BOD Draft Kiedaisch v3
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Transcript of BOD Draft Kiedaisch v3
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8/14/2019 BOD Draft Kiedaisch v3
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1November 6, 2009 PBI Confidential
Strategic transformationbusiness process redesign and interlock
Presenter
October 27, 2009
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2November 6, 2009 PBI Confidential
Transforming the Enterprise
Transforming Selected Business Processes
Standardizing Business Processes
Changing the Technology Platform
Transforming the Enterprise
Big T EnterpriseTransformation
ProcessTransformation
ProcessOptimization andStandardization
TechnologyUpgrade /Implementation
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3November 6, 2009 PBI Confidential
Planning
Architecture
Strategy
Operating Model
& Business Rules
Vision
Strategies& Goals
Business Practices& Policies
Business Requirements
Capabilities
Governance
Program Evolution
Vision
Affordability Model
180 new practices
400 revised policies
5000 business requirements
End-state Architectures
(IT, Capabilities, Customer)
Roadmap
Risk Assessment
Business Case
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4November 6, 2009 PBI Confidential
VisionAffordability Model
180 new practices
400 revised policies5000 Requirements
RoadmapRisk AssessmentBusiness Case PhaseII ($TBD)
Q2 Q3 2011Q4 Q1 Q2
OTC:
- Standardorder-2Bi lls,2A/ Rs- 1collection
(platform)Service:
- CaseMgmt
Sales& Mktg : SinglePQCWeb:
-E-commerce-B2B
Credit:
- Real -timerisk -basedcreditpricing/collections
- USMSMexposure
Servi
- Fi- C
Expa
Credi
Data:
IT:
Care:
- Partner/facilityconsolidation- NAtelephonynetwork
Service:
- WorkforceOptimization
OTC: Expandto USManaged, DMT,MVS,Secap
Care/OTC: Shutdo
wnlegacy processesWeb :Technical SupportData: MSMcustomer, product, offer, pricingIT: ShutdownUnisys, IMS, CIS,SCM
legacy, PathfinderAll: KnowledgeBaseManagementService: Remotediagnostic
Care:
- UniversalC- Casemgmt
IVR: CareselfWeb: CaresData: Custom
Su
-A-M-E-Cl
-Int
-N
.FastTracks(seeright)
FastTracks
Sales: Sellmoreon pb.com
Sales: GrowInside SalesCare:Drivecustomersto myBill
OTC:Property Tax
OTC:Drive ACH
Credit: Collect TINsService: Shift moretech support tot hephone
Service: Shift moretechsupport totheweb
SupplyChain: Enact Portfolio ManagementTeam(end-of -life)
ScenarioComparison
Proposedvs Current
($Exact)
(inmillions)
Annual Costs:
Current Year
A ct ua l B as el in e Y ea r 1 Y ea r 2 Y ea r3 Y ea r4 Y ea r5 T he re af te r T ot al
C ap it al I nv est men t -$ (3.979)$ (35.218)$ (30.720)$ (13.187)$ (0.151)$ (0.860)$ (84.115)$
YearlyExpense-Proposed -$ (0.050)$ (45.109)$ (42.098)$ (29.046)$ (20.926)$ (90.046)$ (227.274)$
YearlyExpense-Current/Doothing -$ -$ -$ -$ -$ -$ -$ -$
Annual ExpenseVariance -
favorable/(unfavorable) (0.050)$ (45.109)$ (42.098)$ (29.046)$ (20.926)$ (90.046)$ (227.274)$
Incremental EBIT (0.050)$ (33.167)$ (21.549)$ 45.080$ 63.670$ 340.484$ 394.469$
End-state Architectures(IT, Capabilities, Customer)
W
orkstr
Practice
Policy
I D ProposedPractice
As-Is
Polic
y
Policy
Summa
ry
Descrip
tion
Plii Ruir
ActualDatePolicy
Published
2 1 0 2.1.0
Dr iv u r h b
forendtoendcapabilities
(e.g.,res earch,purchase
products/services,&cust omer
support) 19-May
2 1 1 2.1.1
y w y w v v
customerstothewebforendtoendcapabili tiesthroughoutthe customer's
lifecycle. 19-May
2 1 2 2.1.2
w
togotothewebf orendtoendcapabilit iesthroughoutthecustomer's lifescycl e
22-May
2 1 5 2.1.5
yw y
customerlifecycl efromallcust omerfacingorganizationswill includethePit ney
Boweswebsiteandrelevantl inksbasedonthetype ofcommunicationandformat
ofcommunication(electonic, paper,product,etc) . 19-May
2 1 6 2.1.6
y w y w
ensureawebexperiencethati scustomerfriendlyanddoesnot exposeinternal
complexities. Thewebsitewill beevaluatedregularly. Contentwillberef reshed
andusabilityenhancementswillbeimplemented.
-Simple- makethemessageanddialogueunderstandableforthecustomer(eliminate
marketing/product/service/salesjargon;don'trequireaPhDtogetit)
-Helpful-fullyaddressthecustomer'sneed/objective(rightinformation;nooverload;
solvetheproblem;relevant)
-Alternatives-giveoptions;personalized;beabletoserveinyourcustomer'schannelof
choice-Reliable-consistentoutcomesal lthetime,ineverychannel
-Easy-easytouseanddo(nounnecessarycomplexity;intuitivedesign;features) 22-May
2 1 7 2.1.7
y w w v y y
aboutitsEmployees,Customers,BusinessPartners( includingcontactswithin
CustomersandBusinessPartners)andotherident ifiablei ndividuals.Uniform
guidelinesforcollecting,using,disclosing,s toring,accessi ng,transferri ngor
otherwiseprocessingsuchinformationassistsPi tneyBowestoprocessPersonal
Informationfairl yandappropriately,di sclosingitand/or transferringit onlyunder
appropriatecircumstances. 19-May
2 1 8 2.1.8
PitneyBowesmaycollectpersonal informationfromvisitorst oPitneyBowes
InternetWebpages.Theinformati oncollectedmayincludenameandaddresses
(postalore- mail),tel ephonenumbers,orother informationnecessaryto fulfil l
orders,providerequestedservices, orforotherPit neyBowesbusinesspurposes.
Establishinguniformproceduresforthecol lectionanduseof personal
informationinafair andlawfulwaywill enhanceconsumertrustandconfidencein
dealingwithPitney Boweson-line. 19-May
2 1 9 2.1.9
PitneyBoweswilldevelopandi mplementspecificproceduresrel atedtothe
treatmentofpersonal informationandprivacy. Trainingmaterialswil lbe
developedanddeliveredtoall employeeswithaccess toorresponsibility for
customerinformation.Employeesmustcompletecer tificat ionfortreat mentof
personalinf ormationandprivacyat leastannually. 19-May
2 1 13 2.1.13
Inordertosimplifyandstreamline processes,PitneyBoweswill createone
standardizedproductidentif ierforapr oductorserivcewhichwill beconsistent
acrossmasterdataandut ilizedbyall organizations,includi ngthecustomer.
22-May
2 3 0 2.3.0
Pricingwillbemanagedand
controlledbymarketingwit h
thegoalofminimizingmanual
exceptions. 26-May
CustomerMaturityModel
0
1
2
3
4
5
Resp
ondto
ema
ilma
rketi
ng
Visit
thew
ebsit
e
Rece
ivereco
mmen
datio
nfro
man
othe
rcus
tome
r
Callf
orpre-
sales
infor
mati
on
Cond
uctn
eeds
asse
ssm
entv
iaonlin
e
Resp
ondto
web
mess
agin
g(no
n-PB
)
Make
online
purc
hase
Buy
viaph
one
Buyfro
maf
ield
sales
perso
n
Choo
sebu
ndle
viaonlin
e pr
oducts
electo
r
Make
paym
ents
elec
tions
Acce
ptterm
sand
cond
itions
Prov
ideacc
ount
info
rmati
onandp
refer
ence
s
Rece
iveno
tice
oford
er/ship
men
tstat
us
Cond
ucts
elf-in
stalla
ndsta
rtup
Rece
ivein-fi
eldinst
allat
ionand
train
ing
Assu
reuse
rsco
mfor
table
with
pro
duct
Retur
nand
repl
ace
prod
uct
Mak
eonlin
epa
ymen
ts
Conta
ctPB
forb
illing
and
pay
ment
supp
ort
Rece
ivebillin
gadju
stmen
torr
efun
d
Mana
geposta
gea
ccou
nt
Buy
supp
lies _
__%
Seek
diag
nosis
forp
rodu
ctprob
lems
Rece
iverepla
cem
ento
rons
itesupp
ort
Seek
tech
nical
supp
ortforp
roduc
tusa
ge
Rece
ivenotic
eof
asafe
tyor
pro
duct
reca
lliss
ue
Adop
trat
eand
regu
lator
ycha
nges
Asse
ssPB
alte
rnati
vesto
impr
ovebu
sines
s
Mak
ea
modifica
tion t
oan
exist
ingagr
eeme
nt
Rene
wan
agre
emen
t
Canc
elabu
sines
sarr
ange
ment
Resp
ondto
aPB
cust
omer
sur
vey
Parti
cipat
e in
user
trai
ning
Acce
ptth
e role
ofpu
blic
advo
cate
forP
B
MaturityLevel
Target
Current
Field Sales(Siebel or SFDCn
a
Channels& Portals
Logical
Layer
Call Cent(Siebel)
IVR, CTI &Segmentation
Field Sales(Siebel or SFDCn
a
Channels& Portals
Logical
Layer
Call Cent(Siebel)
IVR, CTI &Segmentation
LeadershipCommitment
Input
Define Business
Practices, Policies &Requirements
CapabilitiesAssessment
Governance
Strategy
Operating Model
& Business Rules
ClearArchitecture
Planning
Output Leverage
Program Evolution
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5November 6, 2009 PBI Confidential
Product
Servicing Model
Infrastructure
Customer
Experience
Hardware, software Service, supplies Financial Services
Simple, standard and cost efficient Customer choice and convenience Re-vamped customer oriented practices
Predictable and transparent offerings One commercial relationship
Convenient, multi channel engagement
Simple, highly automated transactionsStandard contractsCommon and shared technology
TransactionalModel
Simplifying Through Transformation
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6November 6, 2009 PBI Confidential
Customer Experience
Simplifying the Transactional Model throughTransformation
Product
Servicing Model Infrastructure
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OtherLOBs
BusinessOperations
StaffManagement
VendorManagement
CoreMailing
BusinessOperations
Information Technology
Data Cleansing & Conversion
Consultants
BusinessITData
Telephony
Telephony Technology
Technology Staff
ExternallyRecruitedemployees
Technology Architecture
Program Management Model
Customer Change Management
Employee Change Management & Training
Quality, Testing & Compliance
PMO & Governance / Value Realization
Business Expertise
Program Governance
Master Data Management
Business & Process Integration
User experience (Web, Contact Center, IVR)
CORETR
AN
SFORMATIO
NTEA
M
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DiscoverService
Sign-UpBuy
OrderActivate
UseService
Pay forService
ResolveIssues
Stop/ChangeGrow
Marketing &
Communications
B2B
eCommerce
Support & Service
SAAS / On Demand Services
Function Goals and Benefits
Marketing &
Communications
Life-cycle communications
Digital Merchandising & PB Digital Experience
eMail & Community Management
Optimized selling & marketing
Increased PB wide cross selling
Lower communication cost / contact
B2B eCommerce eCatalog Configuration, eCommerce
Enterprise Client Bonding
eSignature & Subscriber Management
Increased B2B channel revenues
Clean & accelerated order management
Compliance to contracts
Support & Service Enterprise Relationship Mgt
Self-service content & knowledge development
Self-Service capabilities deployment
Call Avoidance / Productivity
Increased customer satisfaction
Increased A/R velocity, lower print costs,lower collection costs
SAAS/
On Demand
Develop experience and capabilities tointegrate and deliver new on demand andinformation based offerings
New offerings to new segments
Web Enabled Customer Centered Framework
User Experience
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Capability Reduction inComplexity
Drivers
Price Quote andConfiguration
80% Single Price Quote and configuration enginefor all channels
Order Management 60% Streamlined Order Management systems and
processes
Contract Administration 75% Unified contract creation and maintenance
Billing and Cash Application 80% Dramatic reduction in number of billsgenerated and managed
Inquiries 80% Elimination of systems needed to respond to
customers requests
Contract Terminations 30% Reduction in contract systems
Impact
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10November 6, 2009 PBI Confidential
Risk Profile
BusinessRisk
1. Identify
3. Assign
4.Mitigate
5.Monitor
2.Assess
ChangeMgmt.
TalentProject
Operational
Compliance
Data
Technical
Culture
Competence
Capacity
Realization of Strategic Objectives:Simplification & GlobalizationImprovements to the Customer Experience
Realization of Strategic Objectives:Simplification & GlobalizationImprovements to the Customer Experience
Realization of Strategic Objectives:Simplification & GlobalizationImprovements to the Customer Experience
Traditionally At Pitney Bowes
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11November 6, 2009 PBI Confidential
Key Considerations
Incr
easingIm
por
tance
Realization of Strategic ObjectivesSimplification & GlobalizationImprovements to the Customer Experience
Avoidance of Organizational Fatigue
Capacity to Deal With Technical Complexity
Pace of Financial Costs and Benefits
Degree of Organizational Disruption
Organizational Readiness for Change
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12November 6, 2009 PBI Confidential
Critical Issues to Address
Need forspeed!!....and the gravity of history.
Capacity to absorb change...and challenge to drive growth
Lack of process expertise...functional view vs. E2E view..
Accountability modelOwnership and empowerment
Global leverage..how to tap into diverse talent pools.
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Backup
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Value Realization
Master Data Management
Customer Change Management
Employee Change Management & Training
Quality, Testing & Compliance
PMO & Governance
Business & Process Integration
User experience (Web, Contact Center, IVR)
Information Technology
Data Cleansing & Conversion
Consultants
(i.e.Business
ITData
TelephonyEtc)
Ven
dorManagement
CoreMailing
BusinessOperations
CORE TRANSFORMATION TEAM
Sta
ffManagement
Tailor &Sell
OrderTo Cash Service
& Support
Procure
to Pay
Manage
Finances
Business Expertise
Program Governance
Telephony Technology
Technology StaffOtherLOBs
BusinessOperations
ExternallyRecruited
employees
Technology Architecture
Program Management Model
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15November 6, 2009 PBI Confidential
Vision
Strategies/Goals
Business Requirements
Business Practices& Policies
Strategy
Operating Model
& Business Rules
Planning
Vision
180 new practices
400 revised policies
5000 business requirements
Roadmap
PhaseII ($TBD)
Q2 Q3 2011Q4 Q1 Q2 Q3
OTC:
- Standardorder-2Bi lls,2A/ Rs- 1collection
(platform)Service:
- CaseMgmt
Sales& Mktg :SinglePQCWeb:
-E-commerce-B2B
Credit:
-Real-timerisk -basedcreditpricing/collections
- USMSMexposure
Service:
- Field&phonesu- Casemanageme
Expandto Canada:
Credit: NAexposuData: Installed BasIT: ShutdownCICS,
Care:
- Partner/facilityconsolidation- NAtelephonynetwork
Service:
- WorkforceOptimization
OTC: Expandto USManaged, DMT,MVS,Secap
Care/OTC: Shutdownlegacypr ocessesWeb :Technical SupportData: MSMcustomer, product, offer, pricingIT: ShutdownUnisys, IMS, CIS,SCM
legacy, PathfinderAll: KnowledgeBaseManagementService: Remotediagnostic
Care:
- UniversalCareAgent- Casemgmt
IVR: Careself -serveWeb: Careself -serveData: Customer& product
SupplyChain:
-ATPforquotean-Multi-Location-EndtoEndOrde-ClosedLoopRM
Returns)-Integrated Invent
Forecast &Pla-Notouchorderp
.FastTracks(seeright)
FastTracks
Sales: Sellmoreon pb.comSales: GrowInside SalesCare:Drivecustomersto myBillOTC:Property Tax
OTC:Drive ACH
Credit: Collect TINsService: Shiftmore techsupport tothephone
Service: Shiftmoretechsupport to theweb
SupplyChain: Enact Portfolio ManagementTeam(end-of -life)
ScenarioComparison
Proposedvs Current
($Exact)
(inmillions)
AnnualCosts:
Current Year
A ct ua l B as el in e Y ea r 1 Y ea r 2 Y ea r3 Y ea r4 Y ea r5 T he re af te r T ot al
Ca pi ta lI nve stme nt -$ (3.979)$ (35.218)$ (30.720)$ (13.187)$ (0.151)$ (0.860)$ (84.115)$
YearlyExpense-Proposed -$ (0.050)$ (45.109)$ (42.098)$ (29.046)$ (20.926)$ (90.046)$ (227.274)$
YearlyExpense-Current/Doothing -$ -$ -$ -$ -$ -$ -$ -$
AnnualExpenseVariance -
favorable/(unfavorable) (0.050)$ (45.109)$ (42.098)$ (29.046)$ (20.926)$ (90.046)$ (227.274)$
Incremental EBIT (0.050)$ (33.167)$ (21.549)$ 45.080$ 63.670$ 340.484$ 394.469$
Affordability Model
End-state Architectures
(IT, Capabilities, Customer)
Capabilities
Business Case
Workstr
Practic
Policy
ID ProposedPractice
As-Is
Polic
y
Policy
Summa
ry
Descrip
tion
PoliciesRequired
ActualDatePolicy
Published
2 1 0 2.1.0
Drivecustomerstothe web
forendtoendcapabili ties
(e.g.,re search,purchase
products/services,&cust omer
support) 19-May
2 1 1 2.1.1
Itis PitneyBowespolicythat Marketingwillcreat ecampaignsandeventstodrive
customerstothewebfor endtoendcapabilit iesthroughoutthecustomer' s
lifecycle. 19-May
2 1 2 2.1.2
Allcust omerfacingorganizationswill beresponsibleforencouragingcustomers
togotothewebf orendtoendcapabilit iesthroughoutthecustomer's lifescycle
22-May
2 1 5 2.1.5
Itis PitneyBowespolicythat allcommunicationstocustomersthroughoutthe
customerlifecyclefromallcustomerfaci ngorganizationswilli ncludethePitney
Boweswebsiteandrelevantli nksbasedonthetypeof communicationandformat
ofcommunication(electonic, paper,product,etc) . 19-May
2 1 6 2.1.6
PitneyBowespolicyist hatallcust omerfacingorganizationswillcreateand
ensureawebexperiencethat iscustomerfri endlyanddoesnotexposeinternal
complexities. Thewebsitewillbeevaluatedregularly. Contentwillberef reshed
andusabilityenhancementswil lbeimplemented.
-Simple- makethemessageanddi alogueunderstandableforthecustomer(eliminate
marketing/product/service/salesjargon;don'trequireaPhDtogetit)
-Helpful-fullyaddressth ecustomer'sneed/o bjective(rightinformation;nooverload;
solvetheproblem;relevant)
-Alternatives-giveoptions;personalized;beabletoserveinyourcusto mer'schannelof
choice-Reliable-consistentoutcomesallthetime,ineverychannel
-Easy-easytouseanddo( nounnecessarycomplexi ty;intuitivedesign;features) 22-May
2 1 7 2.1.7
PitneyBoweswillprotect theprivacyandconfident iality ofpersonalinformation
aboutitsEmployees,Customers,BusinessPart ners(includingcontacts within
CustomersandBusinessPartners)andotheri dentifiableindivi duals.Uniform
guidelinesforcoll ecting,using,disclosing,s toring,accessing,t ransferringor
otherwiseprocessingsuchinformationassists PitneyBowestoprocessPersonal
Informationfairl yandappropriately, disclosingitand/ortransferringitonlyunder
appropriatecircumstances. 19-May
2 1 8 2.1.8
PitneyBowesmaycollectpersonal informationfromvisit orstoPitneyBowes
InternetWebpages.Theinformati oncollectedmayincludenameandaddresses
(postalore-mail),telephonenumbers,orotherinformationnecessaryt ofulfi ll
orders,providerequestedservi ces,orfor otherPitneyBowesbusinesspurposes.
Establishinguniformproceduresfort hecollectionanduseof personal
informationinaf airandlawful waywillenhanceconsumertrustandconfi dencein
dealingwithPitneyBoweson-line.19-May
2 1 9 2.1.9
PitneyBoweswilldevelopandi mplementspecificproceduresrel atedtothe
treatmentofpers onalinformationandprivacy. Trainingmaterialswillbe
developedanddeliveredtoal lemployeeswithaccesst oorresponsibilityfor
customerinformation.Employeesmustcompletecert ificati onfortreatmentof
personalinf ormationandprivacyat leastannually. 19-May
2 1 13 2.1.13
y , y w w
standardizedproductidentif ierfora productorserivcewhichwill beconsistent
acrossmasterdataanduti lizedbyall organizations,includingthe customer.
22-May
2 3 0 2.3.0
Pricingwillbe managedandcontrolledbymarketingwit h
thegoalofminimizingmanual
exceptions. 26-May
GovernanceRisk Assessment
Architecture
CustomerMaturityModel
0
1
2
3
4
5
Resp
ond to
ema
ilma
rketin
g
Visit
the w
ebsit
e
Rece
ivereco
mmen
datio
nfro
man
othe
rcus
tome
r
Callf
orpre-
sales
infor
mati
on
Cond
uctn
eeds
asse
ssm
entv
iaonlin
e
Resp
ondto
web
mess
agin
g(no
n-PB
)
Make
online
pur
chas
e
Buyv
iaph
one
Buy f
rom
afie
ldsales
perso
n
Choo
sebu
ndle
viaonlin
epr
oducts
electo
r
Mak
epa
ymen
tsel
ectio
ns
Acce
ptterm
sand
cond
itions
Prov
ideacc
ount
info
rmati
onandp
refer
ence
s
Rece
iveno
tice
oford
er/ship
ment
stat
us
Cond
ucts
elf-in
stalla
ndsta
rtup
Rece
ivein-fi
eldinst
allation
and
train
ing
Assu
reuser
scom
fortab
lewith
pro
duct
Retur
nand
repl
ace
prod
uct
Mak
eonlin
epa
ymen
ts
Conta
ctPB
forb
illing
and
pay
ment
supp
ort
Rece
ivebilli
ngad
justm
ento
rref
und
Man
agep
osta
gea
ccou
nt
Buy
supp
lies _
__%
Seek
diag
nosis
forp
rodu
ctpr
oblem
s
Rece
iverepla
cem
ento
rons
itesupp
ort
Seek
tech
nical
supp
ortforp
roduc
tusa
ge
Rece
ivenotic
eof
asafe
tyor
pro
duct
recall
issue
Adop
trat
eand
regu
lator
ycha
nges
Asse
ssPB
alter
nativ
esto
impr
ovebu
sines
s
Mak
ea
modif
icatio
nto
anexist
ingagr
eeme
nt
Rene
wan
agre
emen
t
Canc
ela
busin
essa
rrang
emen
t
Resp
ondto
aPB
cust
omer
sur
vey
Parti
cipat
ein
user
train
ing
Acce
ptth
erole
ofpu
blic
advo
cate
forP
B
MaturityLevel
Target
Current
Fiel
(Siebe
FieldAntenn
a
Channels
& Portals
Logical
Layer
CIVR, CTI &
Segmentation
Fiel
(Siebe
FieldAntenn
a
Channels
& Portals
Logical
Layer
CIVR, CTI &
Segmentation
Program Evolution
-
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16November 6, 2009 PBI Confidential
Transforming the Enterprise
Big TEnterpriseTransforma
tion
Scope: Cross-functional program for paradigm-shift to meet corporate strategic objectives or commitments to Wall Street Leadership: C-Suite Value Realization: Comprehensive business case. Baselines and robust mechanisms to monitor value creation, often
with risk-sharing / gain-sharing arrangements Critical Delivery Competencies: Strategy, Program Management, Change Management, Strategic Outsourcing, Process
Reengineering, Technology Implementation, Technology Hosting and Support
Transforming the Enterprise
Scope: Optimization of a selected business function(s) with marginal change for interdependent functions Leadership: Selected Functional Leaders and Customer Operations Transformation Executives Value Realization: Robust business case validated against benchmarks Critical Delivery Competencies: Strategy, Program Management, Change Management, Process Reengineering,
Technology Implementation
Transforming Selected Business Processes
Scope: Standardization of processes (typically on embedded best practices within COTS packages) and consolidationof systems for a selected business function(s)
Leadership: Senior Business Managers and IT VPs, with oversight by Group VP Customer Operations and CIO Value Realization: Budget, Schedule, and Functional Specifications Critical Delivery Competencies: Project Management, Change Management, Process Reengineering, Technology
Implementation
Standardizing Business Processes
Scope: Incremental, if any, process change with upgrade or implementation of technology platform Leadership: IT Value Realization: Budget and Schedule Critical Delivery Competencies:Project Management and Technology Implementation
Changing the Technology Platform
ProcessTransforma
tion
ProcessOptimizatio
n andStandardiza
tion
TechnologyUpgrade /
Implementation
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Product Hardware, software Service, supplies Financial Services
Servicing Model Simple, standard and cost efficient Customer choice and convenience Re-vamped customer oriented practices
Customer Experience Predictable and transparent offerings One commercial relationship Convenient, multi channel engagement
Infrastructure Simple, highly automated transactions Standard contracts Common and shared technology
Simplifying The Transactional Model ThroughTransformation
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HighHighEstablished a Risk FrameworkIdentified and assessed 108 Business and IT risks
Established mitigations actions for allMonitoring 34 H/H & H/M risks
Already ambitious
scope continues to
expand (11 - M/H)
Quality sacrificed
for timeline and
budget (12 -M/H)
Cross -functional
governance
approach for
project not
sustained (13 -
M/H)
No capacity for
unexpected events
(14 - M/M)
Too many defects
discovered late in
the project phases
(15 - M/H)
Project &
Scope
Already ambitious
scope continues to
expand (11 - M/H)
Quality sacrificed
for timeline and
budget (12 -M/H)
Cross -functional
governance
approach for
project not
sustained (13 -
M/H)
No capacity for
unexpected events
(14 - M/M)
Too many defects
discovered late in
the project phases
(15 - M/H)
Project &
Scope
Risk Assessment
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Potential Risk
Risk Potential Impacts Mitigation
Culture Bias for speed Resistance to change-fear of failure
Functional focus
Field Service Equipment Repair
Competence Process expertise Program management
Change management
Technical expertise
Customer Care Leasing
Customer Care Billing
Customer Care - P-Power
Supplies Orders via phone*
Product Support Hardware
Product Support Legacy
Product Support - Software
Capacity Competing initiatives
Staff reductions
CRU Service by Replacment
WillFin
alizeInputsO
n
Plan
eHome
Risk Profile
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Phase I ($TBD)
Phase III ($TBD)
Phase II ($TBD)
2010 Q1 Q2 Q3 2011 2012Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4
OTC:- Standard order- 2 Bills, 2 A/Rs- 1 collection
(platform)Service:
- Case Mgmt
Phase IV ($TBD)
Sales & Mktg: Single PQCWeb:
-E-commerce-B2B
Credit:- Real-time risk-based credit
pricing/collections
- US MSM exposure
Service:- Field & phone support re-platform
- Case managementExpand to Canada: Sales, OTC, Care, Credit, SCM, Service, WebCredit: NA exposureData: Installed Base, NA material, offer, pricing, NA customerIT: Shutdown CICS, Siebel, and Canadian systems
Web: Expand to EAMEData: Global customer,
materialIT: TBD
OTC: TBDCredit: Global ExposureCare: Global (Phone)Service:- Global Web Support- Global Knowledge Base
Care:- Partner/facilityconsolidation- NA telephony
network
Service:- WorkforceOptimization
OTC: Expand to US Managed, DMT, MVS,Secap
Care/OTC: Shutdown legacy processesWeb: Technical SupportData: MSM customer, product, offer, pricingIT: Shutdown Unisys, IMS, CIS, SCM
legacy, Pathfinder
All: Knowledge Base ManagementService: Remote diagnostic
Care:- Universal Care Agent- Case mgmt
IVR: Care self-serve
Web: Care self-serveData: Customer & product
Other
Projects
OTC-Move lockbox
AllMailstream1
Other Projects, schedule TBD:Web: B2B E-commerce (supplies, ink & toner)Supply Chain: Demand planningOTC: EAME Leasing
FASB13
Supply Chain-Post sale globalization-Increase drop shipcapability
-Facility consolidation
Supply Chain:-ATP for quote and order-Multi-Location Fulfillment-End to End Order tracking-Closed Loop RMA (Intelligent
Returns)-Integrated Inventory, Order,
Forecast & Planning-No touch order processing
2013 Q1
.Fast Tracks(see right)
Fast TracksSales: Sell more on pb.comSales: Grow Inside SalesCare: Drive customers to myBillOTC: Property TaxOTC: Drive ACHCredit: Collect TINsService: Shift more tech support to the phoneService: Shift more tech support to the webSupply Chain: Enact Portfolio Management Team
(end-of-life)
08-09
Phase 0
$6.1MM
2008As-is (OTC)IT UpgradesFlow vision
2009PracticesPoliciesReqs.RoadmapIT CostingWeb screens Included
in theCIP
Roadmap (v6.6)
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Phase I
Phase II & III
Current transformation roadmap covers vast majority of business practice changes
Exceptions due to missing self-service capabilities in product roadmap and no asset managementowner/strategy
Two Bills
Flow Operating Model - Vision
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Sales Care Service GFS FSS Collections
VOC
VOP
Globalization
Customer Experience
Global Process Management
Darwin
ORGANIZATIONAL ENABLERS
VOE
VOPVOC
Service Delivery Teams
TRANSFORMATION MODEL
ListeningPosts
MSM
Cross-BUCross-BU
Globalization
VOC
Requirements
PHASED IMPLEMENTATIONS
VOE
Framework
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Overall T-Sat Index
Purchase Experience
INDEX
Customer Care
Experience
INDEX
Technical Support INDEX
Field Field Sales Equipment and Solutions
Field Install Equipment
Field Install SolutionsField Service Equipment Repair
Phone Inside Sales
New Small Customer phone buyingexperience
Retention
Customer Care Leasing
Customer Care Billing
Customer Care - P-Power
Supplies Orders via phone*
Product Support Hardware
Product Support Legacy
Product Support - Software
Self Service New Small Customers Self Install
Customer upgrade self install
CRU Service by Replacment
Web New Small Customer online buyingexperience
Online billing processes
Supplies Orders via web*
Web Self Service Technical SupportSTRA
TE
GIC
GOAL:CH
ANNEL
SHIFT
Customer Transactional Satisfaction Structure - 2010
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Talent Change
Management
Project Operations Compliance Technical Data Financial
Project &/orBusiness will not
have sufficientqualified resources
#1 H/H
Building & managingsuccessful, matrixedteams will be difficult
( PB, Bus.Consulting, DataConsulting, Wiproetc.)
#2 M/H
Loss of keyresources both during& afterimplementation
# 3 M/M
Inside out design doesnot deliver improved CE
# 4 M/M
Failure to implementnew practices andpolicies #6M/H
Poor execution ofcustomer and/or org.change mgmt.
# 5 M/H
Scope l becomesunmanageable
#7 H/H
Quality, timeline &budget targets are notachieved or are traded-off for one another
#8 H/H
Organizational fatigueis driven by a multi-
year roadmap#9 H/H
Inability of businessto operate in atransitionalenvironment #10M/H
USPS reportingand /or /financial
transactions aredisrupted # 11L/H
PB Bank regulations/compliance affected
# 12 L/H
FASB 13 re-write isnot supported #13 H/H
SOX compliance isnot achieved # 14M/H
GSA and other buyingcontract terms areviolated #15 L/M
SAP will not deliverpromised functionality
within requiredtimeframe #16 M/H
Proposed technologyarchitecture will notsupport new PBbusiness environment
#17 M/H
Wipro businessanalysis &programming skills arenot adequate #18 M/H
Cleansing,conversion, migration
and interim state willbe complex#21 H/H
Focus on data qualitywanes after go liveresulting in morefragmentedenvironment #22 M/H
Benefit not achieveddue to reliance on
technology alone #19M/H
Design/executionnegatively impactsfinancial results
#20 M/H
High level risks have been assessed based on likelihood of
occurrence and severity of impact
Risk Assessment
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BusinessRisk
ApproachRisk management methodology utilized by IT and the business forBusiness Transformation
1. Identify
Compile list of risprior experience, llearned, best practinput from stakeho
3. Assign
. Assign all risbracket
. High se
. Mediu
. Low se
4.Mitigate
dentifying mitigationigh and Mediums
t mitigation Heat Map
5.Monitor
tor remaining High orm Severity risks
de risk management as partject planning activities andff criteria
Assess all riskslikelihood of occseverity of impa
High Severity : H
Medium Severity
Low Severity: R
2.Assess
ChangeMgmt.
TalentProject
Operational
Compliance
Data
Technical
Risk Assessment