Cases

A major player in the field of healthcare services wanted to shift from being a premium product supplier towards an excelling IT-health service provider (HIS). Some services were put into practice but did not deliver the right quality, others were not profitable. The integration of a more profitable service model while still being a product supplier, and the mind-shift towards this new approach, was not going smoothly. Customers received degraded service, and processes to support and repair were not performant.

Map

The project started off by training the global service staff into the new methodology for serving customers with IT services (ISO 20000). The trained teams created blue prints for the future service organization that needed both to excel in service delivery quality, and comply with strict international regulations such as the American FDA. With a select team of after-care service managers and with the lead for the new service creation, Kite started a worldwide assessment to identify gaps and opportunities in order to fine-tune and build the services. The resulting Landscape became the basis for the improvement plan.

Plan

Once the landscape was set, we spent a lot of time building the correct transformation plan. The holistic Roadmap towards the new situation contained elements of service definition and service quality. With strict deadlines (compliancy to healthcare regulations is not negotiable), the plan set forward improvements on IT systems, methodology & process, Human competences and organizational design. The global service managers assisted in designing the plan, reflecting on the learned methodology and by doing so assuring their buy-in. In combined sessions the plan was fine-tuned and aligned with the major IT-ERP implementation that went on alongside the transition.

Build

During this phase each responsible service manager implemented the new approach in his domain or country. The countries launched one by one, each of them learning from the experience from their colleagues. To assure the correct implementation, international follow-up sessions with the German based global customer care team were organized where each of the service teams gave feedback on progress and challenges. Plans were adopted accordingly. The customers core project team from Antwerp visited the involved service teams to help and support them and to show the commitment of the management and assuring a correct handover to the standing organization.

Land

The outcome of the build phase was globally implemented by the client, who again became a world player with its renewed service offering.