Business Process Optimization, Application & … Process Optimization, Application & Rationalization...

Business Process Optimization, Application & Rationalization

1EMC CONFIDENTIAL—INTERNAL USE ONLY

Application & Rationalization

Dave SchuetteSr. Practice Director, EMC Consulting

However, some are using the downturn as an opportunity to accelerate business performance and gain market share

Optimize business process performance at every touch point of your customer life cycle

Evolve your operations to become lean, agile, resilient, optimally aligned, and service-oriented

2© Copyright 2009 EMC Corporation. All rights reserved.

Rationalize application investments to streamline and to reduce overlap and unnecessary costs

Overcome challenges in obtaining real time information needed to monitor, align, and drive business performance

Consolidate and virtualize your application and technology infrastructure to lower costs while optimizing performance, utilization, availability and scalability objectives

Leveraging Information to Thrive: 5 Imperatives to Turn Challenge Into Opportunity







Poor customer experiences can cause dissatisfaction and unnecessary costs

Incorrect equipment shipped

Service not ready when customer attempts install Customer calls

Support because service is not

working

Customer call after reviewing charges

on first bill

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Incorrect order information

Customer calls support for missed

appointmentTechnician not scheduled on

promised date due to order delay.

Service change made by Field Tech not reflected

on the bill

Ordering Provisioning FulfillmentInstallation / Activation

Customer Support Billing

Take a multi-dimensional assessment of business process improvement requirements

Reduced Cycle / Response

Time

Reduced Costs & Expenses

Quality Customer Experience

Organizational Alignment & Governance

Compliance & Risk

Management

Metrics & Reporting

$$


Understand and focus on your core and mission-critical processes and resources

In assessing current vs. the future state execution, consider the many dimensions for process improvements

Ensure improvements eliminate key pain points and meet business objectives

Leverage industry best practices

Obtain key stakeholder buy-in

Time Expenses Experience Governance ManagementReporting

Manual System

High

G-9G-20

G-17

G-38G-43

Analyze, classify and determine business process impacts and benefits


Impa

ct

Customer ExperienceLow

Low

High

G-1

G-4

G-6

G-7

G-8

G-10

G-11

G-13

G-16

G-18

G-22

G-24

G-27

G-28

G-29

G-30G-31

G-33

G-34

G-37

G-42

G-2

G-14

G-21

G-26

G-41G-45

G-17

G-3

G-44

G-36

G-12

G-47

G-46

G-32

An EMC Customer Success:Sales Process Improvement

Challenges/SituationNeeded to transform and enable sales operations to deliver a world leading sales and customer experience. Lengthy sales cycle, complex processes and product and segment focusMultiple data (re-)entry systems to navigate with limited reuse of the solution


Multiple organization touch points with manual tracking of data and documents

Delivered Solution• Identified that an enterprise contract management (ECM)

solutions was a key opportunity for improvements• Successfully deployed ECM solution that supports the execution

of millions of contracts for over 22,000 sales reps and contract administrators in the sales organization

Business Benefits/Results A planned a multi-year, multi-phase enterprise ECM initiative ensuring positive deployment results

Customer Profile:

Large Telecommunications Company

Industry:

Communications

An incremental Sales Process Improvement Roadmap paved a path to the desired results

“As-Is” “Crawl” “Walk” “Run”30%0% 60% 100%

Start


Pricing ToolPricing ToolPricing ToolDetailed Tools and Procedures

…and pointed the way to significant opportunities for

improvement in Contracts Management

EMC examined the Contracts Management Lifecycle and designed a complete solution

Self-service requestsContract templatesVersion tracking

Contracts Lifecycle ManagementReal-time integration; Workflow triggers & alerts Financial processes

Analysis, Reports & Dashboards, Sarbanes-Oxley; performance

Performance Monitoring & Creation

Compliance Management


Strategy & Template

Refinement

Version trackingAudit trailElectronic signature

Store, search & maintain – Contracts, Templates, Clauses &

attachments, Terms, Contract schema extension; Sub & related agreements

Sarbanes-Oxley; performance & predictive analysis;

Monitoring & Analysis

Creation

DocumentManagement

Analytics IntegrationUser Interface

Business Process

Automation

EMC’s client achieved operational efficiencies and customer experience improvement

Increased revenue

Reduced costs

Increased sales win rate by 15%

Reduced sales cycle by 20-40%

ECM Maturity Model MaximumBusinessValue

• T&Cs ComplianceManagement


40%

Controlled rogue /non-standard contracting by 15-40%

Improved relationships

Management

• Performance Analytics

• Inventorying &Cataloguing

• Document RepositoryArchival & Retrieval

• Creation ProcessWorkflow Streamlining

• Contract Template/Clause Rationalization & Standardization

An EMC Customer Success:Account Opening Process Improvement

Challenges/SituationShifting from being account centric to customer centric Duplication of effort with existing paper-based forms and manual processInconsistent processes for profiling, advice, and account openingPoor user experience interacting with systems at every touch point

Delivered Solution• Solution was to realize full leverage of client data across profiling, account

opening, advise and client maintenance while eliminating redundancies,


opening, advise and client maintenance while eliminating redundancies, easing execution and enhancing business growth opportunities

• Engaged with client from strategy through deployment and now expanding to additional account types and capabilities

• Analyzed 45 account types across all dimensions of customer lifecycle to prove opportunity and identify 80/20 rule

• Implemented an account opening solution which was integrated into the Advisor’s desktop, legacy applications and utilizes Adobe’s IDP platform

Business Benefits/Results A framework for improvement was implemented across the client lifecycle leveraging reusable data and processes benefitting the channel and end client

Customer Profile:

Large Financial Services Company

Industry:

Financial Services

Customer Lifecycle and Business Process Overview

Predictive models integrate historical customer interaction data with customer performance data

Performance analysis shows how customers have respond to various influence activities. Predictive models show how different attitudinal segments may respond to influence

Predictive Modeling

Targeted messages delivered to customers and attitudinal survey data captured as structured call notes

Analysis of responsiveness trends guide reps in selecting appropriate brand messages. Aggregation of structured assessments provides feedback to marketing for refinement

Professional Sales

Individual identified as target and appropriate resources allocated

By leveraging attitudinal data from the sales process and responsiveness data from customer analysis, marketing can create more meaningful segments and target them with more specific, appropriate messages

Segmentation & Targeting

Key Processes


Customer Analysis

Data Layer Account InformationStrategy / Planning

InformationCustomer Information

Information Verification Known information reviewed and analyzed for accuracy and completeness

Information Accumulation Information gathered through customer interaction processes to satisfy information gaps

ServiceSales

BusinessR

ules

BusinessR

ules

BusinessR

ules

BusinessR

ules

BusinessR

ules

BusinessR

ules

BusinessR

ules

Develop core profile and allocate resources

Deliver appropriate messages and assess responsiveness

EducationMarketing

New Account Opening Maturity

Forms and Process Capabilities

• Multiple account opening• Forms enhancements

- Enable electronic signature- Extend push/pull of data to other legacy systems

• Operations forms workflow“Walk”Phase 2

“Run”Phase 3

Organizations are at varying stages of maturity relative to streamlining new account opening processes.

Decrease account opening

Improve middle office productivity and efficiencies through process change and data

quality increase


Time

• Centralized forms management• Forms enhancements

- Provide “pre-filled” PDF forms- Institute bar code on form- Automate pull of client data from systems

• Operations forms workflow- Enable workflow routing, &

forms lifecycle- Scan signed form upon receipt

in operations• Forms enhancements

- Extend “pre-filled” forms to rest of forms

- Automate push/pull of data to systems

• Operations forms workflow- Automate business rules as part of document processing workflow

“Crawl” Phase 1

Phase 2

Common platform is established to support broader account types, profiling and

client maintenance

Decrease account opening cycle timeframe to 1/5 original and improve relationship management time by 20%

Leveraging Information to Thrive: 5 Imperatives to Turn Challenge Into Opportunity







Putting more wood behind the arrow

The typical IT organization spends 78% of its human and capital resources maintaining applications and supporting infrastructure [1]

Application Rationalization = “dispassionate decision-making” focused on driving cost out of the IT portfolio


on driving cost out of the IT portfolio– Retain, contain, or retire?

Especially important in M&A scenarios with two or more redundant sets of applications

– What is the optimal post-merger portfolio?

Application Rationalization achieves four key efficiency objectives

– Support the overall IT strategy– Minimize business risk– Minimize technology risk– Reduce total cost of ownership

[1] “Application Portfolio Management Tools,” Forrester Research

Evaluate applications across four dimensions

IT Strategy• Alignment with desired architecture• Delivery and operating quality• Maturity of IT processes• Age characteristics

Business Risk• Business process compatibility• Adaptability to future business needs

TCO• Vendor commitments and contractsOptimization


Technology Risk• Costs to convert• Timeframe to convert• Vendor health• Resource experience and capability

• Adaptability to future business needs• Current business satisfaction

• RTB vs. ITB costs• Unit cost by key drivers

(I.e. customer type)

Levers

Automated Data Collection using EMC Smarts ADM, a real-time, agent-less / passive discovery solution to collect dependencies,

demand, usage, and service levels

Automated Data Collection using EMC Smarts ADM, a real-time, agent-less / passive discovery solution to collect dependencies,

demand, usage, and service levels

Analysis based on a consistent set of criteria, applied consistently, using measures and

priorities that produce objective, supportable results and key stakeholder buy-in

Analysis based on a consistent set of criteria, applied consistently, using measures and

priorities that produce objective, supportable results and key stakeholder buy-in

Score applications in the same functional domain based on multiple criteria


Use an applications evaluation matrix to finalize consolidation recommendations

Analysis grid defines the relative scoring of applications based on the filters

The individual applications are then mapped onto an analysis grid

IT Value

Good Improve

functionality

Consolidate Re-evaluate in

Consolidation target

Maintainand enhance

Maintainand enhance

Consolidation Target


The respective systems are compared based on their position on the grid

Application TCO is also appliedIT Value

GoodBad

Bad

Consolidate and

Decommission immediately

Business Value

Consolidate and

Decommission

Re-evaluate in the future

Re-engineer, modernize, or

replace

Re-evaluate in the future or consolidate

and enhance

Consolidation Target

Develop a cost-effective plan to remediate high-value applications

Select activities which deliver the highest cost savings

– Consolidate similar systems– Modernize into supported technology

platforms to reduce cost and risk– Integrate with new data sources– Utilize cloud computing where

appropriate and proven

11


Plan activities based on your team’s availability and existing skill sets, cost-effectiveness of EMC Consulting resources, and overall readiness of the business for process transformation

Present the plan for approval, including timeline, hardware/software/people costs, and projected cost savings

appropriate and proven– Virtualize where applications are

under-utilized– Uncover opportunities to extend

applications that deliver differentiation

33

22

TIAA-CREFImproved Business and Process Efficiency through Application Rationalization

Challenges/SituationConsolidation of redundant business functions serviced by multiple legacy applicationsNo portfolio view of applications – ownership, business processes supported, software architecture, infrastructure, applicable regulations, cost to support, and even namingInability to analyze inventory hindered accomplishing strategic objectives and increased infrastructure and support costsIncreasing competition was driving need to deliver improved quality at lower cost in order to maintain market share and revenue margins


lower cost in order to maintain market share and revenue margins

Delivered SolutionImplemented an application portfolio management programDeveloped a data model and performed application inventory using EMC toolset

Business Benefits/Results Application road map allowed the fund to explore new markets and offer new products and services to its participants more quickly and at a lower costBetter management through visibility, better metrics, and an increased knowledge of existing applicationsIdentified opportunities to reuse and retire applicationsImproved performance and requlatory complianceAlignment of business and operational plans

Customer Profile:

Teachers Insurance and Annuity Association, College Retirement Equities Fund (TIAA-CREF) provides financial products and services to academic, medical, cultural, and research industries

Industry:

Financial Services

21EMC CONFIDENTIAL—INTERNAL USE ONLY

Consolidation & Virtualization

Steve MeyersDirector, EMC Consulting

Data Centers are at a Critical JuncturePerfect Storm of Forces Impacting IT and the Business

New BusinessPressures

Collaboration SLA MetricsEmpowered User Global Availability Reg. Compliance


OperationalLimitations

Power & Cooling ProvisioningAsset Utilization Security Threats Bus. Continuance

Status Quo is Not an OptionCurrent Trends will Overwhelm Traditional Infrastructures

• Storage growing at 40-70% per year 1

• Utilization ~15-25% (Servers/Storage) 2

• Power & Cooling ~25-30% of total DC costs 2


1 = Gartner 20062 = IDC 20073 = Uptime Institute 20074 = Morgan Stanley 2006 5 = EBC feedback

“50% of Enterprise Class Data Centers will be technologically obsolete within 24 months” - Gartner Group

• Operations taking another ~30% of total DC costs 2

• 54% of Network Downtime is due to Human Error 3

• New Applications can take 60-180 days to deploy

Four COROLLARIES

Four Axiomatic Ideas

20:1 will become 100:1• Getting in/out of the server gets progressively

harder• Processors designed for VMware

Prolific VMs, including Tier 1• integrated know-how across the stack• End-to-end SLAs need “DRS at every layer”

Moore’s LawQuad core mainstream today, 6, 8, >16 tomorrow

VMware’s LawEvery workload that can be virtualized, will be virtualized


• End-to-end SLAs need “DRS at every layer”• End-to-end next-gen management tools

More to store, backup, protect• Technology must contain exponential cost• Security embedded in the information itself• Storage needs to be dynamic and

transparent – deliver “DRS for Storage”

virtualized, will be virtualized

EMC’s LawInformation growth is exponential – more than doubling every year

Cisco’s LawThe network connects the information to the user – enables everything

Datacenter Ethernet Needed• Aggregate workloads drive access unification• Aggregate workloads demand QoS• Network needs to be dynamic and

transparent – and deliver “DRS for Storage”

Flexible

Dynamic

On-demand

Trusted

Control

Reliable

What we are hearing -IT Infrastructure Needs to Change


Virtualized Data Center

Security

Virtualization

Information CloudComputing

EfficientSecure

External CloudInternal Cloud

Private

The Start of the Journey

Start by virtualizing your data centerThe ingredients here TODAY!


External Cloud

CloudComputin

g

PrivateCloud

Security

Virtualization

Information

Federation

Virtualized Data Center

Internal Cloud

DCI

Q: Who can do this?A: no single vendor – requires cooperation

PRIVATECLOUD


INTERNALCLOUD

EXTERNALCLOUD

Capacity Management

The Journey Has already Started

automate

CHOICEfederate with compatibleservice providers


EFFICIENCYvirtualizedatacenterand desktops

CONTROLautomateIT resource andsecurity management

EMC Services Accelerate the Journey

automate

CHOICEfederate with compatibleservice providers

extend operating model

develop cloud strategy optimized for creation and consumption,

smart sourcing


EFFICIENCYvirtualizedatacenterand desktops

CONTROLautomateIT resource andsecurity management

drive to enterprise scaleorganizational collaboration,

benefits realization and reporting

extend operating modelassured information management, unified dashboard, orchestration

Vision and Strategy l Architecture and Design l Implementation l Management

AutomateSeparate Consolidate Aggregate Liberate

Data Center Evolutions –The Adoption Curve


Simple All-ProtocolStorage

Scale, Next-Gen Unified

Fabric, De-duplication

Tier 1 Apps,Infrastructure

Mobility

End-to-EndInfrastructureAutomation

Cloud Infrastructure, VM

Appliances

Improved Utilization

Easier to Manage

Increased Agility/ROI

The EMC Perspective

Balance technology, performance, utilization, availability and scalability objectivesBuild out the virtual infrastructure with an integrated approach across servers, storage, application, network and desktop assets

Unleashing the Value of Virtualization


assetsAddress operational best practices for your virtual infrastructure, encompassing backup, disaster recovery, integrated management of physical and virtual assetsImprove desktop security and management using virtual clientsAccelerate best practice adoption and proliferation through a programmatic approachIntegrate virtual infrastructure processes into IT operations on a consistent basis

Virtualization Customer Entry Points

How can EMC Consulting Help?

Accelerate Virtualization Adoption

• Realize the full benefit of virtualization via an enterprise strategy• Eliminate cost and risk resulting from of islands of virtualization

Operational• Convert operations from a physical to a virtual model• Leverage best of breed management and automation to direct


OperationalReadiness • Leverage best of breed management and automation to direct

the power of virtualization

Continuity for Virtual

Environments

• Transition and improve continuity and backup service levels at reduced cost

• Integrate virtual environments into enterprise protection strategy

Desktop Management & Security

• Improve and enforce security and compliance with client virtualization

• Simplify desktop management using centralized resources

Organizational hurdles may have more of a slowing effect than size

There seem to be four distinctive organizational aspects to the successful adoption of server virtualization…

– “In my experience, the biggest thing that successful companies have in common is some sort of internal virtualization champion that articulates the benefits within the organization.” – IDC Analyst

Internal Champions/SME’s


– “One customer had a massive virtualization project which had come to a halt because the key sponsor was moved to something else.” – EMC Virt. SME

– “There is a lack of a sustaining sponsor, meaning the team gets pulled into other things, especially with headcount reductions.” – EMC Virt. SME

– “Security and network are the most immature aspects. Many projects fail because of lack of engagement with the network. You have to introduce virtual switches etc. but most deployments are done by server teams who don’t engage network enough. You have to have a cross-functional team.”– EMC Virt. SME

Executive Sponsorship

Cross-Functional Collaboration

Source: Gartner, IDC, EMC customer interviews

IT Education & Training

– “Training and available resources is a big reason for companies to not adopt. They have to find people to manage it and there is a cost of adding staff and expertise. It’s less about resistance to an immature technology.” – Jeff Hewitt, Gartner

Accelerating the Benefits of Virtualization

Provide comprehensive program management to define, create and manage virtualization best practices across multiple IT disciplines and throughout the entire enterprise.

Virtualization CoE offering provides opportunities to improve Change Management, Configuration

Virtualization Center of Excellence (CoE)


improve Change Management, Configuration Management, Service Provisioning, Capacity Management, and Other ITIL processes.

Value…– Establish corporate virtualization best practices– Provide standardization across the enterprise– Manage process, procedure and behavioral change

necessary to effective virtual infrastructure operation– Effect knowledge transfer to your internal IT organization

34

External

Program Leadership

Exec

Bank Sponsor

Monthly Steering Committee

Stakeholders

Business Liaison

Application Owners

Enterprise Architecture

Systems Integrator

US Bank Transformation Program Mgmt Office

US Bank Infrastructure Managers

Exec

Daily Communication

Exec CIO Exec

Auditors

Exec

EMC QA

Weekly Status

US Bank Operations Managers

Exec

Large US Bank Virtualization Program Organization


P2V Factory Team Operational Readiness Team

IntegratedWork

Streams

Bank SMEs

Compliance

Architecture

ITIL Process

DR

Facilities

Daily Communication

Security

P2V Team Lead

P2V Supplemental Resource Pool

P2V Consultants (2)

P2V Program Manager

VMware Sr. Consultant

Process Consultants (2)

Mainframe Discovery Team

Services Catalog Consultant

ITSM Manager

Network Consultant

Benefits Management &

ReportingEMC Services PMO

The Change Is Coming Fast

Private clouds will transform how we think about IT– As a service

The impact to businesses will be considerable– Exploit new economics with confidence

Clear and logical pathway


– Preserve existing investment in applicationsand information

– Each step delivers immediate value, andbuilds for the next

Mission: turn IT infrastructure into alow-cost, high-performance and flexible service

Challenges/Situation• >6,000 physical x86 servers in major data centers

• New data center being built with desire for virtual infrastructure strategy from the outset

• Current operational processes do not take virtualization into account, inhibiting its value

Delivered Solution

Establishing a virtualization factory to accelerate move to new data center

Customer Example:Large US Bank


Delivered Solution• Establish virtualization center of excellence

• Define services catalog for servers• Develop detailed run-book

• Prepare organization for virtualization• ITIL process assessment specific to VMware• Align organization to processes

• Virtualize 2500 servers over 18 months (>100 per month)

Business Benefits• Business case developed using client’s financial methodology,

showing $9m in hard savings over 3 years, after costs• Additional soft benefits expected

Customer Profile:Large US commercial bank in the operating more than 2500 banking offices and 5000+ ATMs. Bank provides a comprehensive line of banking, brokerage, insurance, investment, mortgage, trust and payment services products to consumers, businesses and institutions.

Industry:Financial Services

IT Infrastructure as a Service

private cloudprivate cloud

your applications

your information


enterprise IT resourcesvirtualized infrastructure

enterpriseinfrastructure:

servers – network -- storage

enterpriseinfrastructure:


provider infrastructure:


provider infrastructure:


any deviceany whereany deviceany where

virtual data center operating systemvirtual data center operating system

cloud internetworkcloud internetwork

• reliable • secure• efficient• controlled• flexible• choices

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