IEC Employee Computing Services Handbook

Infrastructure Executive Council
Employee Computing Services Handbook

Tools and Templates to Make Employees More Productive Through Technology

Executive Director Shvetank Shah Warren Thune Managing Director David Kingston Jay Shankavaram Practice Manager Mark Tonsetic Project Manager Shalini Das Consultant Sachin Mungikar Senior Analyst Gunjan Gupta Senior Director(s) Vimarsh Bakaya Chris Mixter Director(s) Brent Cassell PJ Jauhari Tim Macintyre Juan Mendez Carsten Schmidt Alex Stille
Content Publishing Solutions

Print Designer Supriya Dhasmana Contributing Designer(s) Prashant Chauhan Editor Nidhi Vikram Choudhury
CONFIDENTIALITY AND INTELLECTUAL PROPERTY These materials have been prepared by The Corporate Executive Board Company and its affiliates (CEB) for the exclusive and individual use of our member companies. These materials contain valuable condential and proprietary information belonging to CEB and they may not be shared with any third party (including independent contractors and consultants) without the prior approval of CEB. CEB retains any and all intellectual property rights in these materials and requires retention of the copyright mark on all pages reproduced.
LEGAL CAVEAT CEB is not able to guarantee the accuracy of the information or analysis contained in these materials. Furthermore, CEB is not engaged in rendering legal, accounting, or any other professional services. CEB specically disclaims liability for any damages, claims or losses that may arise from a) any errors or omissions in these materials, whether caused by CEB or its sources, or b) reliance upon any recommendation made by CEB.
IEC4199812SYN
TABLE OF CONTENTS
With Sincere Appreciationiv Executive Summaryv Additional Resources for Employee Computingvii Employee Computing Workflow Mapviii Employee Computing Service Maturity Self-Diagnosticix INTRODUCTION1 IECS EMPLOYEE COMPUTING SERVICE LIFECYCLE6 HOW TO USE THIS HANDBOOK7 UNDERSTANDING EMPLOYEE NEEDS9 SEGMENTING THE WORKFORCE31 ROADMAPPING AND INVESTMENT PLANNING39 BUILDING A SERVICE KERNEL FOR PROVISIONING69 MANAGING CHANGE ACROSS THE LIFECYCLE91 DEFINING GOVERNANCE107 SUPPORTING EMPLOYEE TECHNOLOGIES133 MEASURING IMPACT ON PRODUCTIVITY145 MAKING SERVICE IMPROVEMENTS177
IEC4199812SYN
Employee Computing Services Handbookiv
WITH SINCERE APPRECIATION

The Council would like to express its thanks to these and other organizations participating in our research:
2012 The Corporate Executive Board Company. All Rights Reserved.IEC4199812SYN
EXECUTIVE SUMMARY
The Employee Productivity Challenge
Despite signicant investments in bring your own device programs and the consumerization of employee computing, over 60% employees believe they do not have the technology capabilities they need to be productive at their jobs. Employee computing investments are failing to drive productivity for two main reasons: unclear benets, and unmanaged costs. First, most organizations have not attempted to understand how technology can truly drive or impede employee productivity. This is reected in the language used by many Infrastructure organizations, when we speak of generic end-users rather than employees. Second, most Infrastructure teams remain wary of the potential for complexity in this space, which can lead to conservative postures that fail to balance cost considerations against potential productivity gains. Making the right investments in technology to support employee productivity however, matters: critical technology capabilities delivered effectively can enable employees to be over ve times more productive. Moreover, key revenue metrics conclusively show that it is employee performance, and not capital, that drives business growth. to productive outcomes. Your team can use this model, and thetools and templates that accompany it, to develop an approach that harnesses consumerization, mobility, collaboration, and other technology trends to deliver new productivity advantages for employees, while maintaining cost discipline in Infrastructure.
Planning an Employee Computing Service
Deliver a Service, Not Just Technology

To meet evolving business demand, most infrastructure groups focus on provisioning new devices like tablets, without necessarily improving the service that is necessary to translate technology into actual productivity outcomes. Inecting employee productivity is more than just deploying a new technology. A holistic service model is needed to ensure the technology will truly drive better employee capabilities at the front-end, while also managing and minimizing complexity on the back-end. This handbook provides best practice tools and templates that will assist in planning, building and managing a service lifecycle for employee computing, organized in three phasesPlan, Build, and Runand nine steps. These steps dene a comprehensive workow model for managing employee technologies
Understanding Employee Needs: Infrastructure often lacks visibility into employees technology needs on the ground. Directly engage employees across the enterprise through feedback surveys, real-time observation of their workows, and social networks to surface employee needs and productivity drivers. Segmenting the Workforce: A one-size-ts-all provisioning model typically fails to deliver optimal productivity for all employees. But so does segmentation based on static factors like geography, function or role as these factors dont adequately describe evolving work patterns. Segment employees by their attitude and work stylesfor instance, their willingness to try new technology, degree of collaboration, and need for mobility. Segmentation can help build a portfolio of investments prioritized by criticality of need across individual segments. Roadmapping and Investment Planning: In a world of rapid-cycle innovation, roadmapping against technology products alone is futile. To guide investments, use a clear understanding of which technology capabilities are critical to employee productivity. Additionally, cost-benet analysis must account for increased complexity of new technologies on related areas like support and integration.
Building an Employee Computing Service
Building a Service Kernel for Provisioning: Technology can drive productivity only if it meets employee expectations from provisioning to support. Create a provisioning framework that matches employee needs with a vetted set of technologies, and deploys them in a timely manner. Build intuitive service catalogs that offer a range of choices, and dene expectations upfront for performance and support.
Employee Computing Services Handbookvi
EXECUTIVE SUMMARY (CONTINUED)
Managing Change Across the Lifecycle: Change-related IT communications have best impact if delivered by inuential, tech-savvy and familiar, though not necessarily senior, gures. Estimate the degree of impact of new technologies and support models on different stakeholder segments and create personalized communications to obtain their buy-in. Groom local champions to reinforce communications within respective BUs or functions. Dening Governance: Organizations that disallow use of personally owned devices or smartphones because of security risks miss critical opportunities to drive business growth through employee productivity. Build a mutual understanding of risks with employees and business partners, and share the responsibility for mitigation through cross-functional working groups and easy-to-understand policies.
Making Service Improvements: Given the volatile nature of todays work environment, service models for employee computing will continue to evolve over the next few years. Infrastructure should be able to mature its support for the growing use of mobile technologies, personal technologies, collaboration and analytic tools. Create a workforce strategy to equip employee-facing staff with skills to troubleshoot increasingly complex issues.
Managing an Employee Computing Service
Supporting Employee Technologies: Proliferating complexity in the portfolio can lead to a rise in volume and complexity of service desk requests. Stratify the level of support for non-standard devices to rationalize costs, while preserving service quality for the majority who use standard devices. Manage costs down further by building effective self-service channels, and enhance quality by coaching service desk personnel to tailor their responses to employee personalities. Measuring Impact on Productivity: Traditional cost and quality KPIs can help manage internal operations but do not tie to business outcomes unless supplemented with the employees perspective. Use employee-centric metrics to measure not simply technology performance, but effectiveness of capabilities like collaboration and mobility. The right metrics also help estimate the opportunity cost of not enabling technology capabilities that drive employee productivity.
ADDITIONAL RESOURCES FOR EMPLOYEE COMPUTING
The Consumerization Shift Develop effective use cases for emerging consumer technologies, whileeffectively managing technology portfolio costs.
Emerging Technologies Roadmap Benchmark adoption plans, timelines and expected deployment risks for 75 emerging technologies.
Collaboration and Social Media @ Work Increase team productivity by cutting through the media hypeon social computing and increase value realization atenterprise scale.
Building a Mobility Strategy Develop an effective, comprehensive approach to meet enterprise demands for mobility while managing cost and risk.
Enabling Employee Productivity Through Technology Make smarter technology investment decisions and improve output of employees by using our comprehensive survey results.
IT Roadmap Builder Use this workow and decision-support system to capture andcommunicate your organizations current status and future vision for technology adoption.
End User Computing Topic Center Access our collection of tools and best practices to successfully implement and accelerateadoption of employee computing initiatives.
Securitys Role in Consumerization Explore technologies and methods your peers are using to develop, maintain and secure consumer technologies in theenterprise.
All resources are available at www.iec.executiveboard.com. For more information on any of the resources described on this page, contact your account manager or the Member Support Center at +1-866-913-8101 or EXBD_Support_TECH@executiveboard.com.
vii
EMPLOYEE COMPUTING WORKFLOW MAP

Workow Stage I. Planning an Employee Computing Service II. Building an Employee Computing Service III. Managing an Employee Computing Service 1. Understanding Employee Needs

4. Building a Service Kernel for Provisioning

7. Supporting Employee Technologies

How are technology demand patterns changing? What employee devices and technologies inect employee productivity? What are reliable information sources to track evolving employee needs? How are peer organizations responding to evolving employee needs?
How do we facilitate seamless provisioning of new employee technologies? How do we deploy the right technologies at the right time to best create productivity advantages for employees? How do we enable effective self-provisioning of employee technologies? What are the qualities of a user-intuitive employee services catalog?
How How How How How
do we upgrade support to respond to proliferation of new technologies? do we support employees at varying levels of technological maturity? do we support mobile employees via multiple channels (web, call email)? to manage increase in volume and complexity of helpdesk tickets? to train helpdesk staff to deal with the changing nature of requests?
Challenges/Pitfalls: Identifying employee needs is often neglected due to effort-intensive nature of the requirements gathering process. Infrastructure often does not have a clear line of communication with employees across the enterprise. The fast pace of change in work patterns and rapidly evolving technology space makes it hard to identify true drivers of employee productivity, and separate the needs from the wants. Desired Outcome: To identify the set of employee computing technologies and capabilities that enable true employee productivity.
Challenges/Pitfalls: It is hard to balance benets of standardization with cost of provisioning tailored to different employee segments. Piloting of new employee technologies is hard as infrastructure must test true-to-life use cases without disrupting employee workows. Service catalogs need to be highly intuitive, easy to understand, and transparent about performance and support expectations.
Challenges/Pitfalls: It is hard to upgrade helpdesk skill-set to keep up with the rapid pace of change in technology. Complexity of tickets is rising employees need less help with technology and more advice on how to be productive at their jobs. It is hard to manage helpdesk costs while continuing to offer high quality support to a growing portfolio of technologies. Organizations lack innovative approaches to build and maintain knowledge management systems for the helpdesk. Desired Outcome: To build a support model that can handle increased volume and complexity of requests, with focus on consumerization and mobility.
Desired Outcome: To ensure the right set of standard technologies are deployed broadly, from which employees have the ability to self-provision a sub-set customized to their needs.
2. Segmenting the Workforce

Which segmentation factors best describe evolving employee needs? What is the right level of granularity for segmenting the workforce? How does segmentation help prioritize new technology investments? How do we identify early adopters to help pilot new employee technologies?
5. Managing Change Across the Lifecycle

How do we accelerate employee adoption of new technology implementations? How do we obtain buy-in from all impacted stakeholder segments? How much effort should be invested in executing a change management program?
8. Measuring Impact on Productivity

Workow Steps & Challenges/ Pitfalls
Challenges/Pitfalls: With increasing diversity of needs it is hard to meet all using a one-size-ts-all approach. Investments are often misguided if theyre not prioritized by criticality of need across different employee segments. Work patterns are changing too rapidly for a static segmentation model to stay relevant and accurately inform technology investments. Desired Outcome: To prioritize specic employee segments or needs to in turn prioritize or line up new employee technology investments.
Challenges/Pitfalls: All deployments require active awareness, communication, and training to inect employee adoption. It is hard to achieve business buy-in because stakeholders often have different visions for employee computing. Infrastructure doesnt have a direct channel of communication to employees to inect absorption. Desired Outcome: To build an effective change management strategy that ensures success of new employee technology deployments.
How to measure productivity as enabled by employee computing service? What new metrics should we report on to demonstrate impact on productivity? Do new metrics replace or supplement traditional metrics for employee computing? What resources (tools/people) are required to measure and report productivity?
Challenges/Pitfalls: Productivity is subjective and is hard to quantify. Denition differs across functions, teams, and roles so it is hard to dene a standard set of metrics. It is hard to differentiate technology enabled-productivity from overall employee productivity. A cultural shift is required as Infrastructure staff has traditionally not been held accountable for employee productivity. Difficult to create meaningful reporting without integration with other traditional infrastructure reporting. Desired Outcome: To measure and demonstrate the impact of employee computing services on employee productivity and business growth.
3. Roadmapping and Investment Planning

How do we allocate the right level of investment to each employee capability? What is the cost of integrating new technologies into the existing technology portfolio? How do we leverage roadmaps to collaborate with partners like Apps and Security for new technology implementations? How do we build effective roadmaps to match the rapid pace of change in technology and employee demand?
6. Defining Governance

What roles, responsibilities and authorities are associated with employee computing? How do we identify and engage key IT and business stakeholders in governance? What policies help enforce condentiality, security and regulatory compliance? How do we measure effectiveness of governance policies?
9. Making Service Improvements

Challenges/Pitfalls: Success of investments in new employee technologies is hard to measure and therefore easily misguided. Introducing new employee technology to the portfolio also impacts cost and complexity in other infrastructure areas like the service desk. Technology is changing so rapidly that it is hard to roadmap investments reliably. By the time it gets deployed, technology demands shift again. Desired Outcome: To build/revise the roadmap for employee computing in line with employee capabilities, and rightsize the total cost, effort and timeline for each initiative.
Challenges/Pitfalls: There is usually no single point of ownership or accountability within the business for employee capabilities like mobility and consumerization. Given the heterogeneity of employee needs, it is hard to enforce standardized policies across the enterprise. There is low clarity in division of responsibility between Infra and Security as it relates to new employee capabilities like mobility and consumerization. Additional governance responsibilities create overhead for infrastructure staff in addition to their existing role commitments.
What new org models are required to enable employee computing services? What new skills and roles are required for provisioning and supporting employee technologies? What is the infrastructure workforce strategy for the new work environment?
Challenges/Pitfalls: It is difficult to coach infrastructure staff to think in terms of employee productivity needs and not technologies. There is ambiguity on how to align an employee computing services with existing org models given the convergence of technology in cloud and mobility. It is unclear what future skills and roles will be needed to provision evolving employee productivity needs. There will be resistance to change to the new employee computing services model. Desired Outcome: To implement policies and controls that assigns the shared responsibility for risk management and compliance with employees, IT and business partners.
Desired Outcome: To implement policies and controls that assigns the shared responsibility for risk management and compliance with employees, IT and business partners.
2012 The Corporate Executive Board Company. All Rights Reserved. IEC4416812SYN
EMPLOYEE COMPUTING SERVICE MATURITY SELF-DIAGNOSTIC

This tool evaluates your organizations employee computing service effectiveness across three major phases spanning nine stages of the Employee Computing service lifecycle. Each stage score will help you assess process maturity in the respective phasesPlanning an Employee Computing service, Building an Employee Computing service, and Managing an Employee Computing service. The overall score will help you assess your maturity in this space.
Planning an Employee Computing Service Effectiveness Diagnostic

How to use this Diagnostic This self-diagnostic assesses the three steps critical to planning an employee computing service. Select the value (15) that best describes your organizations effectiveness across each dimension. Effectiveness Scoring Scale 5 Very Effective 4 Effective 3 Neither Effective nor Ineffective 2 Ineffective 1 Very Ineffective Evaluation Key 1315 Optimized 1012 Procient 79 Emerging 36 Starting Effectiveness Score (15) We deploy frequent employee surveys on an enterprise scale to identify technology needs and preferences. 1. Understanding employee needs We leverage employee communities or networks to stay informed about evolving technology needs and preferences. We monitor employee assets and usage activity to analyze technology needs and preferences.
Average Score
Turn to page 9 for more details
We segment the employee base to provide targeted offerings suited to individual work style and technology needs. 2. Segmenting the workforce We identify early adopters among employees and use their feedback to pilot new technology capabilities. We use segmentation to prioritize investments in new employee computing services or technologies.
We develop employee computing roadmaps that are predicated on building capabilities, not implementing technologies. 3. Roadmapping and investment planning We build a unied vision for employee productivity to guide multiple and often disparately executed projects for mobility, collaboration and consumerization. We estimate the cost of increased complexity as a result of introducing new consumer technologies to the infrastructure portfolio before implementing them. Section Score (Sum of Average Scores) Turn to page 39 for more details
ix
Employee Computing Services Handbookx
EMPLOYEE COMPUTING SERVICE MATURITY SELF-DIAGNOSTIC (CONTINUED)

Building an Employee Computing Service Effectiveness Diagnostic
How to use this Diagnostic This self-diagnostic assesses the three steps critical to building an employee computing service. Select the value (15) that best describes your organizations effectiveness across each dimension. Effectiveness Scoring Scale 5 Very Effective 4 Effective 3 Neither Effective nor Ineffective 2 Ineffective 1 Very Ineffective Evaluation Key 1315 Optimized 1012 Procient 79 Emerging 36 Starting
Effectiveness Score (15) We streamline provisioning by allocating technologies into standard packages matched with employee needs. We test new technologies in multiple stages to thoroughly vet t and usability before mass deployment. We build intuitive service catalogs that offer a wide and transparent range of options for employee selfprovisioning.
Average Score
4. Building a service model for provisioning
We identify each stakeholder segments concerns about the impending change before deploying a new technology. 5. Managing change across the lifecycle We leverage power users or champions within the business to help accelerate adoption of new technologies We create personalized and two-way communication campaigns to accelerate adoption of new technologies. Turn to page 91 for more details
We build a common understanding of security and regulatory risks of initiatives like BYOD across employees, IT and business partners. 6. Defining governance We assign clear responsibility for use of new technologies among employees, IT and business partners. We create intuitive policies and guidelines for acceptable use of company-owned and personally-owned technologies.
Section Score (Sum of Average Scores)
EMPLOYEE COMPUTING SERVICE MATURITY SELF-DIAGNOSTIC (CONTINUED)

Managing an Employee Computing Service Effectiveness Diagnostic
How to use this Diagnostic This self-diagnostic assesses the three steps critical to managing an employee computing service. Select the value (15) that best describes your organizations effectiveness across each dimension. Effectiveness Scoring Scale 5 Very Effective 4 Effective 3 Neither Effective nor Ineffective 2 Ineffective 1 Very Ineffective Evaluation Key 1315 Optimized 1012 Procient 79 Emerging 36 Starting
Effectiveness Score (15) We manage down cost while preserving quality of support despite growing proliferation of technologies. 7. Supporting employee technologies We support multiple channels with strong emphasis on building an effective self-service web channel. We train our service desk personnel to adapt their response to different employee needs, attitudes and preferences. We measure not just tool performance, but effectiveness of capabilities enabled like collaboration and mobility. 8. Measuring impact on productivity We have metrics to estimate the opportunity cost of employee productivity lost as a result of ineffective technology capabilities. We create comprehensive dashboards that showcase cost and quality KPIs across all employee computing services like desktop collaboration and communications. We organize the employee computing function around employee proles and choice management than technologies. 9. Making service improvements We undertake strategic workforce planning to identify and bridge future skill gaps in employee computing. We plan to upgrade the service desk to help employees not just use tools, but collaborate, generate insight, and be more productive at their jobs.
Average Score
Section Score (Sum of Average Scores) Overall Score (Average of the Three Section Scores)
xi
Introduction
Employee Computing Services Handbook2
Bring your own mobile device programs, mobile device video, and application virtualization will all see mainstream enterprise adoption by the end of 2012, marking 2012 as the year of the mobile enterprise.
EMPLOYEE COMPUTING TECHNOLOGY ROADMAP 2012 TO 2015

Technologies by Mainstream Adoption Timeline, Value and Risk
Adoption Timeline Represents at least half of all companies having a technology deployed at scale Enterprise Value 2012
High Value Based On: Medium Value Low Value
Application Virtualization Desktop and Mobile Device Video Rich Media-Live Streaming Enterprise Social Media Apps Unied Communications Mobile Enterprise Applications Local VDI Microsoft Office 365 Bring Your Own PC
2013
Functionality Benets Economies of Scale Coordination Process Improvement Innovation Risk Mitigation
2014
Application Delivery Controller (ADC) Mac OS X for Enterprise Desktops/Laptops
Already Mainstream BYO-Mobile Device Client Based Desktop Virtualization Sharepoint 2010
n = 68 IT organizations.
Source: IEC Emerging Technology Roadmap Surveys, August 2012.
Deployment Risk
2015+
High Risk Based On:
Medium Risk
Low Risk
Near Field Communications (NFC)
Gmail for Enterprise
< 50% Adoption by 2015
Marketplace Maturity Scalability Architecture Direction Support Skills Management Tools Security Risk
Uncertainty Factor
Blue denotes technologies for which signicant uncertainty exists on value and risk (30% or more responded No Opinion).
IT has a signicant opportunity to impact employee productivity through effective delivery of technology capabilities.
IT EFFECTIVENESS PLAYS A CRITICAL ROLE IN EMPLOYEE PRODUCTIVITY

CEB Technology-Enabled Productivity Barometer1 by IT Effectiveness Level2
76%
When IT is effective at delivering critical technology capabilities, employees are more than ve times more likely to be productive in their work.
39%
14%
Low
Medium Level of IT Effectiveness2 at Delivering Technology Capabilities
High
n = 983. The CEB Technology-Enabled Productivity Barometer is constructed by combining four questions on the extent to which employer-provided technology enables employees to be mobile, collaborate, and deliver high-quality work in an efficient manner. The Barometer represents the percentage of employees who either agree or strongly agree with all four statements. For a more full description of the Index components, see page 7. IT effectiveness is measured by employee perceptions across 24 capabilities on a 5point scale.
Source: Technology-Enabled Productivity Survey.
Introduction3
Less than 40% of employees believe that IT successfully enables their work productivity across the four dimensions of productivity.
EMPLOYEES STRUGGLE TO BE PRODUCTIVE IN KEY AREAS

Technology-Enabled Productivity Performance
Percentage of Employees Who Agree or Strongly Agree with Statement
Work Quality Work Efficiency Collaboration Mobility
77% 68% 68%

Percentage of employees who Agree or Strongly Agree with all four statements
54%
39%
I Am Able to Complete Work with a High Degree of Quality
I Am Able to Efficiently Complete Work
I Am Able to Effectively Collaborate with Colleagues in Different Locations
I Am Able to Be Productive in Work Activities While Outside My Primary Place of Work
CEB TechnologyEnabled Productivity Barometer1
n = 983. 1 The CEB Technology-Enabled Productivity Barometer is constructed by combining four questions on the extent to which employer-provided technology enables employees to be mobile, collaborate, and deliver high-quality work in an efficient manner. The Barometer represents the percentage of employees who either agree or strongly agree with all four statements. For a more full description of the Index components, see page 7.
Source: CEB Technology-Enabled Productivity Survey.
IT should improve capability delivery efforts for mobile functionality and collaboration.
IT should take the lead on providing these capabilities to ensure that employees achieve optimal technologyenabled productivity. While mobile application access is a signicant opportunity for improvement, nearly one-half of heavy mobile application users believe IT is effectively providing access.
IT STRUGGLES TO FACILITATE PRODUCTIVITY OUTSIDE THE OFFICE Opportunity for IT to Improve Effectiveness
Low Medium High
20% 18% 16% 14% 12% Maximum Impact on 10% TechnologyEnabled Productivity1 8% 6% 4% 2% 0% 0%
Under-Invested
Web Conferencing Mobile Messaging
Remote Internal Application Access Idea Sharing Training for Analytic Tools Training for Conducting Analysis Mobile Application Access Technology Access Restrictions
Remote Voice Systems Access
IT can further collaboration between employees by expanding capabilities that allow web conferencing and idea sharing.
Support for Personal Nonmobile Devices
Support for Personal Software Support for Personal Mobile Devices
As employees continually seek more user-friendly technologies than those provided by their employer, they will expect IT to strengthen their support of their personal devices.
IT has not kept pace with employees need for mobile functionality.
10%
20%
30%
40%
50%
60%
70%
Current Importance of Capability Across the Employee Base2

n = 983.
1
The maximum impact on Technology-Enabled Productivity was calculated by comparing two statistical estimates: the predicted impact when an employee scores IT effectiveness relatively high on delivering a capability and the predicted impact when an employee scores IT effectiveness low on delivering a capability. The impact of IT effectiveness on each capability is modeled using several multivariate regressions with controls. Importance of capability across the employee base represents the percentage of respondents who indicated that the capability is highly important or critical to their work productivity. Opportunity for IT to Improve Effectiveness reects the extent to which employees indicate that their employer is effective at formally delivering capability.
Source: CEB Technology-Enabled Productivity Survey.
Introduction5
IECs EMPLOYEE COMPUTING SERVICE LIFECYCLE

Sample List of Member Resources
1. Understanding Employee Needs
3. Roadmapping and Investment Planning
4. Building a Service Kernel forProvisioning
Understand on-the-ground employee technology needs Identify critical needs that drive employee productivity Monitor evolving work patterns and how they change technology needs
Segment employees by work patterns to tailor technology offerings Identify power users and early adopters to help pilot new technologies Prioritize new investments by criticality of need across segments
Build roadmaps to enable capabilities not technologies Align distinct projects to a unied vision and roadmap for workforce productivity Right-size cost and effort to manage complexity for new technology investments
Simply multi-technology provisioning matched to employee needs Deploy new technology in iterative steps to thoroughly vet t and usability Build intuitive and transparent service catalogs to enable choice
Plan
5. Managing Change Across theLifecycle
Identify critical stakeholder segments affected by change and address their concerns Personalize communications to each stakeholder segment Enlist local champions to reinforce IT communications
Build
Run
9. Making Service Improvements
7. Supporting Employee Technologies
6. Defining Governance
Design next-gen org model needed to support the new employee computing environment Reskill employee-facing staff to diagnose productivity needs and offer improved service experience
Design employee-centric metrics that track effectiveness of a capability, not just tool quality Measure opportunity cost of not enabling employee productivity through technology
Control cost and quality impact of supporting new technologies Improve quality and adoption of selfservice channels Upgrade service desk skill-set to support capabilities not just technologies
Clarify security risks of new technologies to employees Share responsibility for compliance with employees Craft memorable and easy-tounderstand guidelines to enable safe usage
Mingus 1
Corporation
1
Pseudonym.
HOW TO USE THIS HANDBOOK

This handbook is organized in nine sections that correspond to the nine stages of the Employee Computing Service lifecycle. Each stage is supported with a set of ready-to-use tactics and templates, and guidance on when to apply each. We also indicate the relevance of each resource to enabling different types of technology capabilities like: collaboration, mobility, and consumerization (device support).
Fords Community Site for Mobile Workers 15 Fords Digital Worker Office gathers user feedback on a regular basis to ensure continued relevance of collaboration services and communications. The community site allows IT to keep track of evolving employee preferences and workow needs by conducting short surveys and following peer discussions.
FOUNDATIONAL ADVANCED PROGRESSIVE
Mobility Consumerization Collaboration
1
Each section begins with an index of all supporting resources and brief descriptions for each resource.
2
Each resource includes an indicator of its degree of applicability to the type of provisioning model in use for different employee computing technologies
3
Each resource includes an indicator of the employee capability that is enabled by a given resource.
Foundational: Template or resource is applicable to all core employee technology provisioning and support activities irrespective of the type of service model. Advanced: Template or resource is best applicable to employee technologies provisioned through asset-centric services. Progressive: Template or resource is best applicable to employee technologies provisioned through end-to-end business capabilitycentric services.
Introduction7
1. U nderstanding Employee Needs
Understanding Employee Needs9
UNDERSTANDING EMPLOYEE NEEDS

Sourcing Demand Directly from Employees Develop unique ways to size employee demand and preferences for new employee computing technology. Fords Community Site for Mobile Workers 12 Employee Needs Assessment Surveys Assess employee demand through innovative survey tools.
Sabre Holdings Mobility Questionnaires
15
Fords Digital Worker Office gathers user feedback on a regular basis to ensure continued relevance of collaboration services and communications. The community site allows IT to keep track of evolving employee preferences and workow needs by conducting short surveys and following peer discussions.
Sabre Holdings deploys these questionnaires to challenge business sponsors and employees to articulate why their specic productivity needs cannot be achieved without mobile. The specic nature of this feedback helps in devising an effective strategy for mobile solutions.
Omegas Market Research Over the Network
13
Schneider Electrics Collaboration Hot Spots Identification Surveys
16
Omega Corporation sets up a unique Wi-Fi network to capture key data points and to size employee demand for personally-owned devices. Omega is able to capture the number of personally owned devices connecting (by OS type), the amount of bandwidth consumed, and time spent online.
Schneider Electric conducts a simple employee survey to identify where to focus collaboration efforts, measuring indicators such as the number of projects and degree of cross-silo interaction.
FOUNDATIONAL
ADVANCED
PROGRESSIVE
Mercks Collaboration Solution Development Process
14
LexisNexis Unarticulated Needs Interview Guide LexisNexis adopts an end-to-end approach for identifying needed improvements in employee productivity through observation of unarticulated needs. They gain an observational understanding of the employees work style, problems, and objectives.
17
Merck provides users lightweight methods to capture collaboration needs and develops stories to communicate and rene collaboration solutions. IT gathers user collaboration requests and categorizes them into key themes and develops stories for each theme. IT then identies capabilities for each theme and prioritizes them by rating their importance and impact on success of the solution.
UNDERSTANDING EMPLOYEE NEEDS (CONTINUED)

Mingus Corporations Employee Demand Analysis Survey 21
Mingus conducts an employee survey to ensure optimal device provisioning. Survey questions address current technology use and preference patterns, level of access to condential information, and mobility requirements. The survey results help in identifying specic security risks for each employee segment.

APPLY MARKETING LISTENING TECHNIQUES TO IDENTIFY NEEDS

Community Site for Mobile Worker Persona
Illustrative
Mobile Worker Community Site

1. I T surveys employees on services before rollout.
Quick Poll Do you own the Android smartphone? Yes No View Results
View FAQs about collaboration services. Subscribe to our RSS feed to receive updates about new services.
Announcements Click here to join the iPhone Pilot! Sign up for SharePoint training. Discussion Forum Discussion Threads
5. O pportunity to gain early access to new tools motivates users to engage with IT.
2. E mployees can select the type of communications they want to receive, creating an organic pull to the site.
iPad worth the investment? Discussion (60 answers) Questions about remote access (45 answers) How do I access Outlook with my iPhone? (50 answers)
Start a New
4. Employees help each other, driving down IT help desk costs.
3. I T remains informed of user needs.
Fords community site allows IT to keep track of evolving employee preferences and workow needs by conducting short surveys and viewing peer discussions.
MARKET RESEARCH OVER THE NETWORK

Omega Corporation Wi-Fi Congurations
Corporate Network

Full access to corporate apps/data No personally owned devices permitted
Employee NetworkPersonally Owned Devices
Filtered access to Internet only; no access to corporate apps or data Employee standards for accountability Metrics Collected
Omega captures employee demand for personally-owned devices by setting up a unique Wi-Fi network to capture key data points.
Number of devices
Share of OS types
Bandwidth consumed
Time spent online
Guest Network

Unltered access to Internet Guest standards for accountability
Pseudonym.

AGILE COLLABORATION NEEDS ASSESSMENT

Collaboration Solutions Development Process
Sample User Stories
As an engineer, I need to rate content so I can express how I feel about its quality. As a clinical research specialist, I need to identify external experts to get an external view on a topic.
Examples Accessibility Management Content Archiving Social Tagging
1. Collect User Stories
Themes1
Key Questions Is the capability available in house? Do we have a capability that provides part of the solution?
2. Synthesize into Themes
1. Manage organizational content. 2. Publish authoritative and nonauthoritative content. 3. Automate and facilitate organization at processes.
3. Create Storyboards
4. Share and collaborate with organizational members. 5. Share and collaborate with nonorganizational members. Solicit User Feedback to Rene Storyboard 1. Map requested collaboration activities in a storyboard.
Key Questions How important is the capability for successful implementation? High: Must have Moderate: Critical, but can be delayed Low: Nice to have
4. Identify Required Capabilities
5. Conduct Capability Gap Analysis
2. Reconcile storyboard with de facto user workows.
6. Prioritize Capability Investments
3. Incorporate additional unarticulated challenges that may arise from the new storyboard.
7. Build Tools
4. Walk users through storyboard to pressure-test outcomes.
WHY CANT IT BE DONE WITHOUT MOBILE?

Sabre Holdings Questionnaires for Business and Employees
Business Sponsor Questionnaire 1. What are you trying to do? We want to offer a solution to travelers that helps them manage their travel throughout the trip. 2. Why cant you achieve this business objective without mobile? While travelers are in-trip, it is often difficult to communicate with them. 3. What is the pain point? Travelers typically think of trip management applications when they are looking for ight status or during delays. We want to expand our engagement by making life easier for in-trip travelers. 4. To what degree are you changing an existing business process? The travel lifecycle has always had a gap in the in-trip phase. To move a product or service into this phase requires a change as well as new approaches and data.
Use Case 3: Employee 1. Who are you as a potential user? What is your role? A road trip traveler Use Case 2: Employee 1. Who are you as a potential user? What is your role? A business traveler Use Case 1: Employee 1. Who are you as a potential user? What is your role? A leisure traveler 2. What do you need to accomplish? While in the middle of my trip, I need to know my hotels amenities and what other events/activities may be available. 3. Why do you need to do that? I usually nd these items in advance of the trip, but if I fail to do that, I have difficulty nding the information. 4. Why cant you accomplish this without mobile devices? How have you tried to resolve this need in the past? While in-trip, access to a PC can be extremely difficult. Calling for information has proven hit or miss.

SPOT MISSION-CRITICAL COLLABORATION NEEDS

Schneider Electrics Employee Collaboration Survey
Team Dependence
0 Number of projects managed per week 13 35 57 79 > 10 Phone 0 Percentage of people you work with who are inside your business unit 0 Days Days per month on business trips <1 Week 12 23 >3 Weeks Weeks Weeks All the Time 120 2040 4060 6080 8090 90100 E-mail File sharing, team spaces (e.g., SharePoint) Intranet Web conferencing (i.e., WebEx) Traditional meeting
Communication Habits
015 Min. 1530 Min. 3060 Min. 12 Hrs. 23 Hrs. >3 Hrs.
Three simple measures identify employees with complex collaboration needs.
Dependence on tools helps gauge the change management effort required to move employees to more efficient collaboration channels.
Information Intensity
015 Min. Expert location 1530 Min. 3060 Min. 12 Hrs. 23 Hrs. >3 Hrs.
Tech Savviness
High Medium Low No Value Unfamiliar with Capability
Four common activities help set priorities for workow improvements.
Sharing or sending information more than once Searching for information for own projects, activities, or initiatives Providing updates on projects or activities in meetings What are the two most critical collaboration processes that need to be improved?
A single platform for employees to share knowledge, blogs, threaded discussions Video conferencing Delivery of collaboration capabilities on mobile devices Single voice mail for your desk and mobile phones Instant messaging/presence awareness Collaboration with external customers of partners within a centralized platform
Gauging employee technology readiness across the enterprise allows IT to target education efforts.
UNEARTH UNARTICULATED NEEDS

The Discovery Process for Employee Productivity Roadblocks
Onboarding and Exploratory Interview Problem Discovery Interviews
26 months of iterations
Objectives 1. Collect background information on the employee. 2. Understand a day in the life of the employee. 3. Observe the employee in his or her natural work environment.
Objectives 1. Understand key objectives of the employee role. 2. Document employee productivity roadblocks and impact on productivity. 3. Iterate on solution concepts that would eliminate current roadblocks.
Exploratory Interview Discussion Guide (Pages 1819)

Thank you for participating in this interview. I am helping to develop a new generation of tools to assist our staff. Id like to spend some time on I. Day in the Life Who are the people you typically interact with and how do you interact with them? What do you spend the most time on? What would you like to be spending the most time on? What is a good use of your time and what is not? What would you assign to someone else if you could? Where do you workin the office, at a client site, at home?
Problem Discovery Interview Discussion Guide (Page 20)

Today Id like to focus on what you consider your most critical responsibilities, tasks, and measures of success in your job. I. Identify Role Objectives What is the most difficult task you encounter in your job? Could you provide an example of a time when you had difficulty accomplishing this task? II. Identify Problem Statements What are you trying to accomplish when you encounter this problem?

EMPLOYEE EXPLORATORY INTERVIEW GUIDE

Objectives 1. Collect background information on the employee. 2. Understand a day in the life of the employee. 3. Observe the employee in his or her natural work environment.
I. Background 1. Job Position/Title 2. Business Unit Name of business unit Size of business unit Structure of business unit How are you personally evaluated? Who supports you? 3. Tell me about your career/educational background and how you got to where you are today. Undergraduate Graduate school/MBA Career progression 4. What is your key area of expertise? What would you like to be your key area ofexpertise? 5. What does your network of peers look like? 6. Extracurricular activities (both job-related and personal)? 7. Level of comfort with technology? 8. How do you keep up with new developments in your eld? 9. How do you learn about new products or services to help you with your job? 10. How is success typically measured in your job? How do you tie that success back to the work you did? 11. What is the single most important thing you can do well in your job in the eyes ofyour company/boss/industry? 12. When you look back on this job 5 or 10 years from now, how will you decide if you were successful at it? II. Day in the Life
Describe a typical day for you. Walk me through what time your day normally starts, typical activities, etc. 1. What are your hours? 2. Who are the people you typically interact with and how do you interact with them? 3. What do you spend the most time on? 4. What would you like to be spending the most time on? 5. What is a good use of your time and what is not? 6. What would you assign to someone else if you could? 7. Where do you workin the office, at a client site, at home? 8. In your everyday work, what tools/resources do you rely on to make your work easier? What tools serve you well and you could not live without? What tools are less successful? Can you tell me about a work task that was made a lot easier using a tool that you purchased? How did that tool/resource make the job easier? How do you customize/modify the tools that you use to help you in your work? (Or can you generally use them off the shelf?) Is there a product you wish you had that is not available? 9. What resources are available to you, free and paid for? 10. What resources do you wish you could have? 11. How do you see your job changing in the next ve years? What tools/resources will become more important?
EMPLOYEE EXPLORATORY INTERVIEW GUIDE (CONTINUED)

III. Information Trends 1. What are some of the new tools that you use in your work? 2. What are some of the new tools that are getting buzz from your colleagues, inindustry hubs, etc.? 3. Have you tried any of these? If not, what is the reason? 4. How do you nd out about and keep on top of new developments in your eld? 5. Which professional associations/groups do you belong to? 6. What news/blogs/etc., do you read? 7. Tell me about the design/features of websites that you like best? What do you like about them? What keeps you coming back to them? IV. Clients and Business 8. What type of clients do you deal with? 9. Do you develop business yourself? If so, how do you go about it? 10. How comfortable are you with business issues? 11. How are you involved in purchasing decisions?
12. How are you involved in ROI and bottom line? (If not involved, who is?) V. User/Buyer Criteria 13. How would you dene your area of professional expertise? Would you be accepting of a broader denition, e.g., collecting/analyzing/understanding/sharing information? 14. Are you a buyer or user (or other inuencer) of tools pertinent to your area of professional expertise? 15. What providers and services do you use to help you in your area of professional expertise? 16. How do you decide what to buy/use? 17. What are your perceptions and attitudes that would prevent you from considering a purchasing decision of a technology tool or professional services?

PROBLEM DISCOVERY INTERVIEW GUIDE

Objectives 1. Understand and validate desired outcomes to be done in the role (identify role objectives). 2. Document employee productivity roadblocks and their ties to productivity (identify problem statements).
I. Identify Role Objectives Purpose of session: Today Id like to focus on what you consider your most critical responsibilities, tasks or measures of success in your job. In other words, if you had to give someone a high-level overview of the top 10 things you have to get done in your job to be successful (or not get red!), what would they be? How would you dene your job? 1. What do you spend most of your time on? What task(s) do you focus on most frequently? 2. What is the most difficult task you encounter in your job? 3. How do you evaluate success? Tip: If the employee has a hard time getting started, provide them with an example of a job objective from a prior interview, e.g., one of the key responsibilities fora New Business Development Junior Executive would be to identify new opportunities to nd new clients. For each role objective, follow up with the questions below (if relevant) to really understand what the role is trying to accomplish and what problems they might have with accomplishing it: 4. Describe why you consider this is a primary or critical responsibility, task, or measure of success. 5. Could you provide an example of a time when you had difficulty accomplishing it? Note: The aim is to try and get a use case. 6. Could you explain what makes it (or parts of it) challenging, inconvenient, or frustrating? 7. What makes it time-consuming? 8. What makes this task go off trackwhat could make it go wrong, or how could you be distracted from accomplishing it successfully? 9. How are you evaluated on it? 10. How could it be accomplished more efficiently or productively? 11. What solutions are you currently using today? Are they free or fee-based? If so, how much do they cost? What works and doesnt work about what youre using today? II. Identify Problem Statements
Purpose of session: Today Id like to take a step back and have an open discussion about problems or challenges you face in your area of professional expertise. I want to provide you with the opportunity to talk about any problems or issues you have, regardless of whether theyre related to the solutions Applications could not provide. Tip: For each problem, please follow up with the questions below (if relevant) toreally understand what the challenge is and what the employee is trying to accomplish when he or she encounters this problem. 12. Could you please describe the problem? Note: The aim is to try and get a use case around the problem. 13. What are you trying to accomplish when you encounter this problem? 14. Why is it critical to solve this problem? 15. What solutions are you currently using today? Are they free or fee-based? If so, how much do they cost? What works and doesnt work about what youre using today? 16. Are you trying to minimize or increase the aspect of time, frequency, likelihood orXX amount of this problem? Tip: It is unlikely the employee will articulate what amount of the problemthey would like to minimize or increase. You may have to restate the problem back to them to get clarication. Answers from these questions should reveal more granular roadblocks, which should provide the basis and drive a problem statement discussion. The answer from this question should map the problem to a role objective.
EMPLOYEE DEMAND ANALYSIS SURVEY
Mingus
Corporation
Thank you for helping us with this survey on how you use technology for work. We are gathering information so we have a clear picture of what role mobile, computer, and collaboration technology plays at Mingus. Your responses will help in our planning processes. Your responses are completely condential. We won't know who answered the survey, and we will analyze the information only in aggregate. 1. What is your department? ________________________________________________________________________________________________________________ ________________________________________________________________________________________________________________
2. Of the following devices, which do you use in the course of your workday one or more times each week? (Please select all that apply.) Desktop Computer Laptop, Notebook, Netbook, or Tablet/Slate Computer Smartphone (e.g., BlackBerry with E-Mail) Regular Mobile Phone (Without E-Mail) A Workstation That I Share with Others None of These
3. Please indicate how frequently you use each device during the typical workday. Hourly Laptop, Notebook, Netbook, or Tablet/Slate Computer Daily Weekly Monthly Never
Pseudonym.
EMPLOYEE DEMAND ANALYSIS SURVEY (CONTINUED)

4. During the typical work week I use a computer: (Please select all that apply.) At My Work Desk Away from My Desk but Still Located On-Site From Home While Travelling (Off-Site) Other 5. Please indicate how frequently you use your computer at each location during your typical work week: Hourly At My Work Desk Away from My Desk but Still Located On-Site From Home Daily Weekly Monthly
Corporation
Mingus
Never
6. How do you access the network or the Internet for work purposes? (Please select all that apply.) Corporate Network (I Plug into the Wall at Work) Wireless Network at Work (Wi-Fi at Work) Wireless Network at My Home Wired Network (Plug into the Wall) at My Home Public Wireless Network (e.g., in a Coffee Shop) 3G Card (Cellular Card with Service) Other (Please Specify) ____________________________________________________________
1
Pseudonym.

7. Which of the following peripherals do you need to perform your job? (Select all that apply.) Scanner Desktop Printer Digital Camera Video Camera Signature Pad All-in-One Device None of the Above
Mingus
Corporation
8. Which of the following types of products or services do you use in your job? (Please select all that apply.) Instant Messaging Application (e.g., Microsoft Office Communicator, Microsoft Messenger) Presentations (e.g., PowerPoint) E-Mail (e.g., Microsoft Outlook) Word Processing (e.g., Microsoft Word) Calendar (e.g., Microsoft Outlook) Employee Intranet or Company Portal Video Conferencing in a Room Web Browser Web Meeting or Web Conferencing Application (e.g., LiveMeeting, WebEx, GoToMeeting) Team Document Sharing Sites (e.g., SharePoint) Spreadsheets (e.g., Excel) None of the Above
Pseudonym.

9. For each of the following products or services, please indicate how frequently you use them. Hourly Web Browser Word Processing (e.g., Microsoft Word) Presentations (e.g., PowerPoint) E-Mail (e.g., Microsoft Outlook) Calendar (e.g., Microsoft Outlook) Instant Messaging Application (e.g., Microsoft Office Communicator, Microsoft Messenger) Employee Intranet or Company Portal Team Document Sharing Sites (e.g., SharePoint) Daily Weekly Monthly
Corporation
Mingus
Never
10. How would you describe the level of access to sensitive information that you have? I Have Access to Information Relevant to Only My Work I Have Access to Information Relevant to Everyone on My Team I Have Access to Information Relevant to Many Employees I Have Access to Information Relevant to Customer Private Information I Dont Have Access to Condential Information Other (Please Specify) ____________________________________________________________
1
Pseudonym.
Mingus
Corporation
11. Which of the following Internet resources, if available, would assist you in completing your work? Facebook LinkedIn YouTube Twitter Other (Please Specify) ____________________________________________________________ None of the Above
12. When working, approximately what percentage of time do you spend away from your desk? (If you are already a mobile employee, please mark as 100%.) 0% 25% 50% 75% 100%
13. How often, if ever, do you work from home? Never or Doesnt Apply to Me Less Than Once a Week About Once a Week Two to Four Days per Week Five or More Days per Week
Pseudonym.
Corporation
Mingus
14. During the typical work week, how much time do you spend doing the following? 010 Hours Meeting with Other Employees Meeting with Customers, Policyholders, etc. Meeting with Vendors, Partners, etc. 1020 Hours 2040 Hours More Than 40 Hours Never
15. How long have you been working with Mingus? Less Than One Year 15 Years 610 Years 1115 Years 1620 Years 2125 Years 2630 Years 3125 Years or More
Pseudonym.
Mingus
Corporation
16. Please indicate how much each statement describes your attitudes toward technology and your work style. (Please rate each section.) Strongly Disagree 1 The technology I have at home is better than what I have at work. Technology is important to completing my work. I like technology. I am more productive when I am part of a team. I like exibility in my work hours and work location. I like sharing what I know with others. The security software on my computer gives me condence that I can use the Internet for work purposes. I am always looking for opportunities to learn new things. I am comfortable using my credit card to pay for things online. I am worried about security on my computer. 2 3 4 5 6 7 8 Strongly Agree 9 10
Pseudonym.
Corporation
Mingus
17. What things would make you more successful in your job (on a scale of 15 where 1 = the same as today and 5 = much more successful than today)? Already Available N/A Smartphone for e-mail, calendar, and Intranet/Internet access Video conferencing Web conferencing tools Access to my work e-mail from non-Mingus device Using my personal smartphone for work Using my personal PC for work 18. On a scale of 15 where 1 = dont prefer at all and 5 = prefer the most, how would you rate your preference for communicating for work? (Dont Prefer at All) 1 1. Laptop, notebook, netbook, or tablet/slate computer 2. Smartphone or mobile device 3. Choice of devices that company provides
(continued on next page)
No Change 1 2 3
Much More Successful 4 5
Prefer the Most 3 4 5
Pseudonym.

Dont Prefer at All 1 1. Use my personal smartphone for work also 2. Work e-mail/calendar access from home 3. Instant messaging (e.g., Office Communicator, Windows Messenger, etc.) 4. Social networking (e.g., Facebook, Twitter, LinkedIn, etc.) 5. Blogs/discussion forums 6. Wikis 19. In the past year, which form of learning have you participated in for work-related education? Peer Knowledge Transfer Virtual Classroom Course (all Learners Are Online at Same Time with a Live Instructor) Online Educational Video(s) Classroom Work at a University or Other School Read a Manual, Training Guide, or Reference Material Internet Searches Online Courses On-the-Job Training None of the Above Thank you for participating in our survey. Your responses have been successfully recorded.
1
Mingus
Corporation
Prefer the Most 3 4 5
Pseudonym.
Segmenting the Workforce31
SEGMENTING THE WORKFORCE

Employee Segmentation Models Develop segmentation criteria based on employee work styles and attitudes toward technology. Fords Collaboration Personas 33 GAOs Mobility Demand Metrics GAO species the need of key stakeholders by aligning workow with mobility levels. Mobility scenarios with large number of boxes shaded high need implies organization-wide implementation.
36
Ford creates personas based on employee attitudes toward technology and workow needs to learn about their challenges and target services and communications. Employees can self-select more than one of the ve collaboration personas based on their needs which customizes their engagement with IT accordingly.
Duke Energys Workplace Selection Process
37
Duke Energy creates a survey that enables employees to think about their work styles and mobility requirements. Ultimately employees can choose the type of workplace that would best support their role.
P&Gs Adoption-Based Segmentation
34 Mingus Corporations Technology Value Segmentation Analysis 38
P&G segments knowledge workers based on their collaboration adoption characteristics. Adoption-based segmentation helps connect the provisioning of mobility tools with employee needs, target tools promotion, and estimate the future base.
Mingus Corporation surveys employees to identify mobility needs and access to condential data. They use this data to determine an appropriate eld of options for different user segments.
Bristol-Myers Squibbs Work Style Matrix
35
BMS work style matrix is based off of employee segments that accounts for the employers mobility mode and work priorities. The matrix is divided into key segments: office-based and sales force employees.
CREATE COLLABORATION PERSONAS TO CUSTOMIZE ENGAGEMENT

Personas
1. Prosumers Willing to assume the risk of using new, uncertied, cutting-edge technologies with a light-touch support model Typical Demand PatternEmployee-owned IT browsers 2. Senior Leaders Company officers and others who require high-end, auditable, discoverable collaboration services Typical Demand PatternSupport for off-site access to all systems 3. Information Creators Contribute information for decision making and need sophisticated knowledge management tools Typical Demand PatternAdministrative responsibilities for team Web sites 4. Mobile Workers Knowledge workers who work primarily from outside the office Typical Demand PatternHigh-end access to information from outside the office 5. Standard Collaborators Consumers, reviewers, and processors of information Typical Demand PatternOccasional participation in meetings
Engagement Strategy
IT calls upon prosumers to pilot new tools and suggest collaboration improvements.
IT dedicates a communications liaison and gathers recommendations on required collaboration tools and services.
IT knowledge management experts provide assistance with specialized needs such as domain search.
IT connects employees with each other to share problem-solving tips and device preferences.
IT provides information about collaboration capability improvements.

MAP MOBILITY OPTIONS TO ADOPTION

P&Gs Adoption-Based Employee Segmentation
Executive Management

Require maximum availability. Expect exposure to all new tools. Nomadic
Work from anywhere. Focus on personal and team productivity. Repertory

High
Individual centric Functionally organized People centric Personal productivity Work from anywhere Sales Internal consulting Siloed
Team centric People centric Focus on group productivity Work from anywhere Service design team Brand management Huddled
Mobility

Employees IT awareness and geography are also considered.
Individual centric Location centric Functionally organized Focus on personal productivity Work from office Call center Travel expense processing
Team centric Place centric Group productivity Work from office Multifunctional teams Location project teams
Low
Collaborative Culture
High
ASSESS JOB-BASED NEED

Bristol-Myers Squibbs Work Style Matrix
Employee segments for technology reimbursements. Technology Work Styles Nomad Site Worker Desktop Computer Fixed Site Worker Nomadic Remote Worker Fixed Remote Worker Nontraditional Site Worker May have access to shared PC Optional for Frequent Presentation, Meeting Use, 24 x 7 Support $_ per month guidance $_ per month guidance For On-Call Workers Only/ $_ per month guidance $_ per month guidance For On-Call Workers Only/ $_ per month guidance For On-Call Workers Only/ $_ per month guidance $_ per month guidance $_ per month guidance $_ per month guidance For On-Call Workers Only/ $_ per month guidance For On-Call Workers Only/ $_ per month guidance
Ineligible Management Discretion Eligible
Laptop Computer Choose Service Choose Device
Home Office Telephone High-Speed Access (Broadband, Cable, DSL, etc.) Pager
Cellular phone (Voice Plan Only) Cellular Multifunctional Wireless Device (i.e., Trio) Blackberry Device with Wireless and Calendar Service)
A recommended reimbursement amount is provided as a guideline to management. This rate is to be consistent across employee proles, but it can vary according to region.

MAP MOBILITY WORKFLOWS TO SCENARIOS

GAOs Mobility Demand Metrics
Illustrative
Employee Group
Mission Staff
Analysts in Charge
Senior Executive
Executive Committee
Administrative Support
Facility Management ISTS Operations Safety and Security
High Need Medium Need Low Need
Managing Directors
Managers
Assistant Directors
1. Traveling: Work Done in Transit 2. In-Building: Conference Rooms, Etc. 3. Remote Locations: Field Offices 4. Flexiplace: Telework, COOP, Etc. 5. Forward Presence: Collocation on Client Site 1. Employee Groups with Greatest Diversity of Demand
Employee groups with large number of boxes shaded high need may require more technology access and focused attention.
Directors
FSI (OSI)
Analysts
Lawyers
Other
ARM
2. Mobility-Enabling Technology with Greatest Demand Across All Employee Groups
Mobility scenarios with large number of boxes shaded high need implies organizational-wide implementation.
CHOICE WITHIN LIMITS

Duke Energys Workplace Selection Process
Help Employees Understand Their Own Work Styles
Create a WellDened Universe of Choice
Ultimately, Allow Employees to Choose
Workplace Needs Survey
How often do you collaborate with your team? ____________________ What percentage of your time do you spend working at your desk? ____________________ How satised are you with your physical work environment? ____________________
Problem Solver Space Individual focused work style with occasional collaboration Collaborator Space Primarily works with others to achieve results in a collaborative workspace Traveler Space Travels or works from home frequently and needs touch down space for office visits Manager Space Manages people and functions and needs a combination of quiet and collaborative space
Choose the Work Prole That Best Suits Your Role Name: Jake Adams Problem Solver Collaborator Traveler Manager
Source: CEB Real Estate Executive Board research.
MAP CAPABILITY NEEDS

Mingus Corporations Technology Value Segmentation Analysis
Mingus
Corporation
Less mobile, does not deal with condential information Values location exibility and prefers smartphone use
Minguss analysis suggests a need for disproportionate focus among employees with the most intensive technology use. High
Enable Smartphone Capability
Enable Early Adopter Capability
28%
Mobility Need
25%
Works from multiple locations Deals with condential information but limited to own customers Uses most applications Clearest vision for how to use technology Greatest interest in BYO and smartphone support
Enable Work from Home
Enable Security
40%
7%
Satised with current technology capability but values ability to work from home
Low Low Access to Sensitive Data

= Percentage of Workforce
High
Not mobile but requires access to broad sets of condential information
Pseudonym.
3. R oadmapping and Investment Planning
Roadmapping and Investment Planning39
ROADMAPPING AND INVESTMENT PLANNING

Strategic Planning and Roadmaps Develop strategy to enable capabilities like mobility and collaboration. Cornings Portfolio Management Tools 42 Toyotas Workplace of the Future Roadmap 47 Toyota developed a multi year roadmap to move to a cloud-based e-mail and collaboration solution that aims to provide Toyota North America with signicant benets while taking advantage of leading edge technologies. The roadmap is being executed in ve broad phases: Program Management, Infrastructure Readiness, Device Readiness, Collaboration, and Business Applications.
Corning maintains sets of interlinking maps that capture the impact of external events on Cornings products and trace the implications on underlying technologies and project queues. Keeping track of these interlinkages allows Corning to make complex portfolio decisions in a rapid but informed manner.
Nikes Enterprise Mobility Vision and Roadmap
48
CEBs Mobility Roadmap Example
44
The Council built this best-in-class example of a roadmap to help infrastructure leaders assess and plan investments that will sustain differentiation. The roadmap is organized by capabilities rst and then by projects or other inputs.
Nike dened its mobility infrastructure vision with the objective of making mobile computing ubiquitous for employees. They then translated this vision into a set of actionable objectives, identied the technology investments required to meet each objective, and laid out a year-long roadmap for implementation.
Fords Collaboration Technology Roadmap Tacomas1 Mobility and Collaboration Project Charters 45
49
Tacoma created mobility and collaboration project charters to help align all IT and business partners around a common vision, and create a mutual understanding of the business need for mobility and collaboration, scope and objectives, guiding principles, risks and constraints.
Ford maintains a multiyear roadmap for the introduction of employeerelevant capabilities in addition to its technology product-level roadmap. The product roadmap helps integrate technology planning across numerous stakeholders.
Pseudonym.
ROADMAPPING AND INVESTMENT PLANNING (CONTINUED)

Investment Planning Conduct technology evaluations and estimate cost of added complexity to maximize ROI. Exxon Mobils Emerging Technology Incubation Process 52
Exxon Mobil uses a formal incubation process to determine t for purpose and proof of concept for emerging technologies that match business needs. To vet promising technologies for entry into the project pipeline, they combine external technology surveillance with a strategic assessment of how well a technology can support stated business and IT objectives.
Alpha Companys Cost-to-Serve Analysis Alpha Company assesses the cost to provide a more mobile, virtualized desktop environment. The increase in support cost is offset by savings from use of cloud-based e-mail and productivity software.
54
Toyotas Cloud-Based E-Mail and Collaboration RFI Excerpt
59
Toyota developed a comprehensive set of criteria to identify and evaluate vendors before making an investment in a cloud-based suite of e-mail and collaboration technologies that drive employee productivity.

ROADMAPS AS PORTFOLIO MANAGEMENT TOOLS

Corning Roadmap Structure and Components1
Time
Event Map What events, trends, regulatory developments, technologies, and customer issues could impact this market? What market needs will emerge from these events?
Corning Roadmap Uses and Characteristics
Needs Map
Roadmap Uses Long-term strategic and technology planning Business case demonstration for pursuing technologies Portfolio management (on-cycle and offcycle) Roadmap Characteristics Central R&D assists business units in developing and maintaining roadmaps organized around market segments Cross-functional business unit teams update roadmaps once or twice per year Though roadmaps initially require several days to create, updates can be completed in a matter of hours Business unit roadmaps typically cover a three- to ve-year time horizon Corning maintains several dozen roadmaps, each containing hundreds of data points
Product Map
What products will address these emerging market needs?
Attribute Map
What are the key attributes and predicted performance levels over time of these products? What technology capabilities are required todeliver these attributes over time? What projects are required to execute against technology objectives?
Technology Map
Project Map
1
Corning maintains sets of interlinking map that serve a variety of business objectives, including portfolio management.
Roadmaps are organized around major markets served by Cornings business units.
Source: CEB Research and Technology Executive Board.
TRANSLATE EVENTS INTO PROJECT PRIORITIES

Projected Impacts of a Hypothetical Event on a Market Served by Cornings Specialty Materials Business Unit
Illustrative
Events (~10 per map)
Event #1
Event #2 Number of transistors on a chip increases dramatically
Event #3
Event #4
Needs (68 per map)
Need #1
Need #2 Narrower line widths
Need #3
Need #4
Some events are binary (e.g., US Congress passes stringent clean air legislation), while others are tied to levels of key indicators (e.g., different growth rates of broadband usage have different impacts within the map).
Products (35 per map)
Product #1
Product #2 Lens a that transmits Product #3 and focuses a narrower line width Attribute #2 A material that transmits a shorter wavelength
Product #4
Attributes (3050 per map)
Attribute #1
Attribute #3
Attribute #4
Technologies (1020 per map)
Technology #1 Fused Silica I
Technology #2 Fused Silica II
Technology #3 Calcium Fluoride I
Technology #4 Calcium Fluoride II
Projects (3060 per map)
Project #1 Project to improve transmission
Project #2 Project to reduce birefringence
Project #3
Project #4
Source: CEB Research and Technology Executive Board.

MOBILITY ROADMAP EXAMPLE

Organize the roadmap by capabilities rst, then by projects or other input.
2012 Q1 Employee and Partner Mobility Q2 Q3 Q4 Q1 Q2
2013 Q3 Q4 Q1 Q2
2014 Q3 Q4
Device Security Quick-Win Apps
App Portfolio Mgt
Complex Native, Hybrid, and m-Web Apps Development
Customer Mobility and Foundation Mobile Capabilities
Capabilities
Mobile Services (SOA 2.0) Layer App Creation Infrastructure Mobile Apps Metrics Development Streamline Mobile Sourcing Strategy Reference Architecture Development Internal Mobile Skills Development Program Mobile Ideation Campaigns Centralize Apps Support Include non-technology input in your mobile capability plans.
Source: Applications Executive Council research.
ENABLE ENTERPRISE MOBILITY

Project Charter Illustrative
Project TitleEnterprise Mobility@Tacoma1 Project Manager: Schedule: Purpose Enable utilization of portable devices and wireless technology to enable communication, information access and business transactions from various devices, from anywhere, at anytime Business Need
Drive Employee Productivity (reduce decision time, enable multitasking, work exibility) Drive Growth, Agility and Efficiency (rapid access to latest information) Employee attraction/retention (build employer of choice image) Sustainability (lower carbon footprint due to reduced travel) Rationalization of devices by converging services on a single device (corporate or personal) Plan for an alternative to Blackberry (add Apple technologies to corporate standards) Limit corporate provisioning of iPads for cost reasons (exceptions for specic cases) Field Sales Force devices to meet specic security and cost requirements Security requirements must always be met (deploy data classication protocols and compliance trainings) Mobile delivery models for business applications (develop native mobile applications and adapt existing ones for mobile use) iPads cannot replace laptops/desktops yet
Scope and Objectives
Corporate Devices Introduce new standard devices (iPhones, iPads) Mobile Device Management solution for security and support Secure delivery of productivity tools, start with E-mail Secure management of Sales Force local devices Provisioning and management of assets (Service Desk) Mobile Business Applications Framework to develop mobile applications Delivery through Tacoma Application Store Associate Personal Devices Enable secure delivery of productivity tools to devices owned by associate, starting with E-mail Technology Lack of standards Rapidly changing environment Security Exposure of sensitive data Cost Implications Proliferation of devices Data roaming Support Expectations Employee policies Entitlement Data ownership and data privacy Refund of expenses
Guiding Principles
Risks Assessments
Constraints
Resources
1
Budget
Pseudonym.

1
ENABLE ENTERPRISE COLLABORATION

Project Charter Illustrative
Project TitleEnterprise Collaboration@Tacoma1 Project Manager: Schedule: Purpose

Build platform for collaborative, unstructured processes Enable links, networks and communities Develop competencies for collaboration and knowledge management
Business Need Guiding Principles
Drive business agility Improve internal visibility Enhance knowledge sharing
Scope and Objectives
Enterprise Governance Align vision steering, funding model Dene usage, privacy, and security policies Community of Practice Expert Center Provide skills and resources in shared service center model Develop best practices, education, and training material Identify, engage, and educate community managers Technology Toolkit Deliver overall architecture and supplementary services Integrate with productivity and communication tool Develop mobile interface Business-Driven Change Management Sponsor and own at local level Align initiatives to specic business goals Communicate, document, and broadcast success stories

Be Intentional on Collaboration as a Strategic Opportunity Get in front on collaboration with proactive investments, no just rely on grass root approach Enable Pull from Segment and Units Not corporate top-down but major change management across segments Support with Technology and Best Practice Expertise Centralized expert support with proxies in regions and segments Provide a Shared Community Digital Platform to Enable Cross Unit Collaboration Avoid fragmentation across various digital stovepipes

Risks Assessments Budget
Low business relevance Poor Employee Motivation Lack of technology know-how
Constraints
Must involve executive leadership Must plan for extensive change management
Resources
Pseudonym.
ROADMAP TO ENABLE WORKPLACE OF THE FUTURE

Toyotas Phased Migration Towards Cloud-Based and Mobile E-Mail and Collaboration Suite
Phases
Program Management
Infrastructure Readiness
Device Readiness
Collaboration
Business Applications
Goals
Establish a North America PMO to manage and deploy the Workplace of the Future initiative across all Toyota businesses
Uplift headquarters as well as regional office infrastructure and performance of employee computing services, and prepare for the cloud Design and deploy technologies for network uplift including direct internet access, server uplift, new infrastructure monitoring capability, and centralization of infrastructure resources
Upgrade the employee computing environment to provide more seamless mobility, speed and security
Enable collaboration among employees across North America with anytime, anywhere access and exible tools
Prepare applications for device-agnostic delivery via a dedicated cloud with simple and secured access
Activities
Build the strategy, budget, project plans, stakeholder management and communication plans, and artifacts for vendor selection and execution
Develop and kick off Early Adopter Program to address upgrade issues in controlled groups; build Champions throughout the business; desktop scanning; rent-a-geek; upgrade devices
Provide full suite of leading edge features and technologies like e-mail, instant messaging, voice, video, document and desktop sharing, with robust support, high security and privacy controls Addressing security risks associated with cloud computing and mobile devices; eDiscovery
Analyze the migration path and execute on an integrated plan for applications, information sources, and mobile devices.
Challenges
Gaining buy-in from all Toyota businesses; acquiring the right talent to manage a large scale enterprise-wide program
Gaining supplier support to aggressive timelines; coordinating across multiple geographies through strong project management
Assessing compatibility; managing high demand for new mobile devices; ensuring seamless user experience from desktop to mobile and vice versa
Working with the business to build consensus on investments and roadmaps for phased application migration

ENTERPRISE MOBILITY FOUNDATION

Nikes Implementation Roadmap
Illustrative
Mobility Infrastructure Vision Reduce Friction between humans and Information systems. Friction is caused when users have to stop and think about the where, when, and how of connecting to systems through different devices. Friction Reduction Principles
Technical ImplementationPeeling the Onion
From Content Protection Only Behind Firewall
To Content Protection Everywhere
Technical Enabler Internet Proxy AnyConnect
Where. Infrastructure delivery is expected to be everywhere. When. 24x7x265. How. Build systems that embody the magic necessary to not have to say HOW? Invisibility: Every step in the path between users and information to be invisibly enabled. Security: All dimensions of Security built-in and provide protection without overt intrusion.
Manual VPN Using Separate Hardware Token Mobile Access to Exchange Only
Automatic VPN Using PKI Certicate Framework Mobile Access to Nike Computing Resources Windows, Macintosh, and Mobiles for Business Complete Network Coverage Mobile Device Management
Windows and Macintosh for Business
VDI
Spotty Network Coverage
Wireless LAN Upgrade
Implementation Roadmap
Q1 FY 12 ScanSafe Proxy AnyConnect Mobile Device Management WLAN upgrade VDI Mobile App Development Production Deployment Production Deployment Engineering, Packaging, and Early Adopter/Critical Deployment Design Complete ResearchTool Identication and Feasibility Long-Term Evangelism Q2 FY 12 Q3 FY 12 Q4 FY 12 Maintain and Accelerate Adoption Maintain and Accelerate Adoption Production Deployment Production Deployment Production Deployment Q1 FY 13
COLLABORATION TECHNOLOGY ROADMAP

Component Technologies Supporting Fords Digital Worker Strategy
2H 20082013
Emerging
Declining Terminate
Fords product roadmap helps integrate technology planning across numerous stakeholders.
Core
2H 2008 Voice, Video, and Data Collaboration Voice VoIP (Cisco Call Manager 4.1.3 North America) VoIP (Cisco Call Manager 6.0 North America) VoIP (Cisco Call Manager 6.0 Europe) VoIP (Cisco Call Manager 6.0 AsiaPacic) E-Mail E-Mail (Microsoft Exchange 2003) E-Mail (Microsoft Exchange 2007) Voice Mail Management (Cisco Message Manager v 4.2) Voice Mail Voice Mail Management (Cisco Message Manager v 5.1) Web Interface to Voice Mail (Cisco PCA) Audio ConferencingDisaster Recovery Audio Conferencing (Cisco Meeting Place) Conferencing Data Conferencing (Cisco Meeting Place) Data Conferencing (Cisco WebEx) Data Conferencing (Microsoft NetMeeting) Softphones Podcasting Knowledge Management and Access Document Management Workow Personal Productivity Cisco IP Communicator Video Capture Document Management (Document Manager V 1.0) Document Management (Document Manager V 2.0) Workow Personal Productivity Sites (SharePoint) MySites (MOSS)
2009
2010
2011

COLLABORATION TECHNOLOGY ROADMAP (CONTINUED)

2H 20082013 2H 2008
Knowledge Management and Access (Continued) Team Rooms (Team Room) Team Rooms Team Rooms (SharePointInternal) Team Rooms (SharePointExternal) Enterprise Search (Provider 1) Search Enterprise Search (Provider 2) SharePoint Search Portal Portal Portal (MOSS) RSS (Provider 1) RSS (Outlook 2007) Blogs Wikis Vista Office 2007/Outlook 2007 Instant MessengerInternal (Microsoft LCS) Messaging Instant MessengerExternal (Microsoft OCS) Single Message In-Box (Outlook for E-Mail, Voice Mail, and Texts) Presence Infrastructure PresenceInternal (Microsoft LCS) PresenceExternal (Microsoft OCS) Desktop Authentication Integrated Web Authentication Public Internet Access for Guests
Emerging Core
Declining Terminate
2009
2010
2011
Aggregation
Web 2.0 Desktop Productivity
Desktop
Active Directory Supporting Infrastructure
COLLABORATION AS A CAPABILITY ROADMAP

2H 20082013
Ford maintains a multiyear roadmap for the introduction of user-relevant capabilities in addition to its technology product-level roadmap.
Emerging Generally Available
2H 2008 Single Password Soft Phone Availability Web Interface to Voice Mail Federated Instant Messaging and Presence (with Suppliers) Click to Dial from Communicator Click to Dial from Desktop (Including Audio Conferencing) Single Interface for Audio and Web Conferences Voice Mail and Audio Systems Use Desktops Credentials In-Box Consolidation RSS Aggregator Outlook 2007 Voice Mail Integration Integrated Mobility E-Mail to Personal Devices SharePoint Sites Search Oracle Sites Knowledge Management RSS Aggregation Wireless Access Guest Access Social Tagging of Web Sites Supporting Technologies Exchange 2007 Call Manager 6.0 Services in RED Require a Consolidated Active Directory Environment
2009
2010
2011

APPLY R&D PRINCIPLES TO IT

Component 1
Business-Impact Technology Screening
Component 2
Lean Usability Assessment
Newly Introduced Phases
Traditional Phases
External Technology Surveillance
Internal Business and IT Strategy Assessment Filter
Phase Technology Architecture and Readiness Assessment
Phase Proof of Concept Usability Testing
Technology Design and Deployment
Key Question Which emerging technologies most closely align with future business objectives and IT service strategies? Decision Filters for Entry into Incubation Process Breakthrough Business Performance Competitive Differentiation Sustainability Technology Gap Closure Breadth of Applicability Number of Technologies Assessed at Each Phase (2009 Data)
Key Question Does the technology align with ExxonMobils functional needs and IT environment?
Key Question Will the technology fulll its intended purpose for ExxonMobil?
Outcomes
Outcomes
To vet promising technologies for alignment with business needs and entry into the project pipeline, intelligently lter emerging technologies with a stage-gated assessment process.
Enter into Next Incubation Phase Continue to Monitor Do Not Pursue Further Evaluation
Enter into Project Pipeline Continue to Monitor AbandonNot Fit for Purpose
200+
65
50
25
IT TECHNOLOGY DISCOVERY, DEVELOPMENT, AND DEPLOYMENT PROCESS
Conduct IT Surveillance
Maintain, Steward Foundation Technology Program

Break-in Incubation Candidates Execution Learnings
Off-Cycle Business Changes Reference Architectures IS Catalog Updates
Promising Technologies, Trends
Synthesize Annual Technology Trends
Develop Annual Technology Program
Incubation Candidates
IT Technology Advancement System Technology Incubation Technology Introduction Service, Customer Projects and Initiatives
Discover
Develop
Technology Utilization Opportunities
Deploy
Technology Needs Service Plans/Outlook
Business and IT Service Strategic Planning
Deployment Plans Business Plans/Outlook
Five-Year Service Strategies High-Priority Technology Service Projects
Service Investment Planning
Service Investment Plan

USE MOBILITY-NEED TO DEFINE PRIMARY MARKETS

Target Market Analysis, Alpha Company1
Illustrative
Target Markets: Alpha Company Volume Total Employees Senior Executives

Geography
FY 2011
FY 2012
FY 2013
All
500
500
500
Frequent travel (1+ weeks per month) 24/7 priority support requirements High-security-risk prole Multiple devices likely
Remote/Telework

North America
1,500
2,000
3,000
Target Market Identication should begin with an analysis of the impact of mobility across different workows.
Reduction in corporate real estate anticipated to double number of telework staff Primarily low-frequency travel; largely in customer service and administrative functions Planning on shift to softphone architecture for communications
Field Support

Latin America
2,400
4,000
4,500
Expansion of eld service personnel anticipated tied to market expansion High-frequency local travel Using netbooks and wireless cards to communicate with local site offices
Pseudonym.
THE EMPLOYEE AS KEY COST VARIABLE

Alpha Company1 Demographics
Illustrative
Segment Senior Executives
Number 500
Description

Frequent travel Multiple corporate device requirements (laptop, smartphone, tablet) 24/7 premium support requirements Supported via shared workstations (one PC to ten kiosk workers) Likely to have personally owned mobile devices Using non-corporate laptops, accessing network through VDI Using non-corporate smartphones Frequent travel Mix of corporate and personally owned devices Frequent remote n/w/VPN use Primarily telework Primarily corporate devices, with some personal smartphone use Access via remote n/w/VPN use Low-to-medium frequency travel Primarily corporate devices with some tablet use by role; personal smartphone use likely
Kiosk Workers
10,000
Contractors
500
Highly Mobile Employees
2,500
Remote Employees
1,500
Office-Based Employees Total

5,000 20,000
How does cost-to-serve change across segments as new technologies are introduced (e.g., cloud-based e-mail)? How do cost-to-serve change as segment sizes change? How does cost-to-serve help determine key policy decisions (e.g., stipend)?
Pseudonym.

A POTENTIAL FOR CLOUD OFFSET?

Alpha Company1 Employee Computing Services Costs (Includes E-Mail)
20112014, Illustrative Cost Increase Cost Decrease
Stipend up to $489 per employee keeps total cost neutral.
Expanded Use of VDI (All Mobile/ Remote Workers)
25% Increase in Mobile/ Remote Workers
Move from Hosted to CloudBased E-Mail and Office Software
$0.6 M $3.9 M
$14.8 M
$2.8 M
10% YoY Discount in Server, Storage, and Software Costs
$1.9 M
$12.3 M
Cost associated with supporting a more mobile, virtualized desktop environment may be offset by the extent to which savings can be achieved through cloud based e-mail and productivity software.
2011 Back-end infrastructure costs associated with virtualized desktops

1
may be potentially offset by movement of commodity software to cloudbased offerings.
2014
Pseudonym.
COST MODEL DATA AND ASSUMPTIONS

Employees Senior Executives Kiosk Workers Contractors Highly Mobile Employees Remote Employees Office-Based Employees Cost Data1 Desktop Per PC Total Cost of Ownership (Includes OS, Security, and Office s/w) Mobile Device Total Cost of Ownership Remote/VPN Cost per User VDI (Server/Storage Cost) VDI (License Cost, Including VDA) Windows OS, Security, and Office s/w Cloud-Based E-Mail/Office s/w Subscription (Executive) Cloud-Based E-Mail Subscription (Kiosk Worker) Messaging Cost per E-Mail In-Box Help Desk Cost per Help Desk Ticket Per PC Break/Fix Incidents Per E-Mail In-Box Incidents
1
500 10,000 500 2,500 1,500 5,000
10% have tablets in 2011; 100% by 2014 Supported via shared workstations (one PC to ten kiosk workers); cloud-based e-mail in 2014 100% supported by VDI (2011 and 2014); cloud-based e-mail in 2014 100% VDI, cloud-based e-mail/office s/w, and BYOC in 2014 100% VDI, cloud-based e-mail/office s/w, and BYOC in 2014 100% cloud-based e-mail/office s/w in 2014
$973.00 $833.51 $58.67 $794.25 (assumes 50 desktops/image, 10GB per desktop) $250.00 $543.54
1 1
$288.00 $120.00 $24.00 $96.53 $21.14 $1.29 $0.26
Cloud-Based E-Mail/Office s/w Subscription (Employees)

1
All data derived from IT Performance Benchmarking (2009) except cloud-based e-mail/office s/w (gures based on Microsoft 365 public pricing).

DRIVING THE COST CONVERSATION

Primary Cost Driver Analysis, Alpha Company1
Illustrative
Drivers Level of Software and Data Access Required Degree of Choice in Hardware Selection Number of Devices Required per User Regulatory and Security Requirements Service Support Requirements Stipend Level Required Training and Change Management Support Required Software License Control and Asset Management Effectiveness Hardware/OS Tool Suite Refresh Policy License Costs Network SLAs/Bandwidth Required
Actionable by Corporate IT
Actionable by Business Partners
External
Pseudonym.
Source: Alpha Company.
TARGETED REQUIREMENTS FOR VENDOR SELECTION

An Excerpt of the Toyota Messaging and Collaboration Initiative RFI
Overall RFI Structure 1. Company Background 2. General Information 2.1 Disclaimer 2.2 Condentiality 2.3 Publicity 2.4 Intent to Participate 3. RFI Overview 3.1 Objectives 3.2 Background 3.3 Contact 3.4 Timeline 3.5 Communication Policy 4. RFI Scope and Solutions Architecture 4.1 RFI Scope Page 60 4.2 Solutions Architecture 5. Requirements 5.1 General Requirements Pages 6168 5.2 Specic Requirements


Section 4: Scope and Solutions Architecture Template
Groups Messaging Services E-Mail Solution Calendaring and Scheduling Bulk Mail Services Virus Spam Protection Archiving Capabilities Mobile Device Management (Corporate and Personal) eDiscovery Capabilities Blackberry (BES) Support and Integration Fax Services Integration Collaboration Web Conferencing Instant Messaging Productivity Tools Integration (Office 2010) eDiscovery Capabilities File/Document Sharing Option 1: Private Cloud Option 2: Public Cloud Option 3: Hybrid Cloud Private Public
Option 4: On Premise
Vendor must check appropriate box to indicate the type of solution architecture they propose to implement for each service. Potential Solution Architectures (Utilize One or More) On Premise Hybrid Cloud Private Cloud Public Cloud Utilize Toyotas facilities. Service provide to implement and manage solution post execution True blend of public and private cloud options based on Toyota-specied security and capability requirements Dedicated pool of computing resources managed by the Service Provider, accessible over the internet, and has the functionality driven by the requirements put forth by Toyota Pool of computing resources shared by non-competing organizations, managed by the Service Provider, accessible over the internet and has the functionality driven by the requirements put forth by Toyota

Section 5: Requirements
General Requirements 1. Service Provider Company Background

Please describe a brief background of your companyincluding size (revenue, employees, installed infrastructure base) and portfolio of services offered. Please describe the strategic area of focus for your company for the next three years What is your companies strategic roadmap for Messaging and Collaboration services? Please provide your client landscape for Messaging and Collaboration for public, private cloud and on premise solutions Is your company privately held or publicly held? List your approximate annual sales for each of the last ve years Has your company ever led for bankruptcy? List your top ve customers in the Messaging and Collaboration space Do you conduct business currently with any of our subsidiary? Please provide a brief description of your company's background and organizational history from a nancial milestone perspective. How many years has your company been in business? Is your company a subsidiary of a parent company? How many consecutive years have you been protable? Do you have positive or negative cash ow? Please provide the latest SAS 70 report. Please check appropriate boxes in the matrix below to affirm your service offering capabilities across the architectural platforms. Please elaborate on the subset of services and solutions architecture that you consider your core capabilities. Please specify the pro and cons of each given our size and interest in Messaging and Collaboration services. Is there a specic platform choice you recommend to drive these capabilities? If yes, please list out the reasons for both choosing the specic platform and for not choosing the other leading platforms available in the marketplace. What mobile device platforms does your solution support? If On-Premise solution has been chosen, please describe the hardware requirements and the prescribed architecture for the services chosen.
2. Financial Solvency

3. Scope and Solutions Architecture



Section 5: Requirements (Continued)
4. Change Management

How are users trained on enhancements and upgrades? Would we be notied of changes to user functionality? Please outline your change management methodology before, during and after migration. Please outline your change management methodology before, during and after migration. Please provide a minimum bandwidth requirement per site for your solution architecture(s). Is QOS a requirement? If yes please specify. How do you measure the performance of the solution (metrics, processes, reports)? What SLA performance guarantees do you offer within your proposed solution(s)? Please provide artifacts if possible. What reporting capabilities do you have for capacity trending? Do you provide a remote monitoring probe in a co-location site? Please specify the methodology in such a scenario. What are the means of data de-duplication that are employed to reduce the impacts on WAN bandwidth utilization? What are the recommendations on compression tools to optimize network traffic? Do you have a DLP (Data Loss Prevention) control process? If yes please describe the process? If not what is the alternative? List the process and tools to prevent Endpoint Data Leakage. (Condential information may be forwarded or downloaded onto assets which lack controls)? If the public cloud architecture is chosen, the concentration of valuable data from multiple corporations makes the system a bigger target for attack. Please list the processes and tools used to mitigate this risk. Unauthorized access by Internet-based attackers is more likely if the system is directly accessible on the Internet. How will you mitigate this risk? As the number of administrative touch points increase, unauthorized access or leakage of information by a privileged insider (from Service Provider) becomes more likely. Please describe how you would mitigate this risk. Do you encrypt data at rest? Can you satisfy our password policies in all the solution architecture options chosen (eight characters minimum, one letter and one number required, account locked after ve failed logins, last ve passwords may not be reused, 90 day password expiration)? If not please specify your alternate option and the reason. Please describe your incident response process. What processes are in place for incident detection, escalation/communication, analysis, resolution and recovery? How and when we will be notied in the event of exposure of our data to unauthorized parties? What exibility do you have to incorporate changes in your incident response process based on our requirements?
5. Network

6. Security


6. Security (Continued)

Please highlight the DR options available for each one of the chosen architecture options. List your Recovery Time Objective and Recovery Point Objective for each option. What is your approach for integrating single sign-on and federation given the current tools deployed in our environment (LDAP, AD)? Please state your preferred approach. What is your stance on strong authentication? Is it an out of the box capability or does it require customization? What other options for authentication are available? Are there any other security challenges that we should be aware of with the solution architectures chosen? Are there any other security controls that we should be aware of with the solution architectures chosen? What is the ratio of number of security breaches to total public hosted customers? What is your internal audit process? Would you provide a SAS 70 report annually? Would you allow us to have the right to audit? Describe the exibility you can provide to allow us different degrees of control. Operating in a shared environment increases the risk of accidental access by other clients. Please describe how you will mitigate this risk. In the solution architecture chosen, what access would we have to event logs? Describe your support to perform forensic investigations including any limitations. What is your policy on anti-virus? Please describe your approach for protection from viruses. What physical security measures are in place at your data center facilities? (e.g., Badge access required for entry, alarm system, etc.). Please describe both interior and exterior physical security controls. What standards/technologies protect (encrypt) data in motion and data at rest? How is discarded media sanitized? (e.g., Certied multi-pass wipe or physical destruction of media. In either case, are commercially reasonable methods are used to ensure media is unreadable?) List the technologies used for network level security of the data. Please list the safeguards you have in place that meets federal requirements for a company in the nancial sector. What mobile device security controls do you provide for the solution architectures chosen? Do you have remote and local wipe capabilities for mobile devices? Do you have the capability to distinguish between corporate and personal data while doing a remote or local wipe on mobile devices? What monitoring capabilities can you provide for mobile devices?


7. Legal

Please describe your rules governing data ownership in your set of proposed solutions. What are the different locations where data can be hosted? Can a customer specify where the data should be hosted? Is there any exibility on the regional location (US or International) of the people managing the environment? Is it a general practice for you as a companyand the individuals engaged in managing the accountto sign condentiality/NDA agreements? If not, are you open to negotiating this? What are the requirements and policies to provide information to federal agencies, if they request any? What are the privacy issues if a public cloud offering is chosen and how do you mitigate them? What are the proposed best practices for eDiscovery in the chosen options for the architectural solution? Please elaborate on the archiving capabilities, especially for legal hold/discovery Describe the toolset you use to perform discovery What are the different methods available for extraction and retrieval of mail? Please walk through a litigation hold scenario, listing out the step-by-step process in the tool/platform of your choice. Please include to address e-mail, calendaring and scheduling, instant messaging, BES support, and document/le sharing scenarios. How do you preserve e-mail? Is archiving core platform functionality or is an external third party vendor employed for the same? Can export of e-mail by users be disabled in the platform of choice? How does the investigator get access to an employees documents, e-mail accounts etc., without them knowing? What logs are kept and what is the default retention policy? Please walk through a forensic-investigations scenario, listing out the step-by-step process in the tool/platform of your choice. What are your limited liability provisions? What are the controls implemented to ensure high availability and redundancy of the hosted data with the cloud vendor? Please specify all third party vendors and vendor partnerships that you generally leverage to provide a Messaging and Collaboration solution of this magnitude Please specify the core competencies of these third party vendors and the governance model to manage the service end-to-end
8. Sub-Contractors and Third Party Vendors


9. Financial Feasibility
Please provide itemized pricing for Messaging and Collaboration services for each of the solution architectures chosen clearly listing one time and continual operating charges. Please list and explain all drivers behind the nancial elements. Please specify the xed and variable components of the pricing. Are there any other pricing models/options available? If yes, please specify. Do you have pricing based on different levels of service (silver, gold, platinum etc). If yes, please provide the pricing for these SLA bundles for Messaging and Collaboration services. Are there additional services that you usually bundle in Messaging and Collaboration space? If yes, please specify your bundling model and the pricing for each of these bundles and hosting solutions combinations. Please specify all the underlying assumptions for the pricing. For both Messaging and Collaboration and the Solutions Architecture chosen please provide the three highest volume customers for which you have implemented and/or hosted the solution. Please also indicate the ballpark volumes for each of these high-volume customers. Please provide case studies showcasing your methodology and experience in executing similar engagements. Please provide two references of clients with similar volumes and provide contact information for these references. One of our affiliates is a nancial company. Please provide case studies and volumes for your biggest clients in the nancial services industry If public cloud is chosen as one of the service offering please specify how many nancial customers you have on a public cloud today.
10. Due Diligence
Specific Requirements 11. 1 Messaging ServicesFunctionality Please highlight the differentiating capabilities of the e-mail platform chosen, including functional differentiators Please also specify if all these capabilities are available in each of the chosen solution architecture(s) Please list out the limitations of using the thin client (internet access) version of the application Please highlight the calendaring capabilities and integration with resources (conference rooms, video conferencing, ltering of resources based on certain criteria) in each of the chosen solution architectures. Describe user provisioning/deprovisioning processes and options/tools What options are available for the offline mode e-mail access? Is the e-mail platform integrated with the desktop, such as e-mailing option on a open document (e.g., le system right-click?) What are the various client integration options available? Please describe user-prole/group based conguration capabilities.
Please describe the alias support capability


Specific Requirements 11. 1 Messaging ServicesFunctionality (Continued) Describe the capabilities of the tracking and monitoring tools How is password complexity and change frequency managed? Please describe the DRM (Digital Rights Management) features/capabilities available Please specify the mail le size/quota available for the various solution architecture options chosen. Is the read-receipt functionality available in all options? If not, please specify which solution architecture options do not include this capability. Can end users create/maintain distribution lists?
Can multiple attachments be dragged and dropped in the thin and thick client? What other portal integration capabilities are available? For special needs like intercepting e-mails from outside our domainswhat options are available to manage the inbox? What capabilities are available for organizing mail e.g., folders and routing rules? Please elaborate on the work ow capabilities. Do your chosen architectural solutions have a function where if an e-mail message delivered is over the attachment limit, the e-mail body is delivered with an over-thelimit (or similar) attachment message? Please describe this function Please describe virus protection, SPAM and other e-mail protection capabilities. Does your platform have exibility to provide unlimited size attachments for a select group of people? What integrations are available with other collaborative tools/applications? Is the user experience seamless in this integrations? Please specify if these options are available in all the solution architecture options chosen. Please elaborate on the multi language support (especially, Spanish, Japanese, and French) capabilities for the platform chosen. Please elaborate on the dependency on AD/LDAP and the ability to pull data from multiple directories What is the integration capabilities with affiliates outside our network?
Please describe the message recall capabilities. For SPAM, what is the average catch rate based on the best practices you propose? Does your platform have exibility on mail retention time based on a user prole?
Does your platform have TLS (secure mime) capabilities? 11.2 Messaging ServicesMigration How will you resolve the Calendar Issues and mail delivery during migration? What is your preferred migration methodology for each of the chosen Solution architecture options (turnkey versus slow/Phased migration), with key drivers being minimum disruption to business, short timeline, and low cost of engagement? What are the different options available for migration? Please list the pros and cons and the risk associated with each approach. Please provide a proposed migration plan with estimated timelines
Please describe the Blackberry/Smartphone integration process. What are the integration capabilities with Right Fax? Do you have another product that provides the same capabilities as Right Fax? If yes, please elaborate on the capabilities.

Specific Requirements 11.2 Messaging ServicesMigration (Continued) Are there any assumptions on system readiness that has been made in this migration plan? If yes, please list all the assumptions and activities/tasks that we would need to perform before and during migration. Please describe any creative and innovative techniques you have to reduce the period of co-existence of the two mailing applications? In your experience with other customers, if companies migrate personal address books, please outline the process. Please provide an example integration plan to integrate with several applications that have a dependency on the mailing system. 12. Support and SLAs How do upgrades in your chosen solutions work? (e.g., who is responsible for performing the upgrades and what is the process?) Please describe the support model and the options for your proposed SLAs within the proposed architectural solution options. What would be the recommended resource needs to manage the environment from an end user perspective. Describe granular administration rights for each of the solution architectures chosen? Please describe the tickets tracking/monitoring process 13.1 CollaborationInstant Messaging Please describe you overall unied communications offering. Please describe your capabilities for Unied Messaging on mobile devices. Please describe your TelePresence capabilities and along with the integration requirements. Does your Instant messaging solution provide File Transferring capabilities? Is the feature available for thin client (internet) version as well?
In your proposed approach is there a need for Active Directory to be upgraded. If yes what please describe the approach in detail. Is the migration approach to a cloud environment different for eld servers and HQ servers ? If yes please specify the differences. In your experience with other customers, what are the most common challenges in the migration process? Please describe Proof of Concept (pilot) options available, with timeline and ease of implementation clearly pointed out. For each of the selected solution architecture options please list out our and service providers roles and responsibilities. Please list the incident and problem management process and the proposed touch points. How does integration in to our incident management database work? What are system requirements for the client version of the application? If a public cloud option is chosen, how would you prevent outages in a multi-tenant environment? Please elaborate on Video chat capabilities, clearly outlining the system and network requirements. Please elaborate on Audio chat capabilities, clearly outlining the system and network requirements. Please describe the overall Unied Communications capabilities of your proposed solution architecture(s). Do the proposed solution provide message threading capabilities? Can the proposed solution integrate video chat with the video conferencing systems currently available in the marketplace (e.g., open source solutions, commercial enterprise solutions)? If yes please outline the process for integration to these services.


13.1 CollaborationInstant Messaging (Continued) Does your IM solution have announcements/broadcasting capabilities? If yes please describe. We have a number of internal and external affiliates/ address books integrated to the current IM solution. How would this be done in the proposed solution? Please describe the process 13.2 CollaborationDocument Sharing and Other Collaboration Tools Please elaborate on your document sharing tools and capabilities Does the chosen solution allow document retention rules to be set per document or site? Please elaborate on the DRM capabilities for the selected solution Does the solution allow purging notications to be sent based on expiration policies? 13.3 CollaborationWeb Conferencing Please elaborate on your web data conferencing tools and capabilities.
Can the proposed solution provide video conferencing through the desktop (e.g., web camera connected to desktop/laptop)
What other set of tools and capabilities do you offer in the Web services space to enable collaboration? What are your Web 2.0 capabilities as it relates to collaboration? What tools and capabilities you offer for collaboration in the contact center?
4. B uilding a Service Kernel for Provisioning
Building a Service Kernel for Provisioning69
BUILDING A SERVICE KERNEL FOR PROVISIONING

Frameworks for Technology Provisioning and Deployment Create provisioning process for easy deployment of new devices. Mingus Corporations Application Provisioning Process 72 Ciscos Hierarchy of Services 77 Cisco developed a multi-tiered service hierarchy to support diverse and changing needs while reducing service portfolio management complexity by classifying services.
Mingus uses application consumption data rather than job descriptions to dene demand proles of employees. They create packages of virtualized applications that can be aligned to proles and establish a baseline for hardware requirements.
Service Catalogs Create user-intuitive service catalogs for employee computing services. US Banks User Experience-Led Service Catalog Design 78
Symantecs Super Users-Led Deployment
74
Symantec leverages a select group of business and IT employees to not just sense demand but also determine the best rollout schedule and communication strategy for deployment of new technologies. The involvement of super-users across the deployment phase greatly accelerates the adoption of new technologies.
US Bank re-designed their IT Service Catalog based on employee feedback collected through targeted surveys, usability testing and contextual inquiry. A comprehensive study of the user experience led them to create a simpler, cleaner and more intuitive interface, promoting the self-provisioning of employee computing services.
Mingus Corporation Employee Computing Service Catalog Service Model for Employee Technologies Build a service wrapper around each specic employee technology aimed at delivering a clear business capability. Air Products Three-Year Service Plan 76
82
Mingus Corporation develops an online service catalog which focuses on user experience, relative to cost. Feedback from pilot groups is included to aid employees in selecting the most appropriate options for their need.
Air Products develops service plan which are multi-year views into changes in target markets, responses and cost-to-serve the market. The service plans are less than 10 pages and each section contains bullet points, tables and short paragraphs.
BUILDING A SERVICE KERNEL FOR PROVISIONING (CONTINUED)

Government of South Australias Service Catalog 83 Government of South Australia provides the business with a service catalog that promotes transparency around cost models and expected performance. The service catalog equips employee with all the required details including SLAs around support response times, thus making it easier to place service order requests.
Fords Collaboration Service Catalog
87
Fords service catalog eases the use of collaboration tools within common business scenarios. They developed services for Voice, Video and Data Collaboration, Knowledge Management and Access and Mobility.
DATA-DRIVEN APPLICATION PROVISIONING

Mingus Corporations Application Provisioning Process
With Illustrative Examples
Mingus
Corporation
1. Monitor Usage Proles Use monitoring tools to identify which applications employees access frequently.
2. Create Baseline Packages Use common usage patterns to distinguish baseline application packages.
BASE: E-Mail Office S/W Browser Media Player BASE+: Local Server BASE++: E-Mail Office S/W IM Doc Mgmt IP Phone S/W Local Server
E-Mail Office S/W Browser Media Player
E-Mail Office S/W Browser Doc Mgmt Enterprise App 1
E-Mail Office S/W Browser Doc Mgmt Real-Time
Communication IP Phone S/W Enterprise App 1 Enterprise App 2
E-Mail Office S/W Browser Doc Mgmt IM Media Player Local Server
4. Continual Service Improvement Perform periodic monitoring and maintenance activities to assess and ne tune the t of service portfolios to proles.
BASE+ Add Enterprise App 1 & 2
1
3. Assign Service Portfolio Match application packages to usage proles and align employees to peer proles.
Pseudonym.
BASE
BASE+
BASE++
EMPLOYEE SERVICE PROVISIONING PROCESS FLOW

Analysts Current: 2 FTEs Future: 1215 FTEs Drawn from Client SW/HW Distribution Organizations, Maintaining FTE Net-Add at Zero
Mingus
Corporation
Base Proles Current: 9 Future: Not More Than 40
Segment Employees into Quadrants Set Default Device Selection Engage Business to Establish Cost Threshold Assign Survey Component 2: Tailored Device Provisioning (Based on Cost Constraints) Tailor Corporate Messaging
Collect Monitor Usage
Dataset
Analyze Base Proles
Establish Threshold Usage Thresholds Daily Weekly
On-Demand Request Establish Employees Emotional Tie with technology
Added to Base Prole for a 45Day Period
Request Apps
Engage Employees to Explain Changes in IT Provisioning
Preapproved
Escalate to Business for Approval
Establish Medium for Peer Review of Devices/ Functionalities
Feed Back to Data Analytics to Identify Changing Demand Patterns
Component 1: Application Portfolio Provisioning (Based on Workow Requirements)
Component 3: Tailored Corporate Messaging and Change Management (Based on Employee Segments)
Pseudonym.

SUPER USERS DRIVE SUCCESSFUL DEPLOYMENT

Symantecs Multi-Stage Deployment Model
Deployment Stage Description
Symantecs IT Super Users Group Group Objectives Collaborate with IT in an advisory capacity to surface employee technology needs. Help dene new technology rollouts schedule. Help build business-relevant communications to support new IT rollouts. Enforce/customize IT communications to an expanded network within respective business units. Membership Composition Core team of about 50 BU representatives Chaired by End-user Services Owner 610 representatives from IT organization Combination of volunteers, nominated by BU heads, and by invitation. Member prole Must be inuential within respective BUs. Act as informal conduits with employees. Must be passionate about technology, and plugged into technology needs on the ground. Must be vocal and active participant in discussions. Estimated time commitment: 23 hours per month. Standard Agenda Review upcoming IT releases. Discuss upcoming pilots, testing and/or communication opportunities. Meeting Cadence Monthly Ad hoc meetings for urgent requirements.
Identify employee needs
Super Users provide guidance on existing projects or propose new business needs.
Proof of Concept
Determine solutions ability to meet businessneeds. Small test group (2-10).
3
Trial
Focus group comprised of 50-100 business and IT users, includes Super Users. Limited help desk support provided. Support documentation created.
4
Pilot
Deployed to a group of 5001000 users. Full-scale production level support provided. Communication and training material created.
Mass Deployment
Three levels of validation before mass deployment offers multiple opportunities to ensure the new technology meets specic employee productivity needs.
THREE STAGES OF NEW TECHNOLOGY DEPLOYMENT
Proof of Concept Denition
Trial
Pilot
New application, technology or service. Materially different from current services. Partial or incomplete Not included No decision Determine ability to meet business requirements. Evaluate addition to Service Catalog. 26, no more than 10 IT development and ops
New application, technology solution or service which may be currently under development or service design. Modestly complete Existing entry No decision Validate ndings from PoC stage. Dene/rene requirements, features, production deployment assumptions. Expand use case validation. Max 100 users Subset of IT and business users, includes super users Local or global participation 412 weeks on average Limited support may be in place Decision of intent to complete development and deploy into production operations.
New application, technology solution or service which is assumed complete in its development, functionality, quality and support readiness. Complete Existing entry Full production deployment Validate the deployment assumptions and operational and support characteristics at scale sufficient to obtain condence in a general deployment. Up to 1000 users Targeted general users Global participation across all geographies and site types. 112 weeks on average Requires full support Identify scalability or support issues impacting roll out. Identify and complete nal production modications.
Functionality Service Catalog Production Deployment Intent Purpose
Test User Base
Duration Support Model Output
Days or weeks None or limited Verify solution validity Decision to move to PoC and/or Pilot.

A SERVICE PLAN FOR NEXT GENERATION EMPLOYEE COMPUTING ENVIRONMENT

Electronic Window Service
Illustrative
Service Plan 1. Description of the current service Scope of service Current offerings Major components of the service 2. Target Markets Existing markets Emerging markets 3. Pricing and recovery strategy Primary cost drivers Key elements of forward-looking strategy 4. Emerging requirements Summary Anticipated changes in the business environment New service offerings anticipated in the planning cycle 5. Anticipated major IT initiatives Summary Strategy for increasing the variable cost component of the service 6. Service-level opportunities
Target Markets
Volume Total Users Transactional Workers Mobile Operators FY10 20,200 2,000 3,400 FY11 21,300 2,300 3,600 FY12 20,800 2,200 3,500
Primary Cost Drivers

Drivers Standardization Regulatory Requirements Languages Supported X Actionable by IT X Actionable by Clients X X External to AP
CISCOS SERVICES HIERARCHY

Partial List of Services
Classication Type
End-User Services Internal IT Services
Classication Sub-Type
End-User Services
Technical Services
IT Governance & Operating Services
Service Categories
Collaboration
Video & Unied Communications
Additional End-User Service Categories (4)
Network
Infrastructure
Additional Technical Service Categories (3)
Application Services
IS/IT Computing and Network Operations
Additional IT Gov. Service Categories (12)
Services
Social Collaboration
Intranet
Video Conferencing
Unied Communications (UC)
Global Network
Mobile & Home Office Network
Data Center Storage
Data Center Network
Systems Solutions Delivery
Application Development
End User Computing Operations
Client Support Operations
Blogs
Employee Directory
Desktop Video
Voice and Video Phones
Content Delivery Network
VPN Access
Cloud Storage
Global Server Load Balancing
Application Bug Fix
Code Mgt.
Global Device Exchange
Tier 1 Support
Service Offerings
Forums
Intranet Site Publishing
External Video Conf.
UC Integrated Messaging
Corporate Remote Office Network
Home Office
Network Attached Storage (NAS)
Local Server Load Balancing
Application Consulting
Project & Portfolio Mgt.
Device Dispatch
Tier 2 Support
Wikis
Intranet Casual Editing
Mobile UC
Guest Internet Access
Office Extend
Storage Area Network (SAN)
Data Center Network Access
Perform. Testing
Consumer Project Mgt.
Tier 3 Support

DESIGN AN INTUITIVE SERVICE CATALOG

Leverage Employee Feedback to (Re-)Design an Effective Interface for IT Service Catalogs
Process Step:
Preliminary Surveys
Collect user feedback for current self-service mechanisms.
Usability Testing
Engage users to test service catalog workows.
Hypothesis Building
Anticipate areas for improvement and new features.
Contextual Inquiry
Verify hypotheses through use of passive real-time observation.
Design Impact
Finalize requirements for new workow, architecture, navigation, user types and user experience.
Objective:
Example:
Responses suggest that the great majority of users choose to speak to someone in person to nd help or direction when looking for help, using a tool, or nding an IT service/product.
Users nd it easier to ask a person to help them than to navigate through help documentation.
Our service catalog is a black box to users. There is little to no feedback and the process between submitting a request and request fulllment is hidden. Users tend to ask an individual to help to receive instant feedback, or to reduce request error.
Architecture Workow Waynding User Types Experience
Re-Design Necessary No Change Necessary
DESIGN AN INTUITIVE SERVICE CATALOG (CONT.)

Employee Feedback Survey Tool (Excerpt)
Preliminary Surveys
Collect user feedback for current selfservice mechanisms.
Usability Testing
Hypothesis Building
Contextual Inquiry
Design Impact
Finding Information Where is the rst place you go for help when using one of the following IT tools? IT Self Service, Knowledge Base, Password Reset I ask my manager I go to the Intranet I call the help desk I search on the Internet I ask a coworker
Self-Service Tool Have you used IT Self Service to make IT Service requests? Yes No No, I have never heard of Self Service Portal Please rate how easy you found nding the product or service you were looking for?
Where is the rst place you go when you cant nd the IT service or product you are looking for? I ask my manager I go to the Intranet I call the help desk I search on the Internet I ask a coworker
Very Difficult
Difficult
Neutral
Easy
Very Easy
Never used tool
Finding instructions on how to use IT Self Service Very Difficult Difficult Neutral Easy Very Easy Never used tool
Overall Impression Overall satisfaction with IT Self Service Very Unsatised Very Unsatised Neutral Satised Very Satised Skipped
Rate how helpful you nd these instructions Very Unhelpful Somewhat Unhelpful Neutral Somewhat Helpful Very Helpful Never used tool
Satisfaction with timeliness of fulllment Very Unsatised Very Unsatised Neutral Satised Very Satised Skipped
More questions asked about other self-service tools like:

Was your most recent IT Self Service request fulfilled successfully Yes No Skipped
Approval processes Self-help knowledge base Information security services Password reset tool


Usability Testing Template (Excerpt)
Preliminary Surveys Usability Testing
Engage users to test service catalog workows.
Hypothesis Building
Contextual Inquiry
Design Impact
Tasks Task 1
Details Request for a new laptop
Successfully Completed Yes
Level of Ease
Time on Task 4:41
Errors 4
Notes I shouldnt have to look through all these should I? I dont know how many pages there are? Had trouble with time outs
3 3 2
Disagree
Number of times the user deviated outside the optimal path. Time taken by the user to complete each task of the usability evaluation.
Task 2 Task 3
Find and request for a new desktop scanner Request a workstation to be moved within your office
Yes Yes
1:33 6:46
0 1
Post-Questionnaire Strongly Disagree I was able to successfully complete each task. I was able to nd the information I was looking for. I was condent in my ability to navigate to the area I was looking for. The content on the tool is clear. Using this tool was easy. I was frustrated trying to nd the information I was looking for. It was easy to learn how to use this tool. I would be excited to use this tool again. I feel efficient using this tool. I was satised with the amount of time it took to complete tasks Level of Ease Neither Agree Strongly Agree
Participants were asked series of statements in the end to gauge their experience.
1 2 3 4 5
User completed the task with ease. User completed the task with very little confusion. User completed the task but took a few moments with some confusion. User completed the task after an extended period of time. Near failure. User could only complete the task with help or prompts from the session moderator(s).

Gaining Contextual Awareness
Preliminary Surveys Usability Testing Hypothesis Building Contextual Inquiry
Verify hypotheses through use of passive real-time observation.
Design Impact
Semi-Step 1: Structured Interview Script
Step 2: Passive Observation Model
Describe your job title and your day to day responsibilities? Describe your day to day work routine for us. How long have you been using this tool? Describe your use of Service Catalog tool? What are the most common tasks you have to do within the tool? Who do you typically work with?
Environment and Facilities What is the physical environment like? Does it impact the way target audience needs to accomplish tasks? Interruptions Are people often interrupted while attempting to accomplish tasks? How does this impact the experience? Applications What are the digital devices and software people use to work? How do these impact user expectations for the new design? Frustrations What are the frustrations and gaps that exist in working with the tool? Artifacts What artifacts exist to help people interact with the tool? Double Handling Are there other tasks and goals that people are attempting to accomplish? Workarounds Are there any manufactured processes created by the target audience to augment the way tasks are completed? Triggers What is the root trigger to accomplish a task or goal? Hand-Over Points Are there situations where the user receives or sends off tasks to another person? Variations Does all target audience approach fullling the same goal in the same way?
A traditional, directed interview to collect qualifying and baseline data about the user, and establish expectations and boundaries.
A passive observation of the participant as they perform their work within their natural context of doing said work.
SELECT THE RIGHT EXPERIENCE

Mingus Corporations1 Online Service Catalog for Employee Computing Hardware
In Development/Illustrative, for Enable Early Adopter Segment
Mingus
Corporation
Mingus
Corporation
Employee Computing Choice Alternatives

Usability: Works with most corporate apps Users may experience some latency Support: Faster resolution time for desktop support issues Cost: HIGH Check with manager for approval Usability: Best for e-mail/calendaring, and apps with light input requirements Support: Specic hardware issues should be covered under Apple warranty Cost: LOW To request a corporate tablet, contact the Service Desk at ext. 100
YOUR PROFILE: Base++, High Mobility/Security Need

Virtual Desktop Designed to deliver the full suite of Mingus applications over your personal laptop Ideal for employees dealing with condential data and heavy application needs (e.g., Excel) while mobile Customer Comments I use VPN all the time but found this to be a better option for long trips in which Ill also want access to<Click for more.> Doesnt replace my laptop on-site, but does give me a better option for working form home... <Click for more.>
Options are described in terms of usability, support, and cost.
Cost is represented as high/med/low rather than specic dollar cost.
iPad E-mail/calendaring and limited application support, based on security requirements Ideal for employees with need for lighter application requirements while traveling Customer Comments I traded my laptop in for a desktop on-site, since I can now use my iPad as my sole traveling device<Click for more.> Dont rely on this if youre a heavy CRM useror ensure you have a portable keyboard<Click for more.>
Thin Client
Pseudonym.
Peer comments aid in understanding technology effectiveness for individual workows.
ELECTRONIC MESSAGING SERVICE

What is this service? The South Australian Government Electronic Messaging Service (SAGEMS) provides a centralized electronic service to improve communication and information ow across government. SAGEMS provides a fully managed, fully redundant mailbox and public folder service with an array of options for enhancements. What is included? Standard Corporate mailbox service that includes: A 200MB mailbox Anti Spam protection Anti Virus protection Disaster Recovery Optional

Severity 1.
Response time XX% of Incidents within ten (10) minutes of contact to the Suppliers Service Desk. XX% of Incidents within thirty (30) minutes of contact to the Suppliers Service Desk. XX% of Incidents within two (2) hours of contact to the Suppliers Service Desk. XX% of Incidents within twentyfour (24) hours of contact to the Suppliers Service Desk.
Resolution time p/m XX% of Incidents within one (1) hour; and XX% of Incidents within two (2) hours. XX% of Incidents within two (2) hours; and XX% of Incidents within one (1) business day. XX% of Incidents within one (1) business day; and XX% of Incidents within two (2) business days. XX% of Incidents within ve (5) business days.
Option Corporate Mailbox OWA Mobility SMS Fax Public Folders
Capacity
Charge $x includes service management levy. $x $x $x + $x per message $x + $x per ag fall + $x per page $x per MB
2.
3.
4.
How to best use it?
Outlook Web Access SMS Messaging Faxing from the desktop Mobility Service Public Folder Service
Agency enquiries or requests can be fast tracked if a full description of the request is provided. Users should report issues to their Agency Service Desk. The Service Desk will log issues directly to the Service Provider.
Key Metrics What can be expected? A fully managed across-government electronic messaging service with XX% target availability on a 24 hour by 7 day basis for the following core services, Mailbox, OWA, Mobility, SMS, and Faxing. Availability Reliability
Target xx% Not > X outages per month and not > than X per year.
How to obtain it? For standard SAGEMS service offerings contact your Agency Service Desk. For non-standard requests, please contact: StateNet Service Desk p. 08 8207 XXXX e. statenet@sa.gov.au Service requirements can be discussed with: Service Manager, Applications on the details above
What are the charges? The charges for the SAGEMS core services are invoiced monthly per user and are volume driven.

COLLABORATION SERVICE (STATELINK)

What is this service? The StateLink service provides integrated communications to optimize business processes within a central, secure shared environment. Implemented using Microsoft Lync, it is a unied communications product offered as an across-government service where agencies can communicate in real-time, check availability and connectivity and share applications. StateNet Services has implemented the Microsoft Lync software in the Central Service Network. Presence (Continued)
Let people know where you are and what you are doing. Share current information such as your location (e.g., office/home etc.). Update presence information automatically (synchronization with Exchange Calendar) or manually.
What can be expected StateLink provides a fully managed service with XX% target availability on a 24 hour by 7 day basis for: Presence Instant Messaging Video Conferencing.
Audio and Video
What is included? Standard Instant Messaging Connect with people anywhere on the StateLink Service and with authorized Federated entities within your organization on a different oor in a different building in a different town with other agencies using the StateLink service with external entities with whom a federation connection has been established; e.g., Microsoft, Dimension Data connect within StateNet or externally via a PC with Lync client installed Presence
Make/Answer/Manage a Call from the workstation/ desktop/laptop. Make/Join a Conference Call Accept a Video Call Record a call
Key Metrics Availability
Target xx%
Online meeting scheduling via outlook
Invite participants for your videoconference or your teleconference via Outlook.
What are the charges? The charges for the StateLink services are $X.XX per month per user.
Video Conferencing
Room based and PC-to-PC and multiparty (additional equipment required, to be purchased by agencies, e.g., roundtable video devices, Tandberg devices etc.) Desktop based (additional equipment required, to be purchased by agencies, e.g., desktop camera, headsets) Conference recording
How to obtain it? For standard service offerings and changes contact: StateNet Service Desk p. 08 8207 XXXX e. statenet@sa.gov.au Service requirements can be discussed with: Service Manager, Applications on the details above
Optional Depending on license type: Whiteboard collaboration Desktop and Application Sharing PABX and Voice over IP capabilities
Find the right person typing in just a rst or a last name and see their availability.
MULTI-PARTY VIDEO BRIDGE SERVICE

What is this service? The multi-party videoconference bridge enables real-time meetings using video technology to simultaneously connect between participant sites. What is included? Standard
What can be expected?

Benets What can be expected
Service operation 24X7 High reliability core video infrastructure enabling all video communications seamlessly through to and from the multiparty video bridge.
Key Metrics Availability What are the Charges?
Target xx%
Up to a maximum of 40 (ports) participant sites available for a single video conference. Built-in conference scheduling and reservation facility. Compatibility with all major vendors video conference endpoints including Movi & StateLink desktop systems. All bookings made through the TelePresence Management Suite (TMS) internal web portal. Ability to dial in or dial out through a web server. Dual video feeds to enable viewing of both participants and the presentation data. Web conferencingthose without video endpoints can still interact. Ability to view using Windows Media Player, RealPlayer, or QuickTime. All 40 video bridge ports have been set for standard denition video resolution (w448p 30f/sec).
Service Multi-party video conference Bridge
Charge $X.XX month per agency for any number of agency users and unlimited meetings.
Access by all agencies to a multiparty video bridge, therefore avoiding costly duplication of video infrastructure within each agency. Easy to book conferences through the web portal. Ability to book video conference meetings with up to 40 conference locations. Able to connect room based video systems and desktop applications. Secure encrypted video traffic enabled through the video bridge to the Internet and StateNet sites.
How to obtain it? For standard service offerings and changes contact: StateNet Service Desk p. 08 8207 XXXX e. statenet@sa.gov.au Service requirements can be discussed with: Service Manager, Applications on the details above
The special cost is to allow agencies to try the video bridging service paying a single fee per month and connect to as many sites as they wish, linking as often as they want.
Excluded
Agency video communications end point equipment.

VIDEO COMMUNICATIONS SERVICE

What is this service? The video communications infrastructure has been deployed to provide a resilient and redundant architecture that enables the transition through agency rewalls and the Internet Gateway for room based video traffic and also desktop video traffic. What is included? Standard
What can be expected?

How to obtain it? For standard service offerings and changes contact: StateNet Service Desk p. 08 8207 XXXX e. statenet@sa.gov.au Service requirements can be discussed with: Service Manager, Central Data Network on the contact details above.
Service operation 24X7 High reliability core video infrastructure enabling all video communications seamlessly via room based systems, StateLink, Movi/Jabba or WebEX.
Key Metrics Availability
Target xx%
Redundant and resilient core video infrastructure enabling seamless video communications through the agency rewalls and the Internet gateway. Video infrastructure fully managed and supported by the MNS provider. Enables communications of all authorized StateNet video traffic, including room based systems, Movi/ Jabba desktop video and StateLink video. Traffic monitoring through the core video infrastructure. Interface between the core video environment and the Microsoft StateLink environment to enable seamless communications.
What are the Charges? Service Core Video communication Charge Included as part of the CDN charges
Benets
Optional
Use of a multi-party video bridge to enable simultaneous connections within a session for multiple locations.
Access by all agencies to a multiparty video bridge, therefore avoiding costly duplication of video infrastructure within each agency. Easy to book conferences through the web portal. Ability to book video conference meetings with up to 40 conference locations. Able to connect room based video systems and desktop applications. Secure encrypted video traffic enabled through the video bridge to the Internet and StateNet sites.
Excluded
Agency video communications end point equipment.
COLLABORATION SERVICE CATALOG

Fords Service Catalog for Enterprise Collaboration Tools
Function
Parameters Up to 20 attendees; no outside attendees and only Windows participants More than 20 attendees or outside attendees or involves Unix/MAC participants Four attendees or less More than four attendees Within the Ford network
Recommended Tool Net meeting or office communicator
Employee Cost
Additional Guidelines Useful for conducting small presentations, but inappropriate for large presentations, those with outside participants, or those that require 3D rotations Useful for conducting large presentations, those with outside or Unix/MAC participants, and somewhat for 3D rotations
Provision
Desktop Sharing (Data and Web Conferencing) Voice, Video, and Data Collaboration
Free
Click to Order
WebEx
per minute
Click to Order
Audio Conferencing Instant Messaging Voice Mail Web Interface to Voice Mail
Your phone Cisco meeting place Microsoft office communicator Cisco unity Cisco unity Web interface
Free
Click to Order
Free Free Useful when small groups (and typically two) people need to exchange information quickly within an established context Requires VOIP Current cap of 1,500 users per voice mail server; service will be limited pending a general solution from vendor. Detection of other IM users availability (desktop usage, phone usage, calendar availability); does not yet interoperate with the telephone system Does not interoperate with the telephone system
Click to Order
All cases
Free
Click to Order
All cases
Free
Click to Order
Desktop detection Presence Calendar detection
Microsoft office communicator Microsoft office communicator
Free
Click to Order
Free
Click to Order

COLLABORATION SERVICE CATALOG (CONTINUED)

Function
Parameters
Recommended Tool Video capture SharePoint team site Team room
Employee Cost $ license for acquisition $ per month for 200 MB $ per month for 100 MB $ per month for 100 MB
Additional Guidelines
Provision
Podcasting
All cases Within the Ford network
Creation of media for information/knowledge sharing
Click to Order
Knowledge Management and Access
Team Rooms
Public facing Public facing or involves legacy team room
Team room
Team sites are focal points for group collaboration. Documents are shared, questions and answers are posted, and calendars are coordinated. For static or formally approved publications, alternatively use our provider. Distribution of information from a subject matter expert to a broad audience (e.g., reports from conference attendees or executive opinion spaces) Distribution of information by a group to a constituency (e.g., a core group creating documentation for a process, collecting requirements for a program, or teams working on joint documents) Employment Knowledge Base is the official repository for documents of record within Ford Motor Company. Documents of record include official communications by the company, purchase orders, contracts, and other legally binding documents. These are documents that are still under construction and are not yet legally binding. Please contact your local GIS coordinator for further information.
Click to Order
Blogs
All
SharePoint blogging webpart
Free
Click to Order
Wikis
All cases
SharePoint wiki webpart Employment Knowledge Base; Enterprise Document Management System See team rooms
Free
Click to Order
Document Management
Documents of record
$ per book/year with 200 MB disk
Click to Order
Transient documents
Click to Order
COLLABORATION SERVICE CATALOG (CONTINUED)

Function Knowledge Management and Access (Continued)
Parameters
Recommended Tool
Employee Cost
Additional Guidelines
Provision
Web Content Management
All Cases
Provider
TBD
The creation, approval, and publication of Web content is the function of our provider. Our provider allows the business to establish and use an approval chain for the creation of materials on a Web site. Fatwire is not suited to the production or maintenance of Web sites with employee-created content. Please see team rooms for this use.
Click to Order
Mobility
Marketing and sales Mobile Phone Nonmarketing and sales
Smartphone Windows Mobile 6
$ per month $ per month
Executives and others with operational or heavy travel responsibilities.
Click to Order
5. Managing Change Across the Service Lifecycle
Managing Change Across Service Lifecycle91
MANAGING CHANGE ACROSS THE SERVICE LIFECYCLE

Change Impact Analysis Describe change and how it impacts different stakeholder groups in the organization. RBS Change Definition Model 94 Change Management Accelerate adoption by focusing on employee needs and reaction to change. Krafts Employee-Focused Implementation Plan RBS develops future state options through extensive internal and external analysis. They use business capabilities to develop a clear denition of Change that helps the business select a transformation path and put the key components in place for execution.
99
Kraft accelerated nancial consolidation with Cadburys by making employee adoption the central purpose and organizing principle of the project, and aligning training and testing plans to employee needs.
Hartfords Reverse Mentor Program Schneider Nationals User-Centric Process Change Map 95
100
Schneider National deploys a user-centric process change map to assess the nature and scope of change experienced by employees. This objectively dened insight helps the project management team to customize adoption programs according to each type of impacted employee.
Hartford recruits tech-savvy employees to share social media and emerging technology expertise with senior leaders. Senior leaders learn new technology skills that can potentially be applied across the business, while junior employees get an opportunity to expand their network.
Toyotas Local Champions Toyotas Stakeholder Management Framework 96
101
Toyota segments stakeholder groups to identify their specic concerns, and prioritizes change management effort on the basis of level of change impact, and stakeholders inuence on success of the change initiative. They also analyze the impact on each stakeholder group to further identify communication and training needs.
Toyota develops local champions from the business community who serve as internal proponents of change. Local champions ensure that change happens by addressing questions and concerns and escalating potential critical issues.
MANAGING CHANGE ACROSS THE SERVICE LIFECYCLE (CONTINUED)

Communication Planning Build consensus and buy-in with employees through a rigorous communication strategy. Toyotas Change Communications Roadmap 103
Toyota develops a comprehensive 12 year plan to exploit multiple channels of communication in support of a new initiative rollout.
Coca Colas User-Focused Communications
104
Coca Cola built effective communication messages explaining business impact and rationale for change, and delivered by local spokespeople.
Campbells Sounding Boards
105
Campbells created monthly sounding board meetings with a crosssection of impacted employees to gather feedback and enable the project team to make adjustments to communication and change management plans.

DEFINE DEGREES OF CHANGE

Using Business Capabilities to Drive Change Management
Denition Current State Business as Usual

Knowledge to Implement

Evaluation of current process Evaluation of current benchmarks Evaluation of current competitor practices and product/service offerings
Identifying pain points and customer irritants Documenting current state People Process Technology
Future State
Incremental Improvements How do we improve a little? Signicant Improvements How do we improve a lot?
Matching current competitor product/service offering Median performance against peers
Process improvements Lean Six Sigma System changes Outside vendors/outsourcing E2E changes involving the entire value chain New systems Peer best practices
Market leading product/service offering Top quartile performance relative to peers Industry best practices
Capabilities are dened at four different levels to establish current and future states. Future state options are generated through extensive internal and external analysis.
Truly Transformational How do we change the game?
Market leading product/service offeringblue waterstrong source of lasting competitive advantage Top decile performance relative to peers World-class best practices (using non-nancial industry practices)
Outside specialty consulting companies Best practices outside the nancial service industry
TAKE THE PERSPECTIVE OF CHANGE RECEIVERS

User-Centric Process Change Map
Illustrative
Summation of all change for all user groups scheduled for Q1 Single view of users in all functions plus external constituents Box Planner Q1 External Partners Sales Operations Service Team Leaders Finance
Nature of Change
W Work L Number of Training Hours per User I

Life Importance
Billing Operations
Accounts Payable
Customer Service Representative
Training Required
Severity of Change
Pilot Required
Maintenance Operations
Customer
Finance
Roles Project Description Rate Server Refresh Invoice Management 24/7 Work Shift Change Corp. Performance Metrics Customer Master Customer Solutions Enterprise Cash Management Tactical Execution System Highs Medium Lows Projects Affecting Work Projects Affecting Life or Importance
Total Impact
High Medium Low
Carrier
Driver
L W W W W W W W WL 0 3 1 3 1 0 1 0 1 1 0 1 0 1 0 1 2 1 3 2 0 0 0 0 0 0 0 0 0 0 0 0 1 1 0 0 1 0 1 1 0 0 1 1 0 0 0 0 0 0 L WL WI W
L W W W W WL WLI WL
Y Y Y Y Y 1 0.5 13.5 5.0 Y Y 0 0
Y Y Y N N N Y Y
Captures training and pilot requirements
Severity and nature of change assessed by project and by user group

Source: CIO Executive Board research; Controllers Leadership Roundtable research.

STAKEHOLDER SEGMENTATION FRAMEWORK

Typical Key Stakeholder Groups Typical Concern Areas
Senior Executives
Executive Steering Committee, SVPs/GVPs, Select VPs
Cost versus benet Employee buy-in and engagement Real changes in the way people work Validation of delivery of benets Timing and follow-through with the implementation Disruption to the organization Enhancing ability to support business Clarity of accountabilities and decision rights Ability to balance multiple ongoing projects Concern there will be too many rules; no exibility Need to understand what the program is about Need to understand the organizational impact of the program Need to understand the impact on a personal level Need to see quick wins to believe this is working
Functional Leadership
VPs and Corp. Mgrs.
Managers and Employees (Segmented by Functions)
Managers and Employees
IS1
IS
How will we support this in addition to our regular work? What are the most signicant technology changes? Will this impact any of our jobs in IS?
Information Services.
IDENTIFY GROUPS WITH HIGH INVOLVEMENT NEED

Stakeholder Prioritization Matrix
Illustrative Address Concerns
North American Parts Operations Information Services Toyota Motor North America Dealer Field and Associates Information Services
Mobility Consumerization Collaboration Senior Executives
Involve Extensively
Dealer and Field NA CIOs
Functional Leadership Managers and Employees Information Services
Level of impact changes will have on stakeholders
Telematics
HR
High
Information Technology Management Team
Impact Level
University of Toyota(UseLearning and Training) Legal Enterprise Security Dealer Ops Corporate Accessory Department Logistic Services Consumer Portal Distribution Ops Customer Relations Business Support Services Exec Steering Committee
Exec Leadership Committee
Managing Officers Customer Services Product Quality
Low
Automotive
Finance and Accounting
Keep Informed
Low Inuence on Success Level of inuence the group has on the success of program
1
Enlist as Needed
High
List of stakeholder groups not complete.

STAKEHOLDER IMPACT ANALYSIS TEMPLATE

Illustrative
Business Area Business Exec Business Sponsor
Business Group A
Vertical Digital Information Officer Business and Technology Solutions Lead
Business Support Services
Number of Employees Impacted Overall Impact Level Inuence on Success
High Medium Medium
Business Overview
Generallots of transactional work Large amount of nancial analysis and modeling Many SAAS and Legacy applications Little home or mobile users
Level of Awareness
Low
Program Area Infrastructure Readiness
Insights/Disposition
No impact Access from home would be great, would like mobile devices too For many, the change will affect how they execute business processes Many will like the new collaboration tools like document sharing and search Currently, this business has a large legacy replacement project going on Excel will be the biggest issue, key application High use of shared drives, business volunteered to be a pilot of the document conversion process/test. Business concern is their macro-driven spreadsheetsthis is a must to test thoroughly Include in Office 2010 pilot and Early Adopters program Some execs want mobile access and want to be able to see the latest gures on their phones Need more communication and change management, visit their Town Hall meeting Ensure lots of Office training is available to all Great Early Adopters and Champions E-mail is best for communicating to the managers, cascade down to employees Not hearing a lot of buzz about the WOF program
E-Mail and Collaboration
Office 2010/Windows/ Document Remediation Mobile Communication and Training Perceptions of the NewEffort Open Items
ALIGN TECHNOLOGY IMPLEMENTATION TO EMPLOYEE NEEDS

Cadbury 2010 HFM Rollout Plan Versus Traditional Approach
Illustrative
Traditional Approach
Create IT Project Group
Train Employees on New System
Launch a Parallel Systems Run
Design project objectives around on-time, on-budget requirements. Project team is accountable for system functionality.
Provide intensive training on new system and accepted way to use it at the parent company.
Central team develops new process models for acquired entity. Require a single, parallel run to test system functionality and sufficient employee prociency. August Go Live
March EmployeeFocused Approach Create an EmployeeFocused Project Group
April/May Map Training to Key Employee Knowledge Gaps
July Conduct Both Practice and Parallel Runs
Design project objectives around employee adoption and effectiveness. Project team is accountable for employee prociency and adoption.
Work with employees to identify how they accessed and created data in their old system. Demonstrate how data is dened, located, and calculated in new system. Translate new denitions of key data (e.g., inventory = stocks).
Work with employee to document existing business applications and processes, and then develop new process models for new system. Provide customized employee training sessions on data ow, reinforced by a practice run and a parallel run.
Source: CEB Finance and Strategy Practice.

DEVELOP A CULTURAL CHANGE FOR NEW TECHNOLOGIES

Reverse Mentor Program for Social Media and Emerging Technologies
Tech savvy employees share social media and emerging technology expertise with senior leaders in a reverse mentoring program. Mentor mentee matching is done based on personality t, tenure, functional experience, strengths and past relationships.
DRIVE CHANGE THROUGH GOOD GOVERNANCE STRUCTURE

Governance Committee Illustrative
Approve program decisions/ funding requests when above CIO threshold.
Decision Authority
Executive Steering Committee
Guidance and Direction
CIOs
Executive Leadership Committee
Program Leadership (for WOF1 Initiative)
Advocate the program and support the change and communicate to the business. Serve as early adopters and provide feedback to the program team.
User Steering Committee Local Champions
PMO/Program Working Team
Business
User Steering Committee Implementation Coordinators
Provide feedback to the program team and serve as points of contact/experts for the program. Help coordinate implementation for respective business areas.
WOF: Workplace of the Future.

ENABLE ADOPTION WITH LOCAL CHAMPIONS

Role and Responsibilities of Local Champion
Role of a Local Champion

Local Champions ARE
Be a positive force for change throughout the transformation process. Act as a plugged-in source for information. Provide real-time feedback from the organization. Promote and gather success stories and propagate benets. Help test messaging and communications/engagement strategies. Act as a source of help/information for peers. Provide subject matter expertise.
Active throughout the lifecycle of the WOF1 program A cross-section of key inuencers selected to assist the WOF1 program leadership Devoting 48 hours a month to Change Management (anticipating spikes during implementation)
Representative Activities of a Local Champion

Local Champions ARE NOT

Provide feedback to leadership team on perceptions and beliefs of functional stakeholders. Assist in administering regular pulse checks for inclusion into change monitoring assessments. Create ongoing, open, honest feedback loops with key functional stakeholders. Participate in detailed design workshops and contribute to solutions.
A new organizational role Spies or covert operatives
Characteristics of a Local Champion

People skills; the ability to build rapport Persuasion and negotiation Effective listening skills Credible and trustworthy reputation Leadership and initiative Respect for individuals Ability to work independently
Strong observation and analysis skills Ability to logically organize thoughts and convey concepts Understanding of IT and how IT transformation can impact the way you do business Good judgment Strong verbal and written communication skills Coaching and facilitation skills
WOF: Workplace of the Future.
COMMUNICATE AND COLLECT FEEDBACK USING VARIOUS CHANNELS

Non-Personal Channel
Mobility Consumerization Collaboration F Feedback Opportunity Continuously Available Unless Otherwise Noted
Change Communication Roadmap
In-Person Channel
Apr E-Mail Campaign Intranet Site Pulse Survey Leadership Update Lunch n Learns Straight from the Top Meetings System Demo Focus Groups Townhalls FAQs Week in Review Drivers Seat (Monthly Corporate Magazine) Staff Meetings F F F
May
June
July
Aug
Sept
Oct
Nov
Dec
Jan
Feb
Mar F
Bi-Weekly
F F F F F F
F F
F F
F F
F F F F F
Monitor/As Opportunities Emerge Quarterly
As Needed/Recommended Every Month
Every Friday

PERSONALIZE COMMUNICATIONS TO EMPLOYEES

What Was the Focus of the Communication You Received?1
Ranked from Most to Least Effective
From Whom Did the Majority of Communication Concerning the System Come?1
Ranked from Most to Least Effective
Effective Communication Messages 1. How using the system will make me more productive 2. How to use the help/supporting resources 3. Why data or terminology is changing 4. Where to nd additional help/support 5. Why my organization was changing to the new system 6. How the system will make my organization more competitive/effective 7. How business processes/workows affected by the system are changing 8. Logistical details related to the rollout 9. Why the business processes/workows affected by the system are changing Ineffective Communication Message How data or terminology in the system is changing
It is critical to explain the business impact
Most Effective Communication Sources 1. My Department Head 2. My Boss Ineffective Communication Sources CIO Project Manager Power Users Projects Executive Sponsor
and the rationale for the change
and to rely on local spokespeople.
n = 5,325.
1
Respondents were asked to select as many responses as applicable from the list of options for each question. The maximum impact of each response on overall communication effectiveness was computed to determine effectiveness rankings.
SOUNDING BOARD MEETINGS TO EMPOWER EMPLOYEES

Campbells Communication Feedback Loop
Disseminate communication plan. Roll Out
Monthly Sounding Board Meeting

Communications
Design Initial Communication Plan Integrate feedback and adjust communication accordingly.
Senior IT Leader
Evolve
1015 Employees 1 hour per month
Check Test message, cadence, and method with employees.
Change Management Sounding Board Team Employees
Sounding Board Criteria The Individual Participants Are inuential in their functions (socially connected) Have a wide range of experiences Commit the time to actively participate Are not typically power users Are not business sponsors Were not involved as SMEs in requirements gathering The Group Overall Has varying levels of seniority inside the company Has representatives from multiple functions Will be affected by the new system in different ways Represents varying degrees of resistance/ acceptance to change The Conversations Are informal, with honest and candid discussions Are not a status check or update Cause no work to be assigned to participants Are not to disseminate the communication message and encourage participants rebroadcast that message
Excluding people who were formally involved in requirements denition eliminates a common source of bias.

STRUCTURED CONVERSATIONS AT SOUNDING BOARD MEETINGS

Sounding Board Focus Areas
Project Initiation
Development
Post-Development
Sounding board conversations evolve with the project lifecycle to address increasingly more specic communication details
Focus Area
The business case for change and uncovering resistance The project why and resources available
User readiness and functionality The project how, rollout logistics, and user support plans
Benets realization and continuous improvement Troubleshooting
Discussion Questions
Why are we rolling out this new system? What are the benets for you/your function/your business unit? How is this going to help the company overall? Who is talking to you about this? How are you learning about the rollout? What are your concerns about how you will be affected? Who do you think is going to be negatively impacted by the change?
How is this system going to change your workow processes? How will your team meetings change after going live? Are there people on your team who are unsung heroes? How well does your team understand what to expect after going live? Do you know who the power users are? Who do you call if you have a problem? What else do you need to know to be ready?
Are you more productive with the new capability? Are you or anyone you work with spending signicantly more or less time doing your job with the new system? Is there information that you need to know that you arent receiving? Is the new system credible and reliable? What kind of errors or problems are you experiencing? Are there tips or tricks that your business group has uncovered? Do you have improvement ideas?
What do you need to know now?
What rumors are you hearing?
These questions are asked at each stage but elicit different responses.
6. Dening Governance
Dening Governance107
DEFINING GOVERNANCE
DEFINING GOVERNANCE
Set Security Requirements Identify risks related to mobility, BYOD and social media to dene the right controls. GAOs Data Security Risk Mitigation Plan 110 Hallmarks Social Media Working Group 113 This cross-functional advisory group oversees social media efforts and provides tools and guidance to help business units make the most of their social media investments.
GAO constructs a 360-degree view of security in the mobile environment to help design secure technical solutions for mobility.
Governance Policies and Standards Develop comprehensive policies and standards to govern the use of technologies like mobility, BYOD and social media
CUNA Mutual Group Security Specications
111 Fidelitys Three Guiding Behaviors 114 Fidelity created memorable action-based guidance that improves employees ability to make the right decisions by linking security policy compliance directly to the company mission.
CUNA Mutual Group uses this security specication document to outline security requirements for mobile devices that applies to any mobile device that handles company information or connects to enterprise computer systems.
CEBs Policy checklists Establish Ownership and Accountability Build governance structures to engage employees and business partners in risk management for mobility, BYOD and social media. Alphas Division of Responsibility for BYOD 112 Delteks Mobile Device Policy
115
These best-in-class checklists provide key questions to discuss with business partners and guidelines for effective BYOD and social media policies
Alpha company designs a scenario-based RACI chart that helps dene shared responsibility for BYOD
117
Written with employee adoption and understand in mind, this mobile device policy is simple, easy to understand and explains the different choices available to smartphone users.
DEFINING GOVERNANCE (CONTINUED)

Tacomas1 Mobility Policy 119 This policy from a global consumer products company prescribes acceptable use of company-owned and personally-owned mobile devices related to storage and processing company data.
Air Products Mobile Voice and Data Policy
124
Air Products denes a comprehensive list of clauses for eligibility, approval, selection, provisioning, security, usage, and lifecycle management of mobile devices used for company business
Pseudonym.
DEFINING GOVERNANCE
DEFINING GOVERNANCE

BUILD A 360-DEGREE VIEW OF SECURITY

Data Security Risk and Technical Solution Plan
Illustrative
Goal
Risk Increased potential for lost devices and unauthorized access to information Increased legal risks associated with employees storing information on personally owned devices
Technical Solution GAO is creating a shell surrounding information on devices so that it may be viewed but never stored from the device. GAO is increasing security with capability to remotely manage devices (i.e., remote wipe technology).
Enable employees to work from a wide variety of personal devices.
GAO takes a 360-degree view of security in the mobile environment, which focuses on designing secure use into the program from a technology and user perspective.
Provide employees with lightweight laptops with wireless, multimedia capabilities. Allow employees to access internal networks from anywhere. Enable employees to download apps to handheld devices.
Increased potential for lost devices and unauthorized access to information
GAO developed integrated architecture for laptop security.
Increased potential for unauthorized access to information
GAO increased VPN access for employees to enable working from laptops or home computers. GAO is implementing a shell that will only permit protected apps to run.
Key Solution: Dedicated training to educate employees about responsibilities specic to mobility Mandatory security training Employees sign formal information security policy.
OUTLINE SECURITY SPECIFICATIONS
CUNA Mutual created a security specifications document to outline the requirements of mobile devices.
Users are restricted from changing mobile device or mobile device application settings, which have been set by CUNA Mutual. Company data and all network traffic on the mobile device including removable memory cards should be protected with encryption. Users of mobile devices must authenticate with a minimum four character pass code. Five failed mobile device authentication attempts should result in the automatic removal (wipe) of all CUNA Mutual data from mobile device memory and storage. Access to CUNA Mutual data and computer systems must automatically be revoked after 30 minutes of mobile device inactivity (e.g., nonuse). Mobile devices should enable CUNA Mutual to remotely remove (wipe) all enterprise data and computer system access if there is a security or business need to do so. At locations where CUNA Mutual provides enterprise network access, mobile device connectivity must be limited to the untrusted Guest wired and wireless networks. Mobile device Bluetooth networking should not be set to discoverable by default, and connectivity should be limited to only devices with a business purpose.
2 3 4
5 6 7
DEFINING GOVERNANCE
DEFINING GOVERNANCE

DEFINE DEGREES OF STEWARDSHIP

Scenario-Based Responsibility Analysis, Alpha Company1
Illustrative
Alpha Company: Bring-Your-Own (BYO) Scenario Area of Responsibility Asset Sourcing Infrastructure Employee Business Partner
Primary Responsibility Shared Responsibility Little or No Responsibility
Denes tech requirements for BYO
Procures technology within guidelines
Sets eligibility policy and budget for BYO
Asset Management
Denes security requirements for BYO
Technology installation as required
Communicates policy and enforces compliance
Change Management
Answers queries and redirect to business partners as needed
Shares successful adoption stories
Communicates BYO policy and trains employees on new guidelines
Support
Provides support related to connectivity issues
Keeps technology up-to-date (updates, patches, etc.) Resolves h/w break-x issues with vendor
Tracks metrics associated with BYO support issues
Pseudonym.
DEVELOP A FORMAL GOVERNANCE STRUCTURE

Hallmarks Path to Social Media Maturity
Collaboration
Timeline Social Media Maturity Level
2006Jan 2009 DISCOVERY Social Media as Under-the-Radar Activity Blog, YouTube
FebDec 2009 EXPERIMENTATION
Dec 2009? ADOPTION
Social Media Posture
Social Media as Catch Phrase: What Does It Mean for Our Organization?
Social Media as Genuine, On-Going Conversation In addition: Facebook Applications, Facebook Connect
Social Media Vehicles Used
In addition: Facebook Pages, Twitter
Number of Employees Involved
15
75
300
Hallmarks Social Media Working Group

Working Group Details: 14 members
The working group taps its growing knowledge base to help business units rene social media objectives, strategies, and metrics.
Includes representatives from: 1. Corporate Marketing 2. PR 3. Legal 4. Digital 5. Product Management 6. Brand Management 7. HR
Business Unit
Social Media Working Group Business Unit Passionates
DEFINING GOVERNANCE
DEFINING GOVERNANCE

DEVELOP MEMORABLE GUIDANCE

Fidelitys Three Guiding Behaviors
Company Mission: To be the most trusted provider of lifetime nancial services
GUIDING PRINCIPLES TO SUPPORT MISSION Trust Works for All of Us
1. Know the Policy Employees should be aware that a policy exists, know where to locate the policy and understand how to apply the policy in their work.
2. Seek Guidance Employees should be aware of the corporate resources available and take time to consult them.
3. Use Sound Judgment Employees should carefully consider their behaviors and actions in the context of protecting the trust.
Common Drawbacks of Rules-Focused, Thou Shalt Not Approach
Key Benets of Principles-Based, What to Do Approach (Trust Works Campaign)
Employee inability to remember rules and exceptions Employees learn what to know and what not to do, but not what to do or how to apply Employees struggle to connect rules to company mission and daily business activities
Guidance is memorable, repeatable, and actionbased, enabling employees to support the rms values and mission Emphasizes the importance of fact-based decisions, open dialogue, access to support, and personal integrity in determining actions
Source: CEB Information Risk Executive Council research.
SOCIAL MEDIA POLICY FEATURES

Social Media Policy
Excerpt from CEBs Online Social Media Policy Generator
Clauses Unique to Social Media Dene the scope of social media activities to which the policy applies (e.g., company-specic references versus all personal use). Specify whether employees can identify names of colleagues and/or associates at competitors and partner organizations. Clearly outline company policy on social media use during work hours. External Communications Provide employee behavior guidelines for referencing the company (e.g., employees are not allowed to reference company association). Emphasize the need for accuracy and compliance with company policies for any published content. Where applicable, remind employees that their activity on the companys electronic communication systems may be monitored. Intellectual Property/Proprietary Information Specify what types of information are condential (e.g., nancial information and business plans). Provide rules for using company and/or external intellectual property. Behavior and Conduct Include guidelines for appropriate conduct and emphasize the permanence of published information. Clearly outline the consequences of violating company policy (e.g., termination of employment).
These clauses draw attention to the blending of personal and professional personas by including personal use in company policy, maintaining professional behavior even in informal channels, and clearly establishing an acceptable time and purpose for social media use at work.
DEFINING GOVERNANCE
DEFINING GOVERNANCE

POLICY CHECKLIST FOR BRING YOUR OWN
General Counsel In which geographies will data privacy laws restrict our ability to remote wipe, install security software, or conduct e-discovery activities on personally owned devices? How can our organization demarcate liabilities between employees and the enterprise for usage of features and applications in personally owned devices? What changes are necessary to redesign the records management program to comply with regulations? How can we monitor and audit employee usage of social media? What health and safety liabilities will the enterprise hold for off-premise employees or lone workers?
Finance How will a technology stipend program affect our tax prole across different geographies? How will the stipend policies change for lone workers? How can we ensure that the spend is directed at the highest-impact activities?
Human Resources How can our organization construct employment agreements that mandate control over information stored in personally owned devices? What contractual clauses need to be introduced for independent contractors and vendors for complying with the central information security policy? What should be the elements of a security awareness program and what are the right channels for imparting an awareness program?
DELTEKS MOBILE DEVICE POLICY

Get Connected to Deltek
Deltek is offering you a new option for using your Deltek e-mail and calendars. Employees in the US and Philippines will now have the option to use your own personal device to interact and do Deltek business. While convenient, using personal devices for work purposes presents three unique challenges:

Data Condentiality and SecurityHow to protect your data, customer data and Deltek data Self-SupportWhat support comes from Deltek IT, and what support comes from your mobile provider Personal PrivacyWhat happens when you mix personal and company data
So to address these challenges and ensure were all on the same page, Deltek IT has developed this policy. Condentiality and Data Security At Deltek, we take the security of our customers data, our employees data and company data very seriously. Thus, since some of this data may be on your personal device, precautions will need to be taken to protect it. First, youll need to make sure your device supports industry best practices for security things like data encryption, a passcode screen lock and the ability to securely connect with the Deltek e-mail system. This may seem complicated, but most major device operating systems, like those running Apple iOS and recent versions of Android, are capable of these functions. If youre not sure of what operating system is running on your device, check with your manufacturer or wireless carrier. Deltek IT can help you identify options for you to get connected if your device operating system isnt up to par. If it just wont happen for some reason, you can always stick with your corporate Blackberry. To nd out more about this and about the mobile device platforms that are supported, check out the Mobile Device FAQs. After you get your device squared away, youll need to register so we can enable your account for personal device access. Click your way over to the programs SharePoint site so you can read the ne print to register. Deltek will ensure that there are data protection mechanisms in place to increase the security of both Deltek data and your personal data. Below are a few ways to reduce the likelihood of data getting loose:
Since your device will be connected to Deltek information, youll need to use a screen lock on it. Bad guys will take any opportunity to get their hands on your device, as the information on it can be valuable. Being able to minimize the impact of a lost or stolen device, and most importantly the lost data it contains, is very important to Deltek and should be important to you too. Without a limit on the number of unsuccessful screen lock login attempts, it can be only a matter of minutes before a bad guy guesses your screen lock passcode. To prevent this, Deltek IT is going to strengthen the screen locks effectiveness by limiting the number of failed screen lock login attempts to X. After X unsuccessful attempts to access your device, all data will automatically be wiped from the device. Should your device be lost or stolen, let the IT Service Desk know immediately, so we can attempt to get the device wiped clean of data. Its a good idea to le a police report, too.
DEFINING GOVERNANCE
DEFINING GOVERNANCE

DELTEKS MOBILE DEVICE POLICY (CONTINUED)

If you should one day leave Deltek, well work with you on a planned wipe of your device. Device manufacturers (as well as Deltek IT) recommend that you back up your device regularly. Many devices now offer simple backup solutions. If your device gets wiped, either accidentally or in case of loss or theft, youll be able to rely on your backup to get you restored and back in business. Technology is changing every day, and so is the threat from system bugs and hackers. To maintain a secure network, Deltek IT may need to change aspects of personal device accessand quickly, if theres an imminent security threat. We will attempt to inform everyone in advance. To stay on top of future security threats, Deltek may at some point need to install a mobile device app/tool on your device to better contain the Deltek information stored there. Well automate the install and fully support the app/tool.
Self-Support Deltek IT will work with you to get your device connected. Well provide you with the conguration settings youll need. Once youre connected we will provide applicable support for corporate e-mail, contacts, calendar and schedule notications. Weve also created the Mobile Device Tips online discussion forum as a good place to go for tips from experts and other device users. For questions or issues regarding your device itself or other non-Deltek related apps and software, youll contact your wireless carrier and/or device vendor. Your Personal Privacy If you decide to use your personal device for work, be sure to review and understand this Policy, as it may impact personal information stored on your device. Also, because your Deltek-related and personal data may be stored together on your personal device, theres always a remote chance that both might be subpoenaed in a legal proceeding. This possibility is beyond Delteks control. There are steps that you can take to minimize this risk. For suggestions to reduce the likelihood that your personal data might be requested, check out Delteks Corporate Security Policy. If you have other questions about how using your personal device for work might affect your privacy, feel free to contact John Doe or Jane Smith and they will help answer your questions. And nally, if youre concerned about mixing your digital work and personal lives, remember that you dont have to do anything youre not comfortable with. Use of personal devices is an optional service Deltek is offering, so theres no pressure. Further information on the Policy and answers to related questions can be found in the Policys FAQ.
TACOMAS MOBILITY POLICY

Overview
In recent years, mobile electronic devices have become nearly indispensableboth at work and at home. These critical business tools go well beyond communications to increase our productivity and improve our efficiency. With the increased use of mobile devices comes the need for the Company to establish and communicate an acceptable use policy for both Company-owned and Personally-owned devices. This will ensure the right balance of support for Associate productivity and protection of the Companys valuable information assets, which increasingly are stored on mobile devices. This document sets forth the Companys policy on the acceptable use of Company-owned and personally-owned mobile devices related to storage and processing Company data. Scope This policy applies to anyone (Associate or independent contractor) who uses a mobile device-either Company-owned or personally-owned to access the Companys communication systems, internet/extranet related systems, devices or other Company data. We refer to people covered by this policy as Mobile Device Users. Mobile devices include laptops, netbooks, mobile phones and tablets, such as Blackberrys, iPhones, Android phones, iPads, and others. Mobile Device Users are responsible for protecting Company data, keeping the device itself secure, allowing the Company to access (and potentially wipe out) data, and reporting lost or stolen devices. The Appropriate Use of Electronic Media policy applies to the use of all Company-owned Mobile Devices and the business use of Personally-owned Mobile Devices. Personal Information Be aware that personal information stored on your personally-owned or Company-owned Mobile Device might be permanently lost or made unavailable due to a wipe of the device, a legal hold, or other Company procedure. The Company isnt responsible for any personal use of Mobile Devices or for any personal data stored on Mobile Devices, including on personally-owned Mobile Devices. Its wise to backup personal data frequently. Its an even better idea to not store important personal information on Company-owned devices at all. You should also be aware that under the terms of a legal hold the Company may need to access all data stored on your Mobile Device. Accordingly, we cant assure the privacy of any data stored on electronic devices, including on personally-owned Mobile Devices used to access Company information. All Mobile Device Users must comply with all data protection and other privacy laws that apply to the processing of data on your Mobile Devices.
Pseudonym.
DEFINING GOVERNANCE
DEFINING GOVERNANCE

1
TACOMAS MOBILITY POLICY (CONTINUED)

Cost Reimbursement
The Company doesnt pay for Mobile Device Users to buy, operate, repair, or support personally-owned Mobile Devices. Mobile Device Users are responsible for all costs related to personally-owned Mobile Devices, except for the mobile device management client that will be paid for by the Company. Legal Hold If the Legal team noties you that youre subject to a legal hold, you must follow the terms of the hold and allow the Company to inspect, collect, copy, preserve, and archive any data on your Mobile Device. This might include documents, messages (SMS or MMS), e-mail, calendar entries, voice mail, or instant messagesany of which might contain personal data. You might also be required to give the Company access to affected Mobile Devices in order to make a copy of all storage media or to preserve information stored on your device or any device backup les. This could mean that you would have limited or no access to personal information on the device or no access to the device itself. If a device is subject to a legal hold, you must get approval from a member of the Legal team before transferring data from it or wiping its contents. Communication Mobile Device Users may not congure personally-owned Mobile Devices to connect to the internal Company protected wireless network. Personally-owned Mobile Devices may be congured to connect to the Guest wireless network if available at the location. Company-owned Mobile Devices will be congured to connect to the internal Company protected wireless network when at a Company office. To protect the availability of the Company network, dont use internet telephony or video conferencing software over the Company wireless network. Data Synchronization and Backup Company data stored on Mobile Devices belongs to the Company. You may back up your device only under these conditions:
Company data (e-mail, calendar, contacts, and documents) may only be backed up to another Company-owned device. The backups must be encrypted and password protected. Third party le sharing and Internet backup services, such as Dropbox and iCloud, cant be used to synchronize or backup Company data because of the risk to data condentiality.
Location Services The Company will only use location services to nd a lost or stolen Mobile Device, but not to monitor user behavior.
Pseudonym.

Health and Safety
Always adhere to local laws governing the safe use of Mobile Devices while driving or doing any other activity covered by legal restrictions. Where legally approved, the use of hands-free equipment is recommended. Responsible Handling and Security The following security settings will be enforced by the mobile device management client on all mobile devices that contain Company data or have access to Company systems: Device will ask for an x digit Personal Identication Number (PIN) to unlock Device will lock after xx minutes of inactivity Device will be wiped following xx unsuccessful attempts to enter the correct PIN Devices with non-standard add-ins to unlock or jail break the device will be quarantined Devices will have the capability to initiate a remote wipe if the device is lost or stolen If you nd that any of these settings arent in place, please contact the Help Desk immediately to have the device properly congured. If you alter or disable of any of these settings, your service to your Mobile Device will be immediately suspended and the device wiped (including personal data). Exercise your best judgment in keeping your Mobile Devicesand their datasafe. Use common sense and caution with any type of Mobile Device in public areas. Dont use voice services that read or compose e-mail out loud, and be aware of your surroundings when youre holding a sensitive conversation in public. If you have any questions about best practices contact your local IT team. General Best Practices: If youre leaving the Mobile Device in the office, lock it in a drawer or cabinet in your workspace. Never leave any Mobile Device in a vehicle, even if the vehicle is parked at home. Only when you think leaving a Mobile Device in a vehicle is safer than carrying it with you then, put it in the trunk before arriving at your location so no one sees you leaving it there. Never leave the device inside the vehicle (e.g., covered by a jacket or some other item).
Best Practices When Travelling: Always keep Mobile Devices with you and visible, especially when going through airport security. When in a hotel, use the in-room safe to store Mobile Devices or carry them with you. Never include Mobile Devices as checked luggage or check them with a hotel baggage service.
Pseudonym.
DEFINING GOVERNANCE
DEFINING GOVERNANCE

1

Additional Safeguards:
If you handle sensitive data, your Mobile Devices must be encrypted and password protected. Never move sensitive data from an encrypted device to an un-encrypted one. Regularly purge your devices of any unnecessary information, paying special attention to condential and personal information. Dont use automatic log-in features provided by some applications, as this allows someone to quickly exploit your accounts.
Responsibility to Report Lost/Stolen Mobile Devices If you fall victim to theft or lose a Mobile Device, whether personally-owned or Company-owned, immediately:

Notify the Help Desk to reset your passwords and initiate remote cleaning of the device. If the device has been stolen and you feel safe in contacting the local police, you should attempt to report the device as stolen and obtain a police report. Notify your direct line manager. Notify your Finance team to le a Theft and Fraud Incident Report to be sent to corporate headquarters. You must get both the Unit Heads of HR and Finance to sign the report, a copy of which will be placed in your personnel le. The Unit Heads of HR and Finance will determine if there was negligence on your part, particularly if you went against policy guidelines. If so, youll be held nancially responsible for the cost of replacing the device, in line with any legal requirements of the country in which the unit operates. Should any further incidents occur, you will be held nancially responsible for replacing the device and the incident will be escalated to the Unit General Manager, regardless of the circumstance. In all cases, the Unit Heads of both HR and Finance have nal approval as to whether the Company will issue a replacement device to you. Notify your local IT Support Team so they can begin the replacement process upon receiving approval from the unit Finance and HR heads. The Help Desk will track and report any loss of Company data due to theft of a personally-owned device.
In Addition, for Company-Owned Devices:
In Addition, for Personally-Owned Devices:
Please note: If a local government agency seizes your Mobile Device, report the incident as outlined above. Even if the device is returned to you, the local IT team must inspect it before you resume using it with Company data. Intellectual property Restrictions All material that passes through the Company network or that is stored on Mobile Devicesincluding personally-owned Mobile Devicesfor the purpose of conducting business belongs to the Company. This material is subject to the Company ownership, condentiality and use restrictions that apply.
1
Pseudonym.

Limitation of Liability
The Company isnt liable to you or anyone using your Mobile Devices (whether Company or personally-owned), for any device loss or damage, including: 1. Defects, failures or interruptions in service, including transmission; 2. Damages, loss of prots, loss of property, loss of earnings, loss of business opportunities, misappropriation or loss of personal information stored on personally owned Mobile Device or SIM card or any other loss, however caused; 3. Content, application or services provided to you by a third party to use with your personally-owned Mobile Device or on behalf of a third party; 4. Violation by you of any applicable policy, your negligence, or acts or omissions in connection with your personally-owned Mobile Device; 5. Your continued use of a Mobile Device after we notify you to stop using it due to such a claim; 6. Loss, theft, damage to or unauthorized use of your Mobile Device, damages due to the Mobile Device using Company data that wasnt formally approved and monitored; and 7. Alteration of any of the required control or monitoring mechanisms. Data Removal Upon Separation from the Company The Help Desk will be notied immediately of separation from the Company for any reason. The Help Desk will initiate a remote wipe of personally-owned devices and will seek only to remove Company data. However, personal data may be inadvertently removed, and Mobile Device Users consent to such removal. In some cases, the entire device may need to be wiped. Compliance If you violate this policy, your Mobile Device rights could be restricted or revoked and you could be subject to disciplinary action, including the possibility of dismissal. Future Changes to this Policy The Company reserves the right to change this policy at any time and for any reason.
Pseudonym.
DEFINING GOVERNANCE
DEFINING GOVERNANCE

MOBILE VOICE AND DATA POLICY

1. Purpose and Scope
Purpose: This standard establishes the requirements for the eligibility, approval, selection, provisioning, security, usage, payment of bills, and lifecycle management of mobile telephones, smartphones, data cards, and messaging/data plans that are used for company business. Scope: With the exception of phones, the devices that leverage wireless data cards or plans are out of scope of this standard. However, the cards and plans themselves are in scope. This standard is applicable in all regions. 2. Summary 2.1 This standard covers mobile telephones, smartphones, wireless data cards, and associated messaging and data plans. 2.2 This standard focuses on: 1) user eligibility guidelines, 2) procurement and approval mechanisms, and 3) expense management procedures. It is intended to align to existing security, intellectual property, and data privacy standards, rather than create new standards in those areas. 2.3 A lthough individual mobile device expenses may contribute only a small portion to any specic organizations expenses, these costs, when summed across the enterprise, collectively add up to signicant amounts. Therefore, the Company has adopted a philosophy of utilizing primarily company-owned mobile devices, to improve spending visibility and accountability, lower the total cost of ownership of such devices, as well as enhance security. 2.4 G uidelines are provided for eligibility. However, all users must comply with usage, security, support, provisioning, expense management, and all lifecycle standards outlined in this document. 2.5 I n particular, all users who use mobile devices for business purposes must report a lost or stolen device to the IT Support Center immediately. Furthermore, smartphone users who synchronize their mobile devices with company e-mail must agree to have their devices remotely reset to factory conditions, if their device is lost or stolen. Users who do not agree to these conditions shall be denied access to the corporate e-mail environment from their mobile device. 2.6 T he mobile device user, his/her salary budget manager, and the users immediate supervisor all play key roles in ensuring that the principles in this standard are followed.
MOBILE VOICE AND DATA POLICY (CONTINUED)

3. Safety
Telephone conversation, text messaging, and other device connectivity is distracting while driving. The safest way to communicate via cellular telephone 3.1 or other mobile devices is after stopping in a safe location. 3.2 Therefore, the use of mobile devices, personal or company-owned, while driving on company business is prohibited for both hand-held and hands-free phones. This prohibition includes avoiding the usage of such devices while driving on company property. 3.3 Furthermore, mobile devices must remain in the vehicle or be turned off while parked at the fueling island of any gas (petrol) station. 4. Eligibility for Company-Owned Device 4.1 The process for determining eligibility starts with a conversation regarding these guidelines between the prospective user and his/her manager. 4.2 A user is eligible to be considered for a company-owned mobile device, subject to management approval, if he/she meets one of the requirements below:

Mobile individuala person regularly travels away from their home office location, on average, 25% or more, during the year. On-call individuala person whose predominate job requirement, 75% or more of the time, is for immediate and mobile response to on-call duties. Customer-facing individuala person whose predominate job requirement, 75% or more of the time, is for immediate and mobile response to external customers.
4.3 If an individual user does not meet the specic, eligibility requirements in paragraph 4.2, then options such as team sharing of mobile devices shall be considered. Additionally, an individual business manager may still approve the purchase of a company-owned mobile device for an individual, via a business override, only if a compelling business need exists, and approvals are obtained per Section 3. 4.4 C ompany-owned, mobile device ownership offers improved spending visibility and accountability, lower total cost of ownership to the Company, and enhanced security. In all cases, sound business judgment should be exercised in determining whether the users request justies the Company paying the monthly, ongoing expenses of the mobile device. 4.5 Global IT may, at its discretion, provide guidance to salary budget managers for their users to switch to personally-owned or company-owned mobile devices, depending on their spending patterns. The intent is to reduce the total cost of ownership of mobile device management.
For example, if a user with an individually-owned mobile device consistently incurs signicant, business related, mobile expenses, that person shall be encouraged to switch to a company-owned device, to achieve further cost efficiency for the Company. Likewise, if a user with a company-owned mobile device consistently incurs only minimal, business related, mobile expenses, that person shall be encouraged to switch to a personally-owned mobile device and submit only business related mobile expenses via the T&E Expense Reporting process.
4.6 For situations where an individual is not eligible for a company-owned device, but incurs mobile device expense, reimbursement via the T&E Expense Reporting process is allowed, subject to management approval.
DEFINING GOVERNANCE
DEFINING GOVERNANCE


5. Approval for Company-Owned Devices
To ensure the proper degree of expense visibility, two levels of approval shall be required to purchase a mobile device, unless the rst level of approval is at 5.1 the VP direct report level. First, the requesting users salary budget manager shall approve a request for a mobile device. Second, the salary budget manager of the rst approver shall approve the request. 5.2 Salary budget managers are responsible for evaluating the eligibility of their users on an annual basis, at a minimum, per paragraph 14. Where appropriate, these reviews shall be conducted more frequently to account for any change in business conditions or the users job responsibilities that may occur throughout the year. 5.3 The following is applicable in countries where the Mobile Device Portal is deployed: 5.3.1 The requestor shall initiate the approval process, by rst selecting the items needed such as the desired device, and plan from the Mobile Device Portal. The portal automatically sends approval requests, via e-mail, to the rst and second approvers, as appropriate. 5.3.2 A fter all necessary approvals are granted, the order proceeds to fulllment. If the request is denied or needs to be modied, then the requestor is notied accordingly. 5.4 The following is applicable in countries where the Mobile Device Portal is not deployed: 5.4.1 The requestor shall consult IT Solutions Online to determine the appropriate local process for selecting an appropriate device and plan from the available carriers. The user is responsible for obtaining the necessary approvals, per paragraph 5.1. 5.4.2 After all necessary approvals are granted, either the individual requestor or the users local management purchases the device, depending on the specic local process used. 6. Provisioning Users who have been approved for purchasing a company-owned device must place the order via the Mobile Device Portal (or via their local process in 6.1 countries where the Mobile Portal is not deployed). For exception situations where corporate carrier coverage is not available for an eligible user, the user shall purchase a personally-owned, mobile device, after discussion with his/her management and be reimbursed via the T&E Expense Reporting process. 6.2 For basic voice needs, users shall select mobile devices only from among the mobile phone options. 6.3 F or persons whose predominate job requirement is for immediate and mobile access to data, the user shall select from among the smartphone, messaging/ data plan and wireless data card options. Smartphones and wireless data cards are authorized only in cases where access to data, as well as voice, is required to meet business needs. 6.4 U sers should consider whether the use of a laptop computer with Internet capabilities will provide the required functionality at lower cost before requesting a smartphone. In all cases, users are expected to choose the lowest cost device and/or plan that meet their business needs.

7. Usage
n all cases, the use of mobile devices for personal situations that involve emergencies is permitted. Examples include situations that place a users safety, 7.1 I health, and wellness at risk. 7.2 Company-owned, mobile devices are intended to be used for the companys business purposes. Limited, appropriate personal use of these devices is permitted only if this use does not:

Interfere with the users work performance. Interfere with any other users work performance. Have undue impact on the operation of the companys mobile network environment. Violate the requirements in paragraph 7.3. Violate any other provision of this standard or any other of the companys policies, standards, or guidelines.
7.3 If you reside in a country that taxes individuals for personal use of company devices, then such personal usage is generally not allowed. Personal usage is allowed in these countries only in the case where a local process exists for the Company to tax and collect the appropriate fees from the user. Consult IT Solutions Online to determine if appropriate personal use of mobile devices is allowed in your country. 7.4 A dditionally, users should not spend more than a limited amount of their total allotment of voice and data units on personal use, nor consistently incur additional personal expenses that exceed the spending limits of their plan. 7.5 The user is accountable for practicing good mobile device stewardship, including understanding how conditions of the plan, such as free-calling times and roaming charges, impact the total cost of ownership of the device. 7.6 W hen several means of voice communication are available, the user is accountable utilizing the most cost-effective communication method. These options include alternatives such as landline phones, or calling cards. 7.7 A ll smartphone users that connect to any of the companys business resources, including e-mail, shall be subject to having their smartphone remotely wiped, if a device is lost or stolen. This applies to both company-owned and personally-owned smartphones, regardless of whether the user is being reimbursed or not for their business use. 7.8 Device features, such as downloads and applications that incur additional cost to the Company, should be approved by your business line manager. Nonbusiness applications that incur additional cost to the Company are specically prohibited. 7.9 Each user is accountable for the appropriate use and protection of mobile devices. 7.10 I f a user is suspected of inappropriate use of mobile device assets, Corporate Security, Corporate Safety and/or Human Resources may request the user to turn in his/her company-owned mobile device. Additionally, a user may be asked to reimburse the Company if they are found to be using their mobile device in a fraudulent or inappropriate manner.
DEFINING GOVERNANCE
DEFINING GOVERNANCE


8. Security
All Mobile Devices 8.1 Every user bears responsibility for the integrity and security of the information they process through the information technology environment. Specically, users are responsible to protect their mobile devices and the information they contain. 8.2 All mobile users, regardless of whether they use a company-owned or personally-owned device for business use, must adhere to the minimum computing standards on security. Smartphones 8.3 For a smartphone to be used for company e-mail, the device must employ the following minimum security features. These requirements apply both to company-owned smartphones, and personally-owned smartphones used for company business.

Employ a PIN number, or an alternate security feature, to access the device. Be capable of timing out after a period of inactivity and users must turn on this feature on the device. Use a secure, encrypted connection between the mobile device and the networking environment. Be capable of being remotely wiped in the case of a lost or stolen device.
8.4 If additional security features can be enabled on the device, such as encryption, the user is strongly encouraged to enable them. Not only is it in the best interest of the Company, but the additional security measures can safeguard the employees personal information as well. 8.5 All mobile device users who synchronize their smartphones with the corporate e-mail environment, whether the devices be corporate-owned, or personally owned, must agree to have their device wiped, if the device is lost or stolen. Users who do not agree to these conditions shall be denied access to corporate e-mail environment from their mobile devices. Note: In addition to the remote wiping of data that Global IT will perform if a smartphone is lost or stolen, Global IT may, at its discretion, initiate a remote wipe of any smartphone that connects to the companys business resources, if a legitimate security concern exists regarding that device. 8.6 All smartphone users should follow safe computing practices and only download applications from sites that are known to be reliable. 9. Acknowledgement All mobile users are required to read and acknowledge that they have read this standard. In areas where the Mobile Portal is deployed, new users 9.1 will be required to do so via an electronic signature in the Mobile Device Portal.

10. Support
or support issues such as password resets, model-specic how to questions, everyday technical problems, and inoperative mobile devices, the user shall 10.1 F contact the support number associated with the carrier. 10.2 F or all other support issues, including billing questions, the user shall consult the IT Solutions Online website. If no resolution to the issue is found, the user shall call the IT Service Center. The IT Service Center will facilitate search and application of IT Solutions Online content when necessary, as well as escalate inquiries not covered by vendor support or IT Solutions Online. 11. Expense Management Company-Owned Devices The following is applicable in all countries: 11.1 The Company is ultimately responsible for paying the carrier. 11.2 Although only limited personal use of mobile devices is permitted, users who incur signicant, personal expenses shall reimburse the Company via the T&E Expense Reporting process The following is applicable in countries where the Mobile Device Portal is deployed: 11.3 Global IT shall ensure that bills for company-owned mobile devices are paid monthly on the users behalf. 11.4 U sers of company-owned devices will not be billed directly, but can review their mobile device usage and spending history via reports in the Mobile Device Portal. 11.5 S alary budget managers are encouraged to review the monthly mobile device usage and spending history of their direct reports via the reports in the Mobile Device Portal. 11.6 Global IT shall periodically adjust, at its discretion, individual users plans to ensure that the most cost effective plans have been selected, based on the prior voice and data usage history. The following is applicable in countries where the Mobile Device Portal is not deployed: 11.7 D epending on local procurement practices, individuals with company-owned devices will either be billed directly, or have these expenses paid on their behalf by the Company. If individuals are billed directly, then they are responsible for ensuring that timely payments to the carrier are made. 11.8 U sers of company-owned devices may review their usage and spending history via the carriers billing statements, to the degree that this information is available. 11.9 S alary budget managers are encouraged to review monthly mobile device usage and spending history from the carriers statements, to the extent this information is available in T&E Expense Reports.
DEFINING GOVERNANCE
DEFINING GOVERNANCE


12. Personally-Owned Devices
Business-related expenses associated with personally-owned mobile devices shall not be billed to the users corporate credit card, but rather be paid 12.1 directly by the user. The user is responsible for submitting proof of business related charges, and completing a monthly expense report so the Company can reimburse the individual. 12.2 The Company will reimburse the user for actual business expenses incurred, and not for base plan amounts that the user would otherwise ordinarily incur. Specically, if a user incurred business usage, but did not exceed his/her base plan amount, then no reimbursement will be made. If a user did incur business usage, and did exceed his/her base plan amount, then the user should prorate the bill and seek reimbursement for the business related amount. 12.3 U sers who do not meet any of the guidelines for a company-owned mobile device may use a personally-owned mobile device for business use, at their own expense, if all security standards are adhered to. 13. Lifecycle Management Lost or Stolen Devices 13.1 If a mobile device is lost or stolen, whether it is a company-owned mobile device, or a personally-owned device that is used for business, the user shall immediately contact the local IT Service Center to report the event. For all smartphones that synchronize with the corporate e-mail environment, the IT Service Center will additionally notify Global IT to wipe the devices clean of all data. Backups 13.2 It is the responsibility of the users to regularly back up mobile device data that does not get regularly backed up by other means. (E-mail that is synchronized with the corporate e-mail system is regularly backed up). 13.3 Backups should be kept in a secure location. 13.4 P erforming preventive measures, such as backups, avoids the potential loss of personal and business information if the device becomes inoperative, lost, or stolen. Please refer to the manufacturers instructions for your specic device on how to perform this procedure 14. Auditing and Reviews t the beginning of each scal year, salary budget managers are responsible for reviewing the list of their direct reports who have company-issued mobile 14.1 A devices to ensure that they remain eligible and to ensure that those users who incur mobile device expenses on personal devices remain eligible for reimbursement, or migrate to a company-owned device. 14.2 Salary budget managers will receive an e-mail each year, with instructions on how to conduct and document this review. 15. Device/Plan Updates 15.1 An approved user is permitted to purchase a new device at a frequency as specied under the terms of the carriers rate plans. 15.2 If a users job requires him/her to use an upgraded device or plan, the user shall rst review this request with management.

16. Cancellations, Transfers, or Terminations 16.1 The user shall return the company-owned, mobile device to their immediate supervisor in the following situations:

A user either no longer has a business need for it A user is no longer eligible A user terminates employment, or transfers to a different location A user switches to another device (and therefore doesnt need the old one) The mobile device shall either be assigned to another employee, held for future use, or be recycled in accordance with local regulations, per the managers discretion.
16.2 The immediate supervisor shall ensure that the user has notied the appropriate individuals and carrier regarding the change in status. If the device will not be immediately transferred to another user, it is the responsibility of the immediate supervisor to terminate the carrier agreement, by consulting IT Solutions Online, to minimize the extent of any future plan charges. In all cases, the immediate supervisor shall use their judgment in determining whether to terminate the user agreement for a particular device, by balancing potential cost savings vs. any early termination fees that may apply. 16.3 T he phone number of a company-owned mobile device cannot be transferred to a person for their personal ownership under any circumstances. These situations include, but are not limited to, when the user leaves the Company, when the user is no longer eligible for such a device and returns the device to the Company, and when the user returns an older device to the Company in order to switch to another device or service. 16.4 P rovided that a legal hold is not then in effect, when a user terminates employment, transfers groups, or cancels service, the user is responsible for removing data, as appropriate, from any of the users personally-owned and company-owned mobile devices, regardless of whether the user was being reimbursed by the Company or not
For personally-owned mobile devices, the user must remove and inform his or her immediate supervisor that all company data (for example, e-mail, Calendar, Contacts, etc.) has been removed from the personally-owned device(s). For company-owned mobile devices, the user must remove all data by following the manufacturers instructions for the specic device to perform a factory reset. The user is responsible to communicate the completion of the data removal and make arrangements to return the device to the immediate supervisor. In no case shall a user share any password or PIN information with their supervisor, or anyone else.
16.5 The immediate supervisor is accountable for ensuring that the user of any company-owned device has complied with paragraph 16.4 before re-assigning the device or recycling/disposal of the device. If the immediate supervisor has no user conrmation of the company-owned device being factory reset by the user, then the immediate supervisor must remove all data by following the manufacturers instructions for the specic device to perform a factory reset. A supervisor should never cascade a company-owned, mobile device to another individual, or recycle/dispose of a device with any residual company or personal data remaining on the device.
DEFINING GOVERNANCE
7. S upporting Employee Technologies
Supporting Employee Technologies133
SUPPORTING EMPLOYEE TECHNOLOGIES

Support Consumerization While Managing Cost Rationalize service desk cost by providing varied levels of support for different technology choices Symantecs Stratified Support Strategy 135 Improve Quality of Service Desk Develop ways to upgrade service desk capability to support complex ticket resolution PepsiCos Knowledge Management Program 140
Symantec created a service desk response spectrum to anticipate and rationalize rising support costs while enabling wider choice of technology and devices to tech-savvy employees.
PepsiCo transformed its knowledge management and self-help program to drive down costs and maintain help desk quality. They developed knowledge engineers within the help desk who build and maintain a knowledge base that also serves as foundation to the self-help channel.
Accelerate Movement Toward Web Self-Service Improve web channel quality to drive down phone channel costs and improve customer loyalty Fidelitys Investigation into Channel Switching 136 Bradford & Bingleys Personality-Based Service 141 Bradford & Bingley developed four customer proles following the MyersBriggs methodology and based on their issue resolution preferences. Service desk staff is coached to diagnose personality types and tailor their interaction style accordingly.
Fidelity conducts brief research interviews to capture customer feedback for web self-service channels and diagnose why they switched to the phone channel instead.
NABs Adaptable Quality Framework 137
143
Intuits Failure Point Surveys
Intuit deploys online surveys to capture customer intentions for visiting the web self-service channel and focus on specic failure points that prevent completion.
National Australia Bank denes a exible quality framework that frees service desk staff from a checklist mentality and enables them to service individual customers as necessary.
Ciscos Online Customer Support Segmentation Model
138
Cisco segmented customers based on problem-solving behaviors like knowledge of product and willingness to be guided, to better understand their self-service needs.
RATIONALIZE SUPPORT COSTS THROUGH SERVICE DESK SPECTRUMS

1. Enable Choice for Tech-Savvy Employees: Users have more choice of congurations and can also customize components for work-specic purposes, provided they can self-support. High Degree of standardization/IT vs. User ownership Standard device with prepackaged components Standard device with usercustomized components 2. Minimize cost and impact on quality of support: Anticipate and rationalize service desk costs while preventing service desk resources from being stretched thin.
Low Highly specialized device
Service Desk Response Spectrum
Fully Supported
Enabled
Facilitated
Hands off
Sample Device Conguration Options (for laptops)
1
Standard Windows OS Image
2
Non-Standard Windows OS Image
3
MAC OS Image
4
Linux OS Image
5
Solaris OS Image
Service Desk Response
Complete end-to-end support until issue is resolved.
Best-effort support with capped Service desk time. Peer support mechanisms (online forums).
Service desk provides pointers to Peer support mechanisms (online forums).
No Service desk support.
Issue Resolution Ownership Security Controls
Service Desk
Service Desk (to a point) + Employee
Employee
Employee
Standard Symantec security conguration
Employee is responsible for ensuring device security if theyre not using the standard Symantec device; and access is increasingly restricted if security conguration is customized.

LISTEN AND LEARN

Customer Learning Interview
1
Were trying to learn more about how our customers prefer to resolve issues. Before contacting us, did you try this online? YES
2a
Sorry the site didnt resolve your issue. To help us improve, can you share what happened?
Technical Failure
Next Step Considerations
Inform Web Peers
Insufficient Information
Improve Content Quality
Conduct learning interviews each quarter to stay informed about customer online difficulties while balancing productivity demands.
Navigation Failure
Enhance Navigation
2b
NO
Functionality not available online
Fidelity may expand our site to include this functionality. Would you be comfortable doing this online?
If functionality not available online
YES
Consider Adding Functionality
2c
Functionality available online
NO
Deprioritize
For customers who like online service, weve put this issue on our Web site. Were you aware this functionality was available online?
YES
Develop Education or Incentive Campaign Develop Awareness Program
NO
Use gentle question phrasing to convey a listening posture and assure customers the interview is about learning from them, not pushing them to self-service.
Source: CEB, Customer Contact Council research.
TEST FOR DISSATISFACTION

Intuits Methodology for Failure Point Surveys
Intuit Online Survey
2 1
Which of the following best describes your primary purpose for visiting Intuit.com today? Purchase a product Research a product Obtain product help Other, please specify
Were you able to complete the primary purpose of your visit today? Yes, completely Only partially No, not at all
Actively monitor the downside of the customer experience, and focus on what prevented task completion to direct the right improvements.
Capture specic intentions in the Web interaction to identify related failure points later in the survey.
Research Failures Purchase Failures Help/Support Failures Which of the following best describes why you didnt obtain the product help/support you were seeking? (Please check all that apply.) Difficult to locate e-mail address for support Difficult to locate support area of site Difficult to locate phone number for support Difficult to search online help Inadequate/ineffective FAQ content Link names were unclear/confusing Online help not well organized Site was slow/encountered errors Unable to locate support topic of interest Other, please specify
While many companies simply track click-through rates, prioritizing customer intent over actual customer behavior surfaces failure points faster (by skipping the translation of Web clicks to customer intent).
Present customers with anticipated failure points to gather specic, immediate data.

SEGMENT IDENTIFICATION
Cisco CBGs1 Segment Brainstorming Exercise
Unwilling to Be Guided
s to Like nt rime expe
x Likes comple ns tio ra gu con
Enjoy s adva n ced top
ics
Overe stimate s a bil ities
ask Does not questions
Uses tria l and error
Likes product enhancements
Likes to sh are experience
Moves through things quickly
Gets st uck mid project
Determine general segment characteristics based on customer level of selfsufficiency and product knowledge. This is not an exercise in precision, but rather a way to diagnose segment.
GURU David Black, 50 Occupation: Systems Engineer High Product Knowledge

Likes to lve problem so Likes to skim informatio n
KNOW-IT-ALL Matt Smith, 32 Occupation: Entrepreneur Defection P otential to Live Channel: High Low Product Knowledge
Segment Creation Questions 1. If you watched this segment problem solve, what would it tend to do? 2. How does this segment consume information? 3. What is this segments patience level? 4. What types of issues does this segment typically attempt to resolve? 5. What type of background does this segment have? 6. How willing is the segment to share information?
Defection P otential to Live Channel: Low
Asks multi ple questions
Easily gains knowledge
Doesn t know where to begin
Little technology experience
Needs help with getting started
mation Uses ma ny infor sources
Likes ba sic produc t feat ures
ca nt Needs signi ce an id gu
QUICK LEARNER Julie Lewis, 28 Occupation: Graduate Student Defection P otential to Live Channel: Medium
NEWBIE Sarah McDonald, 41 Occupation: Accountant Defection P otential to Live Channel: High
Willing to Be Guided
1
CBG: Consumer Business Group.
INFLUENCE SEGMENT BEHAVIOR

Cisco CBGs1 Segment Survey Conclusions
Illustrative
Unwilling to Be Guided Use survey data to map segments to specic channel preference and usage, and create action plans to draw respective segments to the best online support areas given unique segment needs.
Guru
Know-It-All
Tool Preference
Tool Preference
Phone
Chat
E-Mail Knowledge Forum Base
Phone
Chat
High Product Knowledge
CALL AVOIDANCE METHOD: Continue to direct to the online forum. Quick Learner
CALL AVOIDANCE METHOD: Prevent from calling by directing to chat. Newbie
Low Product Knowledge
Tool Preference
Tool Preference
Phone
Chat
Phone
Chat
CALL AVOIDANCE METHOD: Prevent from e-mailing by directing to the forum and knowledge base.
CALL AVOIDANCE METHOD: Prevent from calling by directing to knowledge base.
Willing to Be Guided
1
CBG: Consumer Business Group.

IT TAKES A VILLAGE
PepsiCos Knowledge Management Program
Help Desk Ticket
Help Desk Agent
Knowledge Engineers
Provide formal training to agents on proper solution documentation approach.
Knowledge Repository
Every ticket closed must include a link to a solution from the knowledge base. Publish self-help only when the knowledge base has solutions to most common problems. Provide Google like search capabilities for easy access.
Develop knowledge engineers who review the mix of tickets to build and maintain the knowledge base.
RESOLVE ISSUES BETTER BY TAILORING SERVICE TO EMPLOYEE PERSONALITIES

Feeler
Empathy-Oriented I need to feel good about my next steps.
Prole Identication Decision Tree

For Use During Call
Controller Hints and Clues Please understand my situation I am concerned that Funny you should ask So, how is the weather there? Entertainer No 3 Is the customers issue a complex one? No Hints and Clues Let me ask you another question Can you repeat your next steps Do I understand you correctly that
Character Traits:
Cooperative Sensitive Patient
Remember to:
Invite their opinion Provide assurance Show personal involvement
Examples of Complex Issues Network connectivity Application errors
Thinker
Process-Oriented Take the time to fully explain the what and the why. Character Traits:
Analytical Thorough Serious
Hints and Clues Get it xed by Monday. I want to know the results. No need to explain. 2a Is the customer issuing clear directives?
Yes
Remember to:
Do not interrupt Explain processes Slow down conversation
Yes 1
Is the customer displaying emotional behaviors?
Yes No
Feeler
Entertainer
Social-Oriented Lets have some laughs while we learn.
Character Traits:
Outgoing Enthusiastic Spontaneous
Remember to:
Maintain an informal tone Mention personal information Focus rst on the big picture
Thinker
Examples of NonComplex Issues Password reset Printer setup
2b No need to diagnose
Controller
Results-Oriented Lets cut to the chase.
Incremental Time
Character Traits:
Independent Candid Determined
Remember to:
Directly address issue Speed up pace of conversation Provide clear timeline for result
1015 Seconds
1545 Seconds
30120 Seconds

KNOW YOURSELFKNOW YOUR CUSTOMER

Guidelines for Customer Personality-Based Service
Service Desk Customer or Employee Personality Type
Controller
Thinker

Entertainer

Feeler

Directly address questions and get to business quickly Focus on results Let rep lead session occasionally Offer options so they feel they are making the ultimate decision Be willing to be exible Keep it short; dont overload with information Show concrete action being taken Be prepared to run with it Maintain direct eye contact and direct posture Select only the key facts
Controller
Allow time to gain answers Give the reasoning behind your thoughts Accept silence and be patient Do not interrupt Speak softly and follow up in writing
Be less abrupt, lighten up, and be energetic Talk about yourself Respond to humor Focus rst on the big picture and then consider how to achieve it through action plans Facilitate decision-making without putting excessive pressure on them Pick up the pace Keep an open mind; be willing to move from your original plans Use action-oriented language Give the top line summary of performance improvement areas; dont nit-pick Focus less on the process and more on the potential results Dont compete for attention; let them speak Keep to the task at hand; dont let forwardthinking goals take priority over immediate development needs Set clear objectives for each development session, but be exible Dont overstate guarantees, as this risks trust Be realistic about performance objectives Dont drown him/her in the problems Show enthusiasm for ideas and be energetic Dont take things personally Invite their conversation Maintain ongoing, informal contact
Show empathy and soften your language Dont leap straight to business Think of the person as part of the solution; reect on their opinions Feelers like argumentsto a point; avoid becoming too dogmatic even when they are Appreciate their input and dont overchallenge their viewpoint Encourage questions Its not just about process; show some passion Do not feel obligated to provide a clear solution to every challenge; sometimes just talking is enough Tone down the conversation and be moderately paced Ask appropriate personal questions and consider their feelings Verbally appreciate their input and contributions Reect on their opinions and communicate patiently Keep a balanced view (its not all about you) Separate facts and feelings Dont get distracted from the task Set mutually agreed upon goals Strike a balance between owing with the conversation and staying on track
Service Desk Reps Personality Type
Thinker
Have an agenda and keep to the point Set timeframes Keep the big picture in mind; dont get focused too much on details See that milestone dates are in the action plan; set up progress reports
Entertainer
Show commitment toward the goal Be specic, clear, and brief Involve rep in decision-making Stick to the facts and stay on topic Provide a limited number of options and leave ultimate decision up to rep
Stick to the rules and procedures Be organized and have a clear plan of action Follow through on what you say you will do Encourage them to make a decision but refrain from making it for them
Feeler
Use as much evidence as possible to support opinions Follow up in writing Show condence; dont expect a reaction When appropriate, ask directly for a decision Dont overexplain or ramble
Keep to the subject Show enthusiasm for the task Focus on the facts; dont let your heart rule your head See that milestone dates are in the action plan; set up progress reports
QUALITY IS NOT ONE-SIZE-FITS-ALL

Comparison of Traditional Quality Checklist to New Adaptable Quality Framework
Traditional Quality Checklist
Adaptable Quality Framework Potential Action
Customer Situation
Correct Action
Customer Situation
Desired Rep Competency
A B C
Quality Program Format
Narrowly dened, standard set of prescriptive actions, typically listed on a checklist.
A framework that includes the competenciesbut not the precise actionsnecessary to demonstrate in customer interactions. I know the core competencies required of me but can use my discretion in how I interact with customers. Frontline staff focus on the overall customer experience, serving customers as necessary.
Frontline Staff Mentality
Completing every directive on every call helps me meet my quality score goal. Frontline staff fulll the actions consistently, even when not appropriate.
Outcome
The right way to build rapport is by saying the customers name three times.
There are many different ways to build rapport with every customer.
Measuring Impact on Productivity145
MEASURING IMPACT ON PRODUCTIVITY

Best-in-Class Metrics Develop metrics to measure impact of employee computing services on productivity Dimensions of Employee Productivity 148 P&Gs User Productivity Assessment 152 P&G compares actual and new solutions in executing targeted tasks to quantify the business value of new services. It creates pilot groups of 1520 targeted employees to test solutions.
CEBs IT practice developed a new model of technology-enabled employee productivity, synthesizing the most important aspects of work performance.
Best-in-Class Cost and Quality KPIs Best-in-class dashboards and metrics to diagnose, predict and report performance of services like desktop computing, messaging and collaboration, and service desk.
153
Novartis Hidden Metrics
149
Novartis identies metrics in user-dened workow for enterprise benet. It places emphasis on validating the benets of these metrics.
Best-in-Class Change Initiative Metrics Best-in-class metrics to measure implementation efforts and employee absorption of new technology initiatives.
160
CEBs Collaboration Effectiveness Metrics
150
Collaboration effectiveness of teams can be measured by specic attributes of effective team behavior, not just use of collaboration tool offerings. The metric measures the maturity of team processes, interactions, and technology to determine the collaboration maturity of a virtual team.
Schlumbergers Employee Productivity Metric
151
Schlumberger developed a metric on lost employee productivity by measuring total number of incidents, performance severity level and employee productivity loss. Revenue loss by employee category is calculated and helps in identifying direct impact of incidents on performance.
MEASURING IMPACT ON PRODUCTIVITY (CONTINUED)

Employee Productivity Assessment Surveys Assess productivity benets delivered by employee computing services through surveys
Volvo and NetAges Virtual Team Effectiveness Assessment
161
NetAge developed a holistic approach for Volvo to measure collaboration effectiveness by assessing team workows in addition to tools. The results of the assessment identify performance gaps and strengths across each dimension of team performance.
Synovus IT Customer Satisfaction Feedback Survey
163
Synovuss IT Customer Satisfaction Survey is administered to all business unit leaders and key functional stakeholders annually. Synovus collects and summarizes satisfaction feedback by audience and category, presenting the ndings to the IT leadership.
Tacomas1 Employee Support Survey
170
Tacomas annual customer satisfaction survey (excerpted here) measures the effectiveness of employee computing services in areas like device support, collaboration and messaging tools, help desk support, and employee training.
Pseudonym.
A NEW MEASURE OF EMPLOYEE PRODUCTIVITY
1
I am able to be productive in work activities while outside my primary place of work.
Work Productivity Enablers
2
I am able to effectively collaborate with colleagues in different locations.
Mobility
Collaboration
Employee Productivity
Work Quality
Work Efficiency
4
I am able to complete work with a high degree of quality.
3
I am able to efficiently complete work.
Work Productivity Outcomes
IDENTIFY HIDDEN METRICS

Scenario 1: Use of iPad in Sales Interactions
Scenario-Based Discovery
Can use between sales interactions for administrative activity
Used in sales interactions
Access to inventory management system allows real-time orders during client visits
Metrics
Reduces time spent after hours in non-sales activity
Minor improvements in visit time/volume Psychological advantage over laptop
Increases reorder volume
Scenario 2: Use of iPad in Clean Room Environments
Scenario-Based Discovery
Can substitute for hard-copy SOPs on clean room oor Metrics

Cost associated with printing hard copy Time required to print updates and replace hardcopy binders Improvement in regulatory compliance
Replaces 8590 binders per site requiring 3035 updates per month

PROACTIVE MEASURE FOR BUSINESS-TEAM COLLABORATION EFFECTIVENESS

The Metric: Collaboration Maturity Tracks the maturity of team processes, interactions, and technology to determine the collaboration maturity of a virtual team
Team Understanding of Goals
Team Communication
Clarity of Roles and Responsibilities
Clarity of Timelines and Milestones
Team Collaboration Maturity
Chaos (2432): The team has no shared understanding of objectives or the contributions of individual team members. Operational Consensus (3354): Focus on methods of work and time lines. Team Alignment (5587): Develop team relationships to overcome organizational boundaries. Shared Accountability (88120): The team uses shared leadership for achieving team objectives.
Key Benets
The metric does not rely on technology usage to measure collaboration maturity. Instead, it evaluates team work processes and interactions to determine overall team maturity. The metric allows teams to understand their collaboration maturity and enables them to pinpoint specic processes that require attention. The data collection process also reveals if certain members are disenfranchised.
When to Use

At virtual team kickoffs At regular intervals during team collaboration or if problems arise
Required Maturity: Low
Taking the diagnostic requires little maturity but implementing improvements may require considerable maturity
Data Source
Team member responses to NetAge Virtual Team Assessment Questionnaire
CALCULATE LOST EMPLOYEE PRODUCTIVITY

Calculation Principles
1. Determining the number of performance lapse incidents per quarter Number of performance lapses on the network > acceptable threshold within a quarter
+
Total Number of Incidents
Number of performance lapses on the hardware > acceptable threshold within a quarter
2. Determining the severity of performance levels and the impact on employee productivity Total Number of Incidents per Quarter Less Than 5,000 5,00010,000 More Than 10,000 Performance Severity Level Low Medium High Employee Productivity Loss 5% 10% 20%
Revenue per Employee

Total Annual Revenue/Total FTEs Total Annual Revenue per FTE/4 Total Annual Revenue per FTE/115,200 minutes
= = =
Total Annual Revenue per FTE Total Annual Revenue per FTE per quarter Total Revenue per FTE per minute
Revenue Loss by Employee Category

Number of Senior Management Staff: 2 Total Revenue per FTE Number of Management Staff: 1 Number of Junior Staff: 0.5
Total Revenue per FTE
Total Revenue per FTE
Source: Applications Executive Council, The New Performance Standard: Key Activities of the High-Performing Applications Function, Arlington, Va.: The Corporate Executive Board Company, 2009.
EMPLOYEE BENEFITS CERTIFICATION

Employee Benets and Productivity Testing Assessment
Representative ExampleE-Mail Platform
Task Description and Purpose
Passing Criteria
Ease of Use Mammoth E-Mail Savannah E-Mail
Passed? (Lab Administrator) Mammoth E-Mail Savannah E-Mail
Frequency (Number of Times You Complete This Task per Day)
Time (Minutes) Mammoth E-Mail Savannah E-Mail
Schedule a meeting. Using your Mammoth e-mail calendar feature, nd the next available meeting time and schedule a meeting with Mary Carter, Judy Dempsey, and yourself.
Able to schedule the meeting
0.07
0.08
Open the e-mail from Karen Carter, open the attachment and delete the rst sentence, and forward to Judy Dempsey
Able to edit and forward
10
1.20
0.56
Time (Minutes) Mammoth E-Mail Totals Averages

n = 19.
Savannah E-Mail 155.4
Time Difference 105.5
Daily Task Frequency 57.8
Total Minutes per Day Savings 321.1
Ease of Use Mammoth E-Mail 7.7 Savannah E-Mail 9.1
Task Completion Mammoth E-Mail 99% Savannah E-Mail 100%
260.9 13.7
8.2
5.6
3.0
16.9
Number of Employee Minutes Saved
Improvement in Usability
Improvement in Task Effectiveness
Estimation of Enterprise Productivity Benets

16.9 Minutes per Day x 90,000 Employees x 220 Days per Year = 336 Million Minutes per Year
DESKTOP COMPUTING DASHBOARD

Outcome MetricMetric reecting current status
Services MeasuredDesktops, laptops, thin clients, tablet PCs, and high-end workstations supported fully or on a best-effort basis
Recommended Cost KPIs 1. Cost per device (for each supported type of device) 2. Cost per employee
Recommended Quality KPIs 1. Deskside incidents per employee 2. Average days for new employee PC request fulllment 3. Average days for lease refresh or upgrade 4. Average days to fulll software requests See next page for a breakdown of cost and quality KPIs.
Recommended Graphical Representation Six-Month Trend Chart

DESKTOP COMPUTING DASHBOARD (CONTINUED)

Employee Costs and Staffing Levels Outsourcing CostsTotal Projected Annual Costs
Employee Quality Measures Incident ResolutionMonthly Values

Outsourcing Contracts Deskside Support Staff Labor Rate Operations Labor Rate Engineering Labor Rate Vendor Management/Procurement Labor Rate Financial Management Labor Rate Desktop Management/Executives Labor Rate Other Dedicated FTEs Labor Rate Number Number Number Number Number Number Number of of of of of of of Deskside Support FTEs Operations FTEs Engineering FTEs Vendor Management/Procurement FTEs Financial Management FTEs Desktop Management/Executive FTEs Other Dedicated FTEs
Labor RatesAverage Fully Loaded Annual Labor Rates

Target Time to Resolve Incidents (in Hours) Percentage of Incidents Resolved Within Target Time
Service RequestsActual Monthly Values
Number of Break/Fix Incidents Handled
Service Request Fulllment (in Days)Monthly Values

Time for New Employee PC Request Fulllment Time for PC Refresh Request Fulllment Time for Software Installation Request Fulllment New Software Initial Push Success Rate New Software Final Push Success Rate Critical Patches Initial Push Success Rate Critical Patches Final Push Success Rate Noncritical Patches Initial Push Success Rate Noncritical Patches Final Push Success Rate Virus Denition Updates Initial Push Success Rate Virus Denition Updates Final Push Success Rate Time for Critical Patch Deployment (in Days) Time for Noncritical Patch Deployment (in Days) Time for Virus Denition Deployment (in Days) Total Number of PCs Supported Total Desktop Cost Cost per PC Cost per Employee Break/Fix Incidents per PCAnnualized Value
FTE CountsAverage Projected Annual Staffing Levels

Software Push Success RatesMonthly Rates

Patch and Virus Denition Push Success RatesMonthly Rates

Technology CostsTotal Projected Annual Costs

PC Hardware Standard Image Software Licenses Other Employee Software Licenses Desktop Management Software Licenses
Patch and Virus Denition DeploymentMonthly Values

Employee Workload Measures EmployeesActual Monthly Values
Number of End Users Supported Number Number Number Number Number of of of of of Desktops Laptops Tablet PCs Thin Clients High-End Workstations
Calculated Employee Cost Metrics

DevicesActual Monthly Values

Calculated Employee Quality Metrics
Environment and Workload ResultsActual Monthly Values
MESSAGING AND COLLABORATION DASHBOARD

Services MeasuredE-mail, calendaring, instant messaging, conferencing
Recommended Cost KPIs 1. Cost per e-mail box 2. Cost per IM user 3. Cost per Web conferencing event
Recommended Quality KPIs 1. Incidents per e-mail box 2. Incidents per IM user 3. Incidents per conferencing event
See next page for a breakdown of cost and quality KPIs.

MESSAGING AND COLLABORATION DASHBOARD (CONTINUED)

Messaging Costs and Staffing Levels Outsourcing CostsTotal Projected Annual Cost

Messaging Environment and Workload Measures Workload MetricsMonthly Values

Hosting Cost Storage Cost Mobile Support Cost Threat Management Cost Remote Webmail Cost E-Discovery and Compliance Cost Service Level Management Cost Disaster Recovery Cost Staff Management Cost Incident and Problem Management Cost Other Cost Employee Communication Cost Chargeback Demand Management Cost
Number E-Mail Boxes Number E-Mail Users Internal Messages Routed External Messages Routed Inbound External Messages Routed Outbound
Messaging Quality Measures Server AvailabilityMonthly rates

E-Mail Service Availability E-Mail Server Availability Total Incidents Handled
Calculated Messaging Cost Metrics

Labor RatesAverage Fully Loaded Annual Labor Rates

Operations and Maintenance Engineering and Architects Management Administrative OtherDirect Indirect Management Indirect Administrative OtherIndirect
Number of E-Mail Messages Total Messaging Cost Cost per E-Mail Box Cost per E-Mail User Cost per E-Mail Message
Calculated Messaging Quality Metrics
Incidents per Mailbox

Operations and Maintenance FTEs Engineering and Architects FTEs Management FTEs Administrative FTEs OtherDirect FTEs Indirect Management FTEs Indirect Administrative FTEs OtherIndirect FTEs

Client Software Cost Host Software Cost Server Cost Storage Cost Mobile E-Mail Cost Threat Management Cost E-Discovery and Compliance Cost
Service Level Management Cost Disaster Recovery Cost Staff Management Cost Employee Communication Cost Chargeback Demand Management Cost Incident and Problem Management Cost Other Technology Cost
SERVICE DESK DASHBOARD

Services MeasuredTier One and Tier Two support as well as Tier Zero and self-service
Recommended Cost KPIs 1. Cost per employee 2. Cost per incident
Recommended Quality KPIs 1. First call resolution rate 2. Abandonment rate 3. Escalation rate 4. Call-back rate
See next page for a breakdown of cost and quality KPIs.

SERVICE DESK DASHBOARD (CONTINUED)
Service Desk Costs and Staffing Levels Labor RatesAverage Fully Loaded Annual Labor Rates

Service Desk Quality Measures

Tier One and Two Agents Tier One and Two Contractors Agent Supervisors Service Desk Managers Administrative Staff Other Staff Tier One and Two Agents Tier One and Two Contractors Agent Supervisors Service Desk Managers Administrative Staff Other Staff Annual Travel and Training Costs Contact Management Infrastructure Individual Agent and Shared Equipment Incident Management and Resolution Infrastructure Costs of Office Space, Leases, and Utilities Annual Cost of Contract 1 Annual Cost of Contract 2 Total Projected Annual Service Desk Costs Annual Projected Cost per Incident Annual Projected Cost per Employee
Number of Answered Phone ContactsMonthly Actual Number of Incidents Resolved on the First CallMonthly Actual Number of Calls Abandoned Before an Agent AnswersMonthly Actual Number of Incidents Resolved at Tier OneMonthly Actual Abandonment RateMonthly Actual Tier One Resolution RateMonthly Actual First Call Resolution RateMonthly Actual Number of Employees SupportedMonthly Actual Number of Incidents ReceivedMonthly Actual

Service Desk Workload Measures


Occupancy CostsTotal Projected Annual Costs
Outsourcing CostsTotal Projected Annual Costs

Cost ResultsTotal Projected Annual Costs

SERVICE DESK MANAGEMENT
Cost per Ticket

Outcome Diagnostic Proactive
Annual Cost per Employee

Cost Resolution Rates

Efficiency MetricMetric that measures the cost or speed of a process
Efficiency MetricMetric that measures the cost or speed of a process
Effectiveness MetricMetric that measures the consistent production of desired outcomes Metric SignicanceTracks the effectiveness of service desk support First Call Resolution Rate: Tracks calls resolved on the rst call, regardless of whether or not they were escalated; this metric should be used in conjunction with call-back rate, the percentage of return calls to service desk in response to an employee service request. Service Desk Resolution Rate: Tracks calls resolved without escalation beyond lowcost Tier One and Tier Zero resources Calculation First Call Resolution Rate: Number of Calls Resolved on the First Call
Metric SignicanceTracks the efficiency of service desk support; service desk cost metrics should be used in conjunction with Call Resolution Rates on page 100. Calculation (Total Service Desk Personnel Costs, Across Tiers, Including Management) + (Total Technology Costs, Including Depreciation Costs) + (Outsourcing Costs) + (Occupancy Costs) Number of Tickets
Metric SignicanceTracks the efficiency of service desk support; service desk cost metrics should be used in conjunction with Call Resolution Rates on page 100. Calculation (Total Service Desk Personnel Costs, Across Tiers, Including Management) + (Total Technology Costs, Including Depreciation Costs) + (Outsourcing Costs) + (Occupancy Costs) Number of Employees
Recommended Graphical Representation 12-Month Trend Chart Refresh RateMonthly
Recommended Graphical Representation 12-Month Trend Chart
Total Number of Calls Service Desk Number of Calls Resolved by the Resolution Service Desk Rate: Total Number of Calls 12-Month Trend Chart
Recommended Graphical Representation Refresh RateSemiannually, on a rolling 12-month basis. Refresh RateWeekly

CHANGE INITIATIVE METRICS

Tracking Implementation Efforts Basic
Measuring Absorption Basic
Percentage of employee base training Percentage of projected training hour used Degree of adherence to communications plan Percentage of employee groups with training plans in place
Number of help desk calls per employee group related to project Number of process exceptions granted Overall employee satisfaction rating Overall business executive satisfaction rating Employee Acceptance Rate
Advanced
Advanced
Evaluation of understanding of objectives by Total invested time of management and employees Percentage of project meetings attended by business sponsor
Speed of adoption Level of Technology Certication Time to benets capture Percentage realization of business case goals
CALIBRATE TEAM COLLABORATION EFFECTIVENESS

Virtual Team Effectiveness Assessment
Purpose How aligned is the teams understanding of goals, actions, and expected results? Cooperative Goals Everyone has the same picture of overall purpose. Team discusses, agrees, and reviews clear, simple goals. Interdependent Tasks Everyone follows the same process for doing similar work. Team looks for ways to interconnect and improve work processes. Concrete Results Everyone understands the deliverables. Team develops and reviews measures and milestones for deliverables. People How familiar is the team with roles and responsibilities? Independent Members People have the freedom and exibility to do their work. The team continuously claries roles, responsibilities, and competencies needed. Shared Leadership Leadership is widely distributed and shifts as needed. Individuals are encouraged to lead and to follow as appropriate. Integrated Levels Key system interdependencies are clearly articulated (looking up, down, and across boundaries). People are encouraged to talk across levels. Links How comfortable is the team with communicating internally? Multiple Media A variety of media is available and accessible. Team uses collaboration tools consistently and creatively. Boundary-Crossing Interactions Team has collaboratively established operating agreements that are actively applied. Team actively implements strategy for engagement across organization boundaries. Trusting Relationships Team has high level of trust. Team members build social capital through multiple connections. Time How clear are project timelines and milestones? Common Calendar Team has clear milestones and schedules of dates. People are aware of ongoing key team dates and cultural calendar. Interrelated Projects Task timelines are collaboratively established. Team is able to adapt to rapidly changing conditions. Awareness of Phase Team has clear view of its lifecycle and current phase. People discuss team processes and suggestions for improvements.
5587 Team Alignment Develop team relationshipstoovercome organizational boundaries
1
Strongly Disagree
3
Somewhat Agree
5
Strongly Agree
Virtual Team Maturity Scale

88120 Shared Accountability Shared leadership for achieving team objectives
3354 Operational Consensus Focus on methods of work and time lines
132 Chaos No shared understanding of objectives or contributions of individual team members
Add up scores for each category to calculate team maturity level

FOCUSED COLLABORATION SOLUTIONS

Post-Assessment Virtual Team Support 1
Standard Work Processes Strength: High score in process standardization Diagnosis: Regional support team members are familiar with global incident management process Reason: Early on, team scheduled web conferences with global incident management owner to review and rene processes
Maintain/ Improve Conduct Workshop Modify process Modify Toolset
Purpose Cooperative Goals Everyone has the same picture of overall purpose Team discusses, agrees, and reviews clear, simple goals Interdep
Links Multiple Media A variety of media are available and accessible Team uses collaboration tools consistently and creatively Boundary-Crossing Interactions Team has collaboratively established ope ctively
3
Communications Breakdown Gap: Low score in cross-organizational communications Diagnosis: Team underutilizes SharePoint functionality Solution: Collaboration Services group structures SharePoint portal around purpose, people, links and time based on virtual team assessment
T and improve work process Concrete Results Everyone understands the deliverables Team develops and reviews measures and milestones for deliverables
Everyone follows the same process for doing similar work
nect
Trusti g Team has high level of trust Team members build social capital through multiple connections
Team actively implements strategy for engagement across boundaries
People
Time Common Calendar Team has clear milestones and schedules of dates People are aware of ongoing key team dates and cultural calendar Interrelated Projects Task timelines are collaboratively established Team is able to adapt to rapidly changing conditions Awareness of Phase
2
Limited Shared Accountability Gap: Low score in shared leadership across the team Diagnosis: Project has single leader and key team members lack autonomy to make operational decisions Solution: Team identies multiple leaders responsible for achieving goals to ensure team stays on track to meet deadlines
Independent Members People have the freedom and exibility to do their work The team continuously claries roles, responsibilities, and competencies needed Shared Leadershi
4
Reactive Project Planning Gap: Low score in awareness of possible project stress points Diagnosis: Team does not have a plan for anticipating and overcoming roadblocks Solution: Team maps out key phases of the project and agrees on how it will deploy resources in advance of deadlines to reduce stress and avoid delays
Leadership widely distributed and shifts as needed d
and to follow as appropriate Integrated Levels Key system interdependencies are clearly articulated (looking up, down, and across boundaries) People are encouraged to talk across levels
Team has clear view of its nd Plifecycle and current phase nd

suggestions for improvement
EXAMPLES OF REAL-WORLD IT CUSTOMER SATISFACTION SURVEYS (CONTINUED)

Synovuss IT Customer Satisfaction Feedback Survey
Please rate the technology division on each individual attribute using the following scale:

Far Exceeds Exceeds Meets Almost Meets Fails to Meet Not Applicable
Indicate your level of satisfaction by lling in the circle in the appropriate column. Comments are welcome and specically requested as explanation for any rating of far exceeds or fails to meet. (Questions will ask our key contacts to rate our performance against their expectations on the following scale: far exceeds, exceeds, meets, almost meets, fails to meet, or not applicable.) Section 1: ITBusiness Partnering Our goal is to improve the alignment of IT with our business. We seek to understand and support your strategic priorities, to jointly research, evaluate, and plan for technology-related business initiatives, and to provide you an open and responsive communication channel into the technology division. 1. Our business analyst accountability to jointly research, evaluate, and plan for your technology-related business initiatives (e.g., software research, concept papers, RFIs/RFPs, contract negotiations) 2. Our relationship accountability to understand and support your business priorities, to effectively communicate with you, and to advocate your interests within the technology division 3. The responsiveness or your ITbusiness partners 4. The professionalism of your ITbusiness partners 5. Your overall assessment of our ability to meet your expectations in fullling our ITbusiness partnering mission Comments: _________________________________________________________________________________________________________________ ________________________________________________________________________________________________________________________ ________________________________________________________________________________________________________________________ ________________________________________________________________________________________________________________________


Synovuss IT Customer Satisfaction Feedback Survey (Continued)
Section 2: Solution Delivery Our goal is to effectively deliver technology solutions that provide business value. We jointly manage ITbusiness projects with you to ensure their completion on time and to your expectations. We seek to deliver a smooth implementation that helps you gain the business value you expect from the solution. 1. The ease with which you can reach us to submit project requests 2. The extent to which we take 100% responsibility for the technology portion of projects impacting your business 3. The effectiveness of our ongoing communications with your organization about the projects that are critical to your business 4. The value we deliver by providing project management and coordination expertise to projects that impact your business 5. The level of involvement you have in technology solutions that are delivered to your company or organization 6. Our ability to deliver key projects on time 7. Our ability to deliver key projects to your expectations 8. The extent to which your critical business applications are meeting your needs and allowing you to keep pace with competition 9. Your overall assessment of our ability to deliver on your expectations in fullling our solutions delivery and project management accountabilities. Comments: _________________________________________________________________________________________________________________ ________________________________________________________________________________________________________________________ ________________________________________________________________________________________________________________________ ________________________________________________________________________________________________________________________

Section 3: Information Delivery Our goal is to deliver information when and how your business needs it. We work with you to provide reports and access to the information you need to make decisions and run your business. We also work with you to ensure the quality and privacy of our business information. 1. The timeliness with which we deliver reports needed to support your business (data warehouse, protability system, sales system, etc.) 2. The accuracy of the reports you receive 3. The quality of service provided when contacting us with data warehouse questions 4. Your satisfaction with the knowledge and expertise of our data warehouse support team members 5. Your assessment of the business value derived from the information you receive from our data warehouse capabilities 6. Your overall assessment of our ability to deliver on your expectations in information deliverythat is, providing you information when and how you need it Comments: _________________________________________________________________________________________________________________ ________________________________________________________________________________________________________________________ ________________________________________________________________________________________________________________________ ________________________________________________________________________________________________________________________


Section 4: Customer Support Our goal is to be easy to do business with in handling customer requests and problems. We seek to minimize business disruption by resolving most needs on the rst contact, and for those we cannot, by meeting service-level agreements set according to the business severity of the problem or request. Problem Resolution 1. Answering help desk calls promptly 2. The professionalism and courtesy of our help desk team members 3. The knowledge of our help desk team members 4. Our ability to respond appropriately to the urgency or business priority of the problem 5. Getting satisfactory resolution to your problem 6. Your satisfaction with the service provided when one of our supplier partners dispatches a technician to resolve a problem on-site (e.g., GE) 7. Your overall assessment of our ability to be easy to do business with and to deliver on your expectations for customer support problem resolution Handling Requests (e.g., Moves, Changes, Equipment Procurement, Log-Ins, Websites, Information) 8. Ease of submitting requests to technology (intranet applications) 9. Timeliness of receiving responses to your requests 10. Our ability to appropriately fulll the need identied in your request 11. Your overall assessment of our ability to be easy to do business with and to deliver on your expectations for customer support request fulllment Comments: _________________________________________________________________________________________________________________ ________________________________________________________________________________________________________________________ ________________________________________________________________________________________________________________________ ________________________________________________________________________________________________________________________

Section 5: Infrastructure Enablement Our goal is to manage our technology infrastructure (business and enterprise application integration, networking, and hardware) to ensure it is current, available, responsive, and secure, in addition to being recoverable in times of crisis. Through research and prudent investment, we seek to evolve the infrastructure to keep pace with business needs. 1. The responsiveness and speed of your business-specic applications 2. The reliability of your business-specic applications 3. The extent to which technology (hardware, software, network) is current and enables you to keep pace with current and new business challenges 4. The availability of ATMs to serve your customers (for banking affiliates only) 5. The availability of the network that serves your business-critical applications 6. The overall effectiveness of our standard desktop applications (MS Office, e-mail, and Internet services) 7. The ease with which you administer and customize your website(s) to meet your business needs 8. Our ability to meet your expectations for security and privacy of our information and communications 9. Our ability to recover from a major crisis or disaster that impacts your technology 10. The exibility and responsiveness of our infrastructure to address your unique needs 11. Your overall assessment of the ability of our IT infrastructure to deliver the capabilities required to support your business needs Comments: _________________________________________________________________________________________________________________ ________________________________________________________________________________________________________________________ ________________________________________________________________________________________________________________________ ________________________________________________________________________________________________________________________


Section 6: Overall IT Value Our goal is to leverage technology to enable your business strategies, to empower employees to serve their customers effectively and efficiently, and to treat you and your team members according to Our Customer Covenant. We seek to do this by effectively managing expenses and by adopting industry and IT best practices. 1. Treating your organization and team members according to Our Customer Covenant in all our interactions 2. Your view of IT as a responsible steward in managing expenses and providing good value for the money invested 3. Your assessment of our performance in keeping technology within Synovus current and competitive 4. Your assessment of our ability to help you address business needs through technology 5. Overall, how is the technology division measuring up to your expectations? Comments: _________________________________________________________________________________________________________________ ________________________________________________________________________________________________________________________ ________________________________________________________________________________________________________________________ ________________________________________________________________________________________________________________________

Special Questions Section The following questions are for comment only: 1. Overall, how do you feel your organization is meeting your expectations in working with the technology division to help achieve your business goals?
2. What few things would you like to see us stop doing in the technology division?
3. What things would you like to see us start doing in the technology division?
4. What things are we doing now that you feel are critical for us to continue?
Questionnaire Rating 5. What is your assessment of the effectiveness of this survey to give the technology division feedback?

1
ANNUAL EMPLOYEE SERVICES SURVEY

Excerpt
Section 1: Service Satisfaction Please tell us which of the following we do best and which we need to improve upon the most: What do you think we do best? Marketing of the services that IT provides Service Desk Local/Site support Communication of existing tools or applications Delivery of new tools or applications Ensuring system availability Understanding of business needs Employee training
What do you feel we most need to approve?
Please add any additional or explanatory comments you may have about what you think our company does best. ____________________________________________________________________________________________________________________________________ ____________________________________________________________________________________________________________________________________ ____________________________________________________________________________________________________________________________________
Pseudonym.

Excerpt (Continued)
Section 2: Training and Support What do you think we need to improve in providing training to you? I do not know what is available or whom to contact for my training needs I want to have more on-line training There is no training for new associates We need people on-site who understand the technology and can help us to use it efficiently It is very difficult to get training in functional applications once the roll-out is complete I have never had any training for my PC/laptop I would like to have access to IT tips and best practices I do not know where to nd IT training I would like to see a program of short, targeted IT training at my site
Enter your own opinion here ______________________________________________________________________________________________________ What do you think we need to improve in supporting you? Improve waiting time to be answered on the phone and e-mail. Have analysts focused more on customers needs and acting more proactively on incidents resolution Improve consistency of knowledge and resolution quality. Increase the number of incidents resolved in the rst contact with the Tacoma Service Desk. Provide clear expectation of when the incident will be resolved. Follow-up during the incident resolution. Improve the prociency in the languages we provide services. Enter your own opinion here _______________________________________________________________________________________________________
1
Pseudonym.

1

Excerpt (Continued)
What do you think we need to do improve in supporting you locally? I would like acknowledgement/follow up from the Local Site Team if an issue is passed onto them from the Service Desk I would like more exibility in asking the Local Site Teams for assistance I would like more clarity on what I could ask the Local Site Teams to help me with I would like more clarity on the Service Level Agreements for support requests I would like the facility to have my laptop/desktop health checked I would like to have more self service facilities I would like the Site Teams to run quickbytes, communication sessions including HOW TO sessions I would like to follow up the status of my issues myself without calling the Service Desk I would like one password to access all the systems required by my job
Enter your own opinion here ______________________________________________________________________________________________________ What do you think we need to improve? The business/IT interaction needs to be improved. Business needs to be the driver, not just the client. I am not aware of what technology is available to help me. Focus on improving system availability, reliability and performance. I am unaware of exactly what services IT provides. Be proactive in assessing new applications and respond to changing business needs. Enter your own opinion here _______________________________________________________________________________________________________
Pseudonym.

Excerpt (Continued)
Section 3: Application Usage How do you work? Enables me to do my job more effectively PC/Laptop E-Mail MS Office Video Conferencing Audio Conferencing Please specify the reasons for indicating no training for the following applications. I have used e-learning or computer based training PC/Laptop E-Mail MS Office Video Conferencing Audio Conferencing Why didnt you use support for the following applications? Dont know who to contact for support PC/Laptop E-Mail MS Office Video Conferencing Audio Conferencing
1
The training I received helps me to use the tool effectively
Performance is responsive and reliable
Support is effective in solving my issues
I do not require any training
I would like training if it is available for me
Support is not effective enough to solve my issue
I dont need support
Pseudonym.

1
ANNUAL EMPLOYEE SERVICES SURVEY (CONTINUED)

Excerpt (Continued)
What would you like to tell us about your PC/laptop? I have the knowledge necessary to verify (x) my applications if I experience a problem Logon at a remote site is much quicker with standard desktop My laptop is fast, reliable and effective My desktop is fast, reliable and effective I would like more training to use my computer effectively The IT local teams provide an excellent service Log in time at my home site is acceptable. Enter your own opinion here ____________ What would you like to tell us about e-mail? I need more training on how to use e-mail more effectively E-mail is reliable and helps me to do my job I would like information on how to better use e-mail to help me manage my Inbox I would like to be able to access my e-mail via the Internet or on my mobile device I feel that I get less spam now than I did one year ago I would like to know more about how I can protect myself against e-mail scams and viruses Enter your own opinion here ____________ What would you like to tell us about MS Office? I often receive Office documents created with newer versions of Office and have problems working with these documents I would like spell check to be available in my local language I need more training in Word/Excel/PowerPoint to do my job effectively I do not know how to get MS Office software support I dont know where to nd Tacoma-specic templates for Word and PowerPoint It would be useful to have a Notes database with expert knowledge on Office applications (e.g., how to resolve problems with Excel formulas) I would like to have more training on how to use MS office efficiently Enter your own opinion here ____________
1
Pseudonym.

Excerpt (Continued)
What would you like to tell us about the Video Conference? Video and meeting room booking should be provided through one global system I know how to start a point to point video call from one room to another Integrating audio/video (meet me video) has made the service more exible The video image freezes or distorts from time to time In the majority of video conferences the quality of the audio is acceptable The call drops from time to time for no reason I would like some guidelines on how best to use video facilities I know where to nd further information on the video conference service In the majority of video conferences, quality delivery is good I know where to get support for video conferencing services Enter your own opinion here ____________ What would you like to tell us about Audio Conference? I know what number to dial from a Tacoma site, in order to access the Conference@Tacoma service I know what number to dial externally, in order to access the Conference@Tacoma service I know how to create an account for Conferencing@Tacoma The website for creating/resetting a Tacoma conference account is user friendly I nd the conference phones in the meeting rooms to be in good working order The quality (noise, echo, lag) of audio on Conferencing@Tacoma is acceptable in the majority of conference calls My call drops from time to time for no reason When I have questions or issues I get effective support I know where to nd further information/help on the Conferencing@Tacoma service I need training on best practices using the conferencing services I know where to get support for conferencing services Enter your own opinion here ____________
Pseudonym.

1

Excerpt (Continued)
Do you think this is a good way of collecting your views and inputs? Yes, I like the fact that I can enter my opinions I have seen some direct action at my site resulting from last years survey Good start pointit would be good to have some face-to-face debate at site level I want to see more evidence of results and actions I think the survey is a quick and efficient way to gather feedback This survey takes too long, too many questions Enter your own opinion here ____________ We would like to thank you for taking the time to provide your feedback.
Pseudonym.
9. M aking Service Improvements
Making Service Improvements177
MAKING SERVICE IMPROVEMENTS

Next-Gen Organizational Model Change organizational design to support the new work environment Mingus1 Corporations Employee Computing Group 179 New Skills and Roles Identify new skills and roles for provisioning employee computing technologies Strategic Workforce Planning 184
Mingus Corporations employee computing group shifts staff from traditional provisioning roles to prole and choice management. It organizes teams around application virtualization, device choice, communications, security and support.
Only a minority of organizations have long-term workforce plans and most IT organizations have short-term plans to ll skills gaps. Strategic workforce planning helps in identifying organizational skill gaps and prepare infrastructure staff for the future work environment.
Intels Vision for the Innovative Service Desk
180
Collaboration and Social Media Evangelist Job Description
185
Intel envisions the future state of the service desk to provide inputs towards application development based on their customer support experience, and is taking steps to recruit and develop service desk personnel accordingly.
The role conducts in-depth analyses of employee workows and drivers of collaboration behavior to identify priorities and develop user segments. The role coordinates with internal stakeholders in business units to deploy collaboration and social media capabilities.
CEBs Employee Computing Services Value Map
181
User Experience Guru Job Description
186
The Employee Computing Services Value Map presents current and emerging industry standards for employee computing services. It evaluates characteristics like cost recovery models, management structures and other technical aspects by enterprise value, deployment risk and adoption patterns over the next three years.
This job description is for a role that designs and congures user-centric interfaces for in-house and cloud applications. This enables employees to access, visualize, and navigate information and analytics with ease.
Beta Companys1 Anthropological Skills
187
Beta Company uses anthropological observation and interviewing techniques to surface unarticulated and context-dependent employee needs. They screen for attributes such as intellectual curiosity and critical thinking to develop a set of core anthropological skills within IT.
FOUNDATIONAL
1
ADVANCED
PROGRESSIVE
Pseudonym.
NEXT-GEN ORGANIZATIONAL MODEL FOR EMPLOYEE COMPUTING

Mingus Corporations Employee Computing Group
In Development
Corporation
Mingus
Theme Lead Application Virtualization
Theme Lead Device Choice
Communications Team
Monitoring
Hardware Management
Organization Change
Prole Management Asset Management Asset Management Communication
Security
Support
Pseudonym.
FUTURE STATE OF SERVICE DESKS

Intels Vision
Reactive Stage
Proactive Stage
Innovative Stage
A reactive re-ghting mentality prevails at this Stage. Service Desks in this stage are unable to anticipate or prepare for problems. Call volume continually increases at this stage. Customer satisfaction is the goal.
Service Desk pro-actively anticipates problem and takes action to prevent occurrence. Reduce calls. Pro-active Monitoring tools in place. Heavy investments in training and technology characterize this stage. Expert network of problem solvers is established outside the Service desk. Automation begins. Knowledge base established. Call volume begins to level off.
Primary goal of Innovative Service Desk is to reect and provide customer experience to the organization. Inuence and involved in the design of future application products. An Innovative mentality prevails. Employees are given tools to solve their own problems Call volume typically begin to decline at this stage. Problem complexity increases. Customer enthusiasm is the goal.
EMPLOYEE COMPUTING SERVICES VALUE MAP, 20122015

Infrastructure Service Characteristics by Value to Service Offering and Adoption Timeline
We have a dedicated full-time service manager for our employee computing service. We include employee services in our service catalog. Employee training in new technologies, technology features and optimal use is available throughout the year. Weve created an employee segmentation model to guide employee device provisioning. Employees can join communities to share their experiences with technologies, troubleshoot, and provide feedback to IT. We route voicemail and text messages to employee e-mails. We offer simplied enterprise search capabilities across employee data.
High
Employees can use a self-service portal to provision employee technologies.
Value to Service Offering
Medium
Employee devices, both corporate and personal, are synced to enable easy access to corporate data. Employees have access to an enterprise app store. We monitor and analyze employee application consumption to guide employee device provisioning. We allocate employee costs based on the business units consumption of employee computing services. We partner with applications to provide employees with an interactive service catalog.
Low
We allocate employee costs based on business unit size (e.g., using revenue or number of employees). We charge back employee costs at least once per year.
We reimburse employees for the corporate use of personal devices through stipends or corporate discounts.
Standard Characteristics (Current)
2013
2014
2015+
Adoption Timeline Characteristic is or Will Be Part of Standard Service Offering Sample Employee Metric

Sample Employee Computing Service Denition Provide a streamlined and cost effective approach to onboard workers, and ongoing technical support for IT equipment and standard software. Employees are allocated different suites of technologies dependent on the employees prole.
Characteristic Classication Cost Recovery Model Management Structure Technical Aspects
Value to Service Offering Based on the characteristics contribution to the overall value to the infrastructure service offering. Adoption Timeline Represents the point at which at least one-half of all companies plan to include the characteristic in their service offering.
Ticket Aging Ticket Number by Urgency First Call Resolution Service Desk Resolution Rate Employee Satisfaction

EMPLOYEE COMPUTING TECHNOLOGY ROADMAP

Mainstream Adoption Already Adopted Already Adopted Already Adopted 2012 2H 2012 2H 2012 2H 2013 H1 2013 H1 2013 H2 2013 H2 2014 H2 2015+ 2015+ 2015+ No Plans No Plans Technology Domain Bring Your Own Mobile Device Client Based Desktop Virtualization Sharepoint 2010 Application Virtualization Desktop and Mobile Device Video Enterprise Social Media Applications (e.g., Yammer, Chatter) Mobile Enterprise Applications Unied Communications Local VDI Rich Media-Live Streaming Bring Your Own PC Application Delivery Controller (ADC) Mac OS X for Enterprise Desktops/Laptops Microsoft Office 365 Gmail for Enterprise Near Field Communications (NFC) Overall Value High High High High Medium Medium High High Medium Medium Low High Low Medium Low Low Leading Value Factor Enterprise Functionality Benets Operational Cost Efficiency Enterprise Functionality Benets Operational Cost Efficiency Enterprise Functionality Benets Enterprise Functionality Benets Enterprise Functionality Benets Enterprise Functionality Benets Operational Cost Efficiency Enterprise Functionality Benets Enterprise Functionality Benets No Opinion Enterprise Functionality Benets No Opinion No Opinion No Opinion Overall Risk High Low Low Low Medium Medium Medium Medium Medium Low High Low Medium Medium High Medium
Leading Risk Factor Security Risk Scalability Access to Support Skills Access to Support Skills Scalability Security Risk Security Risk Scalability No Opinion Scalability Security Risk No Opinion No Opinion No Opinion No Opinion No Opinion
n = 68 IT organizations.
Source: IEC Emerging Technology Roadmap Surveys, August 2012.
EMERGING EMPLOYEE COMPUTING TECHNOLOGIES GLOSSARY

Application Delivery Controller (ADC): Provide capabilities at the network and application layer to improve the performance of web-based applications. ADCs provide a number of benets including, real-time data compression, network address translation, traffic management, quality of service and resiliency. Application Virtualization: A technique used to stream applications to an individual users local machine as opposed to installing the application on the machine. This enables employees to receive remote access to applications. Bring Your Own-Mobile Device (BYO-MD): A program in which enterprises permit their employees to use their personal mobile devices (Smartphones and Tablets) at work. Bring Your Own-PC (BYO-PC): A program in which enterprises permit their employees to use their personal computers (laptops or desktops) at work. Client Based Desktop Virtualization: The process of abstracting a personal computer desktop (operating system, applications, and associated data) from the physical machine. The virtualized desktop can be either client-hosted, or centralized on servers in the data center. Desktop and Mobile Device Video: The use of audio and video telecommunications to bring remote employees together through their desktop devices. Enterprise Social Media Application: A micro-blogging, social networking, discussion board and knowledge based service for business. (Examples include, Chatter, Yammer) Gmail for Enterprise: A suite of cloud-based Google productivity tools (e.g., E-Mail, IM, Enterprise Search) which enables employees to connect to productivity tools securely from anywhere and at anytime. Local VDI: A local Virtual Desktop Solution that brings the benets of desktop virtualization to a greater number of employees including employees who are not always connected to the internet. It uses centralized servers to manage virtual machine images. Such models are gaining popularity as local execution eliminates the infrastructure required for VDI execution servers in the data center and reduced network bandwidth consumption as the virtual machines execute locally. Mobile Enterprise Applications: Mobile enterprise software applications designed to run on tablets and Smartphones. Microsoft Office 365 (MS365): A suite of cloud-based Microsoft productivity tools (e.g. email, instant messaging), which enables employees to connect to productivity tools securely from anywhere and at anytime. Mac OS X for Enterprise Desktops/Laptops: Allowing enterprise employees to use the Apple operating system and hardware for their corporate desktops or laptops. Near Field Communications (NFC): A standards based wireless connectivity technology that enables communication between devices within a short range of one another. Examples of NFC applications include, access control/transport, mobile payments and peer to peer data transfer. Rich Media-Live Streaming: The capture of different types of audio and video content into a single video stream or le. It enables employees to digitally encode audio and video from presentations for live streaming and on-demand viewing. Sharepoint 2010: A web application platform designed as a centralized replacement for multiple web applications. It is typically associated with web content management and document management systems, but can be used for far more advanced functionalities including, document and le management systems, intranet portals, collaboration tools, social networks, or to perform enterprise searches. Unied Communications (UC): The integration of both real-time communications (IM, Presence feature, telephony, video conferencing, data sharing) with non-real-time communications (voicemail, email, and fax). It aims to provide a consistent and unied employee experience and interface across multiple communication technologies.

STAFF PLANNING BEYOND IMMEDIATE NEEDS

Differences Between Staff Planning and Strategic Workforce Planning
Staff Planning Objective To identify and ll staffing gaps that will enable successful execution of annual business plans Aligns with annual business and budget planannual outlook with six-month check-in

Strategic Workforce Planning To identify and address workforce and organizational gaps that will enable successful execution on strategic objectives
Planning Timeline Inputs
Aligns with strategic decisionstypically three- to ve-year outlook with annual check-in

Annual business plans Forecast of staffing needs Data on current staff and skills
Strategic plans Labor market analysis Organizational review Strategy-based scenario planning and forecasting
Output
Staffing and recruiting plan and budget requests to fund specic positions
Workforce action plan (talent management strategy, outsourcing plan, and organizational/job redesign plan)
Prevalence in IT Organizations
90%+
39%
COLLABORATION AND SOCIAL MEDIA EVANGELIST

Job Description
Responsibilities
Required Skills
Conducts user behavior analysis to understand end users workows and collaboration needs and their readiness to adopt collaboration and social media tools Creates and implements a collaboration and social media strategy and maintains a roadmap for the adoption of collaboration and social media tools Coordinates with internal stakeholders to encourage adoption of relevant collaboration and social media tools and techniques Coordinates with the product development teams and business unit leaders to plan and develop a collaboration and social media strategy for external parties such as customers or suppliers Acts as an advocate for the adoption of collaborative behavior and associated tools and creates and delivers end user awareness and training programs Collates data and produces reports related to collaboration and social media usage and adoption and presents the analysis to management to demonstrate value Establishes collaboration and social media usage policies and procedures for internal users Monitors trends in online community tools, trends, and applications Conducts market research analysis to determine collaboration and social media opportunities and competitiveness University degree in elds related to business, marketing, communications, or behavioral science such as anthropology, organizational behavior, or psychology Deployed social media platforms in enterprises Possesses functional knowledge or some experience with HTML/CSS Knowledge of search engine optimization and tagging, etc.
Expert Usability Design User Behavior Analysis New Technology Evaluation Information Policy Formation Fully Competent Global Teaming and Remote Collaboration Stakeholder Management Team Management Communications Working Knowledge Business Case Development Risk/Return Analysis Organizational Change Management Market and Competitor Analysis
Qualications and Experience
Possible Backgrounds and Hiring Sources Likely to have a background in business, marketing, communications, or behavioral science such as anthropology, organizational behavior, or psychology; more likely to be found in a consultant or other specialized role than in a corporation Sourcing Difficulty

USER EXPERIENCE GURU

Job Description
Responsibilities
Required Skills
Coordinates with business unit heads, service managers/owners to understand business and functional requirements related to user experience Creates user-centered designs based on business and functional requirements, user research, market analysis, customer feedback, and usability ndings Develops conceptual diagrams, wireframes, visual mockups, usage scenarios, navigation maps, and prototypes Participates in user research and usability testing to help improve the user experience Reviews and analyzes user research and usability reports, for use in determining best user interface design solutions Interacts with information architects to understand how information is stored, modeled, and tagged and identies ways to visualize and present information in a user-friendly manner to employees Communicates the user experience designs to internal stakeholder to get buy-in, feedback, and negotiate trade-offs Documents and communicates user-interface design specications to in-house or third-party software engineers for implementation/coding Coordinates with cloud application vendors to negotiate the required customizations for enhanced user experience Contributes to the design standards and promotes user-centered design throughout the organization University degree in the elds related to human computer interaction, usability, human factors, industrial design, psychology, computer science, or related eld More than ve years of experience as a user experience/user interface designer, human factors engineer, animation, or comparable roles Should possess knowledge of graphic design software and tools such as Adobe CS4/5, 3DStudio Max, Maya, Flash, Photoshop, Illustrator, Flex, Dreamweaver, HTML, DHTML, XHTML, CSS, Javascript, and equivalents Experience with wireframe prototyping tools such as Axure, Sketchow or Balsamiq, and equivalents
Expert User Behavior Analysis Usability Design Graphic Design Tools Fully Competent Requirements Management Information Visualization Communications Agile Development Working Knowledge Information Architecture Functional Requirements Analysis Business Domain Analysis
Possible Backgrounds and Hiring Sources Likely to have a specialist background in behavioral science, graphic design, or product design; more likely to be found in a consultant or other specialized role than in a corporation Sourcing Difficulty
Qualications and Experience
CAPTURE THE CURIOUS

Overview of Anthropological Skills
Technical Anthropological Skills
Skills Implications of Anthropological Observation General Skills
Skill Implications of Open-Ended Interviews
Critical thinking and intellectual curiosity Social agility and sensitivity Contextual understanding Primary research and eldwork methodologies Identifying patterns of behavior Understanding the evolutionary and material context of employee needs Storyboarding
Critical thinking and intellectual curiosity Empathy and open-mindedness Contextual understanding Discourse analysis and intertextuality Interviewing skills with high levels of reexivity Gathering, integrating, synthesizing, and analyzing data Storyboarding
Use anthropological observation and interviewing techniques to surface unarticulated and context-dependent knowledge worker needs.
Specic Skills
Where to Find These Skills
Where to Find These Skills
Anthropology Graduates Human Factors Engineers User Interface Designers Interaction Designers
Anthropology Graduates Market Researchers Investigative Journalists Information Scientists

THE ANTHROPOLOGIST INSIDE US
Criteria for Locating Anthropological Skills

Has domain knowledge from alignment with business units Has time outside specic projects Has seniority, credibility, and business engagement skills Links back to project, service management, or architecture teams
Beta Companys1 Approach Dedicated Corporate Anthropologist Role
Alternative Approaches Embed Anthropological Skills in Existing Roles Business Analyst Business Liaison Service Manager Solution Architect Embed Anthropological Skills in New-to-World Roles Collaboration and Social Media Evangelist Information Insight Enabler User-Experience Designer
For large organizations For organizations with people-intensive processes (e.g., Sales, Prof. Services, R&D) When project warrants dedicated resources
Pseudonym.

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Infrastructure Executive Council

Employee Computing Services Handbook

Infrastructure Executive Council

Content Publishing Solutions

Employee Computing Services Handbookiv

WITH SINCERE APPRECIATION

2012 The Corporate Executive Board Company. All Rights Reserved.IEC4199812SYN

Planning an Employee Computing Service

Deliver a Service, Not Just Technology

Building an Employee Computing Service

2012 The Corporate Executive Board Company. All Rights Reserved.IEC4199812SYN

Employee Computing Services Handbookvi

EXECUTIVE SUMMARY (CONTINUED)

Managing an Employee Computing Service

2012 The Corporate Executive Board Company. All Rights Reserved.IEC4199812SYN

ADDITIONAL RESOURCES FOR EMPLOYEE COMPUTING

2012 The Corporate Executive Board Company. All Rights Reserved.IEC4199812SYN

Infrastructure Executive Council

EMPLOYEE COMPUTING WORKFLOW MAP

4. Building a Service Kernel for Provisioning

7. Supporting Employee Technologies

How How How How How

2. Segmenting the Workforce

5. Managing Change Across the Lifecycle

8. Measuring Impact on Productivity

Workow Steps & Challenges/ Pitfalls

3. Roadmapping and Investment Planning

9. Making Service Improvements

EMPLOYEE COMPUTING SERVICE MATURITY SELF-DIAGNOSTIC

Planning an Employee Computing Service Effectiveness Diagnostic

Turn to page 9 for more details

Turn to page 31 for more details

2012 The Corporate Executive Board Company. All Rights Reserved.IEC4199812SYN

Employee Computing Services Handbookx

EMPLOYEE COMPUTING SERVICE MATURITY SELF-DIAGNOSTIC (CONTINUED)

4. Building a service model for provisioning

Turn to page 69 for more details

Turn to page 107 for more details

Section Score (Sum of Average Scores)

2012 The Corporate Executive Board Company. All Rights Reserved.IEC4199812SYN

EMPLOYEE COMPUTING SERVICE MATURITY SELF-DIAGNOSTIC (CONTINUED)

Turn to page 133 for more details

Turn to page 145 for more details

Turn to page 177 for more details

2012 The Corporate Executive Board Company. All Rights Reserved.IEC4199812SYN

2012 The Corporate Executive Board Company. All Rights Reserved.IEC4199812SYN

Employee Computing Services Handbook2

EMPLOYEE COMPUTING TECHNOLOGY ROADMAP 2012 TO 2015

High Risk Based On:

Near Field Communications (NFC)

Gmail for Enterprise

< 50% Adoption by 2015

IT EFFECTIVENESS PLAYS A CRITICAL ROLE IN EMPLOYEE PRODUCTIVITY

Medium Level of IT Effectiveness2 at Delivering Technology Capabilities

Source: Technology-Enabled Productivity Survey.

2012 The Corporate Executive Board Company. All Rights Reserved.IEC4199812SYN

Employee Computing Services Handbook4

EMPLOYEES STRUGGLE TO BE PRODUCTIVE IN KEY AREAS

77% 68% 68%

I Am Able to Complete Work with a High Degree of Quality

I Am Able to Efficiently Complete Work

I Am Able to Effectively Collaborate with Colleagues in Different Locations

I Am Able to Be Productive in Work Activities While Outside My Primary Place of Work

1. U nderstanding Employee Needs

4. Employees help each other, driving down IT help desk costs.

3. I T remains informed of user needs.