

barriers

Customer to Employee

Success Measures

Rapid & Agile Approaches to Process Change & Deployment

Successful Customer

Outcomes and Experience

driving every process

Aligning to the New Paradigm

STRUCTURED ROLL OUT

Priority Defined by Customer and Company Outcome Adaptive VoC and VoE at every step

EMPOWERMENT, MOTIVATION, CAPABILITYLean Six Sigma for Service Operation Diagnostics

PROOF OF CONCEPT & RISK MITIGATIONRapid Training Proof on selected processes

• Enables proactive outcomes, not reactive symptom fixing• Drives customer centricity strategy • Aligns directly to the Vodafone way• Gives ability to scale globally , whilst mitigating risks• Extends employee capability and innovation• Focused on “Right First Time”

10

Social Agenda

11

Economic

• Business Excellence• Risk Management &

Mitigation• Customer Outcome &

Satisfaction• Governance & Compliance

Social

• Training & Development• Integration• Empowerment• Motivation• Health & Safety• Rewarding work environment

Environmental

• Support clients with their environmental targets

• Environmental conscious behaviour

• Reducing unnecessary consumption

Economic

Social

Environmental

Future Perspective

1. Further invest in building a lean operating organisation to maximise value to customers

2. Invest in social initiatives for the betterment of the larger community

3. Contribute to seminars and conferences with thought leadership ideas

4. Build internal expertise in new generation ideas

INTERNAL PERSPECTIVE

1. Close collaboration with customers to obtain best resources required for required project roles

2. Continued focus on selecting best in market rather than what is available on the bench

3. Cross training most important resources in new initiatives

4. Reward key contributors well to ensure long term loyalty to company

PEOPLE

1. Product and Software acquisition2. New innovation approaches3. Gradually increase scope of new services in line

with customer appetite4. Review extending the Netforte brand to take

advantage of new opportunities in other markets

NEW INITIATIVES

Future

12

1. Build service portfolio in line with customers most significant problems/opportunities

2. Invest further in thought leadership around next practice approaches

3. Build Proof of concept initiatives to test new propositions with rapid deployment model

4. Invest in partnerships so we can serve customers well even if outside core competency

5. Build thought leadership communications channels ie blogs, articles and papers relating to experiences, new initiatives in market

CUSTOMER PERSPECTIVE

Creating Service ExcellenceNetforte helping you create a Service Excellence Partnership, delivering customer outcomes that consistently satisfy or exceed expectations.

A Service Delivery Framework that is transparent, repeatable, easy to follow and resource independent.

This focus will help you solve the3 biggest challenges facing organisations today:

• Customer Satisfaction

• Stakeholder/Employee Engagement & Commitment

• The consistent delivery of exceptional results

13