ICT
Information and communication technology is far from ceasing the state of rapid change
New opportunities arising from ongoing technological developments need to be transformed into products and solutions for the satisfaction of continuously more sophisticated customer requirements – not least in the area of business services. Simultaneously, ICT providers are competing in mature markets incrementally squeezing prices and margins.
Profound knowledge of target markets, a reliably operating product pipeline alongside highly efficient day-to-day business operations are compulsory preconditions in order to successfully continue business operations in the future. An optimised coordination of new product- and service development on the one hand and corresponding processes for marketing and production/provision on the other hand are vital for future success.
HPO has a proven command of expertise in the ICT sector:
- Application developers
- Telecom providers
- ICT service providers
- System providers
We offer support to leading business organisations from the information- and telecommunication technology sector in the areas of strategy check and -definition, optimisation of business processes for performance improvement and increase of innovative ability. Our commitment leads to a substantial reduction of organisational complexity and shared streamlining efforts allow for optimised management processes.
Business process model for banking IT
Effective support of growth strategy by HPO business process model
Industry: Internal IT of Private Banking
Annual sales: >500 mCHF p.a.
Challanges:
- High complexity of as-is organisation
- No clear interfaces e.g. between business and IT
- Considerable share of overhead
- Dealing with different cultures
Approach:
- As-is analysis and translation of group strategy to the field of IT
- Design of an ideal business process model
- Deduction of an optimal business organisation
- Creating preconditions for implementation of the new organisation and microprocess design
Results:
- Newly created units for product development and integration promote provision of globally-re-useably products and components
- Clear differentiation of local service delivery and global product development allows for products – when reasonable – international or adapted to local requirements
- End to end responsibility for customers by integration of service management from other units assured
Karl Landert CIO Private Banking and CIO Europe, Credit Suisse Group
Realization of a organization model for the future with HPO
«HPO has supported us in developing and realizing an organization model that allows us as an IT organization to support the growth strategy of the Private Banking sector even more effective. With a ideal mix of pragmatic approach and stringent methodology, HPO developed a realizable and conceptually cogent model which guarantees a good balance between the local and global requirements of our organization.
Of particular value was the HPO consultants' detailed knowledge of the external IT market as well as their experiences with the collaboration of our business sectors.»
Portfolio of innovation activities
Assuring a portfolio of business activities appropriate for the Swiss market within a globally operating corporation
Industry: IT-Outsourcing
Annual sales: ~mCHF 400 p.a.
Challenges:
- Assuring a portfolio of business activities adopted to Swiss market conditions within a multinational enterprise
Approach:
- Analysis of current innovation efforts
- Development of a process-based organisation for well-structured innovations easy to plan for
- Development of preconditions with regards to processes and the organisation
- Definition of the implementation plan
Results:
- Clear separation of value-defining and value-creating tasks
- Definition of a company-wide, systematic innovation processes
Hans Nagel Chief Development Officer, T-Systems Schweiz
T-Systems Switzerland: Market success through innovative strength
«With implementation of the Innovation Engine, T-Systems Switzerland has changed fundamentally, off a focus on the individual customer requirements and to an alignment responding to segments. Such a change was facilitated by the methodology-based processing, the integral approach, dedicated commitment and change management competence of HPO.»
Gregor Stücheli CEO, T-Systems Schweiz
With HPO foundation for profitable growth through innovative strength laid
«In a market for ICT services characterised by aggressive price competition, it is the declared strategic objective of T-Systems Switzerland to further profitably grow through innovative ability strengthened in a sustainable way.
The HPO concept of clearly separating value-defining and value-creating business activities alongside a clear allocation of tasks, responsibilities and competences with regards to the “Innovation Engine” is allowing for a way of running our business fundamentally changed.
In the role of coach and provider of methodology, HPO knew to disclose substantial potential for optimisation to us.
Including key employees on all levels, HPO succeeded in initialising a process of rethinking. At the same time, foundation for the acceptance of results commonly worked on and internalisation of corresponding concepts has been laid.
Implementation of the “Innovation Engine” is almost finished now; initial success on the market has been achieved already.»
Reorganisation IT
Successful reorganisation in a timely and thematically challenging environment
Industry: Telecommunication
Annual turnover: About CHF 9,5 bn. (group)
Challenges:
- Totally new orientation of the organisation
- Merger of different divisions and cultures
- Challenging timing
Approach:
- Detailed analysis of process & organisational models
- Elaboration & acceptance of target process map and organisational structure
- Management of the reorganisation process
Duration:
- 3 months
Results:
- Target process map defined along with interfaces and responsibilities between the organisational sectors
- Reorganisation process implemented in a complex environment according to time targets
Clarification of interfaces
Establishment of clear roles and interfaces within the organisation
Industry: Telecommunication
Annual turnover: About 9,5 bn. CHF
Challenges:
- Totally new orientation of the organisation
- Assignment of responsibilities of the previous areas to the new organisational areas
- Clarification of the cut off issues between the new organisational areas
Approach:
- Development of a reference model with the help of core processes of the areas
- Identification and classification of interfaces topics
- Development of the basis of decision-making, coordination and tracking of the decisions
- Coordination of the clarification concerning the system impacts
Duration:
- 2 months
Results:
- Clear interfaces and responsibilities between the organisational units
- Creation of the conditions for the design of the organisation of the various areas
Reorganisation support
Transformation from product-oriented towards customer-oriented organisation
Industry: Telecommunication
Annual sales: ca. 9,5 bn. CHF
Challenges:
- Fundamentally new organisational arrangement
- Allocation of responsibilities of previous divisions to the new organisational units
- Clarification of open system engineering-specific topics between new organisational units
Approach:
- Development of a reference model on the basis of core processes of the specific divisions
- Identification and classification of interface issues
- Formulation of a basis for decision making, coordination and tracking of decisions
- Coordination of clarification of open issues in relation of system impacts
Duration:
- 2 months
Results:
- Clear interfaces and responsibilities between organisational units
- Creation of the frame for the organisational design of the divisions concerned
Christian Petit Head Private Customers, Member of the Executive Board Swisscom AG
With HPO from product- to customer-oriented Swisscom
«We have been looking for somebody we had confidence in his ability to reliably support implementation of our new strategy within the given tight timeframe. The new Swisscom strategy can be described by a single word: proximity.
HPO understood our intent as immediately as challenges of this reorganisation which has been essential as profound. We had a great benefit from methodological support by HPO in all phases of strategy implementation - from definition of cornerstones of the new organisation beyond the business process model of Swisscom (Schweiz) AG to implementation of new principles and structures in the individual business units of the Private Customer department.
The integral approach to providing consulting services to business organisations has been crucial to implementation success. Since all solutions have been developed within the team, they not only find high acceptance and backing within the new organisation. By coaching activities, HPO has made an important contribution to the integration of different cultures within Swisscom as well.
In this way we have managed changes essential for the transformation from product- to customer-oriented organisation. With help of the new organisation, we have provided the basis for our superior objective: to enrich and simplify the life of people within as well as external to Swisscom by boosting proximity.»
Business design communications
Realignment of processes concerning internal and external communications
Industry: Department of communication in the telecommunication industry
Annual turnover: Approx. 9,5 bn. CHF (group)
Challenges:
- Halving of the profit within 24 months
- Strategic aim of the development of cost-effective sales- and distribution channels not reached
- Cost-intensive logistics processes comprising several levels
Approach:
- Revision of the strategy and focus on profitable core business
- Process-based redesign of the North-American and European organisations
- Optimisation of the global in- & outbound supply chain
Duration:
- 3 months
Results:
- Performance improvement by 18 mio CHF (9 mCHF within 12 months from project start)
- Staff reduction of ~100 FTE
- Replacement of the former functional organisation
- Setting up the preconditions for successful sale (dress-up-the-bride)
Stefan Nünlist Head Private Customers, Member of the Executive Board Swisscom AG
With HPO from product- to customer-oriented Swisscom
«We have been looking for somebody we had confidence in his ability to reliably support implementation of our new strategy within the given tight timeframe. The new Swisscom strategy can be described by a single word: proximity.
HPO understood our intent as immediately as challenges of this reorganisation which has been essential as profound. We had a great benefit from methodological support by HPO in all phases of strategy implementation - from definition of cornerstones of the new organisation beyond the business process model of Swisscom (Schweiz) AG to implementation of new principles and structures in the individual business units of the Private Customer department.
The integral approach to providing consulting services to business organisations has been crucial to implementation success. Since all solutions have been developed within the team, they not only find high acceptance and backing within the new organisation. By coaching activities, HPO has made an important contribution to the integration of different cultures within Swisscom as well.
In this way we have managed changes essential for the transformation from product- to customer-oriented organisation. With help of the new organisation, we have provided the basis for our superior objective: to enrich and simplify the life of people within as well as external to Swisscom by boosting proximity.»
Innovation roadmap
Development of fundamental pillars for an innovation strategy
Industry: Telecommunication
Annual turnover: About.9,5 mia.CHF
Challenges:
- Existing innovation ideas were neither consolidated nor prioritised
- A consistent innovation strategy was not available and consequently the concentration on an innovation portfolio was only possible to a certain extent
Approach:
- Analysis and evaluation of the existing innovative ideas (within the management team)
- Consideration of the environment conditions (customer needs, technological trends etc.)
- Derivation of an innovation-roadmap from the newly defined innovation strategy
Duration:
- 4 months
Results:
- Newly elaborated process for the development of an innovation-roadmap
- Common development of the basic pillars of the innovation strategy
Eduard Bähler Head of Customer Experience Design, Swisscom Privatkunden
Reorganisation sales unit
New business process model inclusive organisational integration
Industry: Telecommunication
Annual turnover: About 9,5 bn.CHF
Challenges:
- Development of a contemporary and powerful best-in-class multi-channel sales organisation conform to the strategy, with minimal complexity and clear addressing of the customer experience
- Organisational as well as cultural differences of the acquired competitor
Approach:
- Analysis of the existing responsibility structures
- Development of a new logic of the cooperation and the underlying organisational units
- Intensive attendance during the implementation as far as the process descriptions and definitions of interfaces
Duration:
- 3 months
Results:
- New business process model with roles, responsibilities and key performance indicators incl. the derived organisation
- Frictionless integration of the acquired telecommunication retail company
- Enabling of a consistent Swisscom customer experience by an organisational anchoring
Jean-Louis Mathez Head Swisscom Own Channels, Swisscom AG
With HPO to an optimal distribution organisation with own sales channels
«We were facing the challenge to map the multi-channel sales strategy for Swisscom with own sales channels in a traditional shop organisation in terms of processes and organisation. Simultaneously, a merger with a former competitor in the Swiss Telecom retail market had to be considered. Those changes triggered the search for a partner able to support our business not only in strategic realignment but also in implementation.
HPO understood to pinpoint substantial levers and potentials of this reorganisation as well as concrete value of these. Providing methodology and as project manager, HPO supported us in the design of the process landscape beyond the business process model to definition of new tasks in a powerful way.
Besides support in terms of methodology, HPO‘s integral approach to consulting has been of great importance. Due to common development in teams, solutions have been easily accepted within the entire organisation. This has simplified the smooth integration of the former competitors with different company cultures as well as quick implementation of the new organisation Swisscom Own Channels.»