eds.com
Achievingexcellenceininformationtechnologyservices
InsightsfromtheEDSServiceExcellenceprogram
SinceinstitutingtheServiceExcellenceprogram,EDShasradicallystrengthenedits
servicequalityandclientrelationships.Theprogramnowservesasasolidfoundation
forotherITservicesorganizationstobuildon—sothey,too,canachieveservice
excellencebenefitsforclients,employeesandshareholders.
whitepaper:serviceexcellence
Author:
CharlesH.Kiser
GlobalDirector,EDSServiceExcellence
TableofContents
Introduction1
Newvisionandgoals1
ServiceExcellenceFramework1
Enterpriseprogramdesign3
ServiceExcellenceDashboard3
Client-facingteamratings4
Performancemetrics4
VoiceoftheClient4
Client’sviewofperformance4
Enterpriseoperatingmechanisms5
CriticalResponseProcess5
Compensationlinkages5
Executivevisibility
andengagement5
Clientandemployee
communications5
Collaborativerelationships5
Knowledgemanagement5
ROIfromServiceExcellence6
Enterprise6
Clientrelationshipmanagement6
Operationsandtechnology6
Conclusion7
2
<1>
ServiceExcellence
?Enterprisesmusteliminate
boundaries–Championmobilityand
removeborders,becauseit’sanany-
time,anyplace,anywhereworld.For
example,leadersaroundtheglobe
musthavesharedaccesstocritical
performancedataforoperations
beyondtheirscopeofresponsibility.
?Enterprisesmustestablishtrust–
Maintaincustomerintimacy,builddigi-
talwisdom,andprovidesecurityand
privacy.Here,theexampleofglobally
sharedinformationtakesontheadded
dimensionoftrustthattheinforma-
tionwillbeusedtofosterconstructive
andcollaborativeactionswhile
respectingtheconfidencesrequired.
?Enterprisesmustcontinuouslyseek
improvement–Embracespeed,inno-
vatequicklyanddigitizeeverything.
Today’sperformancewillnolongerbe
adequatefortomorrow’smarket
needs.Wemustfindbettersolutions
quickerbywhateverprocesseswecan.
?Finally,enterprisesmustcollaborate
innewways–Putthesepracticesin
placeacrossyourvaluechain.Allthe
previouschallengesseemreasonable
withinanorganization,buthowabout
linkingyourbusinesswithcustomers,
suppliers,partnersandevencompeti-
tors?That’swhatcollaborationinthe
digitaleconomyreallymeans.
Newvisionandgoals
EDShascountedclientfocusandservice
qualityamongitshighestprioritiesformore
than40years.Butin1999EDSprepared
foranewmillenniumintheglobalITservices
industrybyadoptingavisiontobecome
“therecognizedgloballeaderinhelping
clientsachievevalueinthedigitaleconomy.”
EDS’CEOencapsulatedthisvisioninhis
messagestoemployeesaroundtheworldby
callingfor“…action,urgency,excellence.”
Amongthestrategicinitiativesthatfol-
lowedfromthisvisionwasonespecifically
targetingperformanceimprovementsthat
“achieveserviceexcellenceandclient
loyalty.”TheEDSleadershipteamassigned
tothetaskbeganbyexaminingtheinitia-
tive’sgoalswithinthecontextofthenew
digitaleconomy.
Atthattime,noonecouldanticipatethe
dramaticmarketshiftsthatoccurredin
thesubsequentmonths—includingthe
dot.comboom,dot.combustandpost-
September11,2001.YetEDSknewitwas
crucialtofindawaytomanagelong-term
businessrelationshipsinafast-changing
marketenvironment.Thecompanydefined
thischallengeintermsoffourimperatives
forthedigitaleconomy:
ServiceExcellence
Framework
EDS’ServiceExcellenceprogramsought
toaddresseachofthesedigitaleconomy
imperativesbyblendingthebestofpast
practiceswithanewemphasisonopen,
candid,collaborativerelationships.From
oneperspective,itwasnothingnew:EDS
hadbeenintegratingbestpracticesand
technologiesintoclientsolutionsfor
years.Fromanotherperspective,itwas
revolutionary:Bytakingintoaccountthe
uniquedynamicsoftheITservicesrela-
tionship,EDSopenedupnewfrontiersof
learninginenterprisetransformationand
performancemanagementpractices.
TheworkofateamofA.T.Kearneycon-
sultants
2
provedinvaluable.Theystudied
qualitymethodologiesacrossmultiple
industriesandsummarizedkeyelements
intoacommonframework.EDSthen
adaptedthisframeworktothechallenge
ofITservicesrelationships—andcalledit
theServiceExcellenceFramework.
Introduction
Thepursuitofexcellencehasbeenafocalpointofserviceindustryorganizationsforseveraldecades.Infact,manyorganizations
haveusedavarietyofmethodologiestoaddresskeyfunctionsoftheservicebusiness,suchasconsumerloyalty,customer
relationshipmanagementandprocessreengineering.Unfortunately,it’sbeendifficulttoadapttheseapproachestothediverse
andcomplexneedsofinformationtechnologyservicesorganizations—bothin-houseshopsandindependentproviders.
However,recenteffortsbyaleadingglobalITservicesprovider,EDS,suggestthatacombinationofoldandnewtoolsholds
promiseinmeetingthischallenge.JustayearafterlaunchingitsServiceExcellenceprogram,EDSsawsatisfactionratingsfrom
clientsincreaseto93percentfrom73percent
1
.Suchrapidimprovementinclientsatisfactionwasbeyondanydocumented
inthehistoryofIToutsourcing—anindustrythatEDSfounded.
Inthefollowingpages,we’llexaminetheenterprisestrategy,programdesign,systemfeaturesandoperatingmechanismsthat
EDSused.Moreimportantly,we’lldiscoverwhyEDS’programisapowerfulmodelforotherITservicesorganizationstoemulate.
Thisframework,showninfigure1,ensures
thatEDSaddressesclientexpectations
duringallfourstagesoftheclientservice
relationshiplifecycle:Initiate,Deliver,
RecoverandAssess.
Initiate–Anumberoffactorsoutside
thescopeofaparticularengagement
influenceclientexpectations.Butthis
phaseoffersthebestopportunityto
clarifyandconfirmmutualcommitments.
Here,ITserviceprovidersmatchcapa-
bilities,pricing,performancelevels,
deliverablesandtimeschedulestothe
needsoftheirclients.Duringthis
“salescycle,”providersoftenfindit
difficulttomanageclientexpectations
whilecompetingfor(andwinning)an
opportunitytheycanprofitablydeliver.
Deliver–Thisphaseencompassesall
oftheprocessesrequiredtosupport
day-to-dayoperations.Formanyyears,
thisphaseincludedonlytraditional
servicequalityprogramsandperform-
ancemeasurementsystems.Only
recentlyhave“soft”aspectsof
relationshipmanagementandclient
satisfactionbeenintegratedinto
servicequalityprograms.
Recover–TheRecoverphaseenables
ITservicesorganizationstodealwith
unplanneddisruptionsthatareunfor-
tunatelyapartofnearlyeverynew
endeavorinvolvingpeopleandtech-
nology.Intuitively,weallknowthat
clientexpectationsrisesignificantly
whensucheventsoccur.That’soften
duetotheperceivedorrealthreatto
theviabilityoftheclient’sbusiness.
Frequently,though,theformal
processesandtoolstomanagethese
emergenciesaren’twelldocumented
orconsistentlyexecuted.
Assess–Finally,theAssessphase
providesperformancemeasurement
andclientfeedbacksystemsnecessary
tosupportcontinuousimprovement.
Thesesystemsallowserviceproviders
andclientstogainnewinsightsthat
helpthemincreaseprocesseffective-
ness,productivityandcompetitive
advantage.Unfortunately,suchvaluable
insightsareoftenlostintherushto“put
outthenextfire.”Inthoseinstances,
organizationsarechoosingtoforego
oneofthemostvaluableelementsof
theprogram—knowledgemanagement.
Bytakingintoaccountthe
uniquedynamicsoftheIT
servicesrelationship,EDS
openedupnewfrontiersof
learninginenterprisetrans-
formationandperformance
managementpractices.
<2>
ServiceExcellence
InitiateDeliverRecoverAssess
?Understand
needs
?Definesolution
?Select
components
?Confirm
commitments
?Integrate
components
?Implement
solution
?Initiateservices
?Manage
relationships
?Critical
response
process
?Normal
corrective
actions
?Clientfeedback
?Employee
feedback
?Performance
metrics
?Knowledge
management
Source:A.T.Kearney,EDS
TheServiceExcellenceFrameworkisaprocessfor
addressinginitialandchangingclientexpectations
orkisapr
Figure1:ServiceExcellenceFramework
<3>
Topic:AdaptiveOutsourcing
WhenimplementingEDS’ServiceExcellence
program,wefocusedinitiallyonAssess
phaseprocesses(especiallytheclient
feedbackmechanisms).Increasedvisibility
tounfilteredclientcomments,client-facing
teamassessmentsandquantifiedperform-
ancemetricshelpedEDSmanagement
readilyidentifythebusinessvalueofthe
project.WhilesomeITservicesproviders
maybeuncomfortablewiththisdegreeof
transparency,we’vefoundittobeapow-
erfullyeffectivemethodofgenerating
urgentresponsestoclientneedsacrossa
globalenterprise.
Enterpriseprogramdesign
AsaresultofEDS’collaborationwith
colleagues,clients,suppliersandothers
3
,
theprogram’sdesignevolvedaroundfour
primarycomponents:
ServiceExcellenceDashboard–This
Web-enabled,real-timeinformation
systemcorrelatesclientrelationship
informationfromthreecriticalper-
spectives:clients’directfeedback,
client-facingteamassessments
andquantifiedperformance
measurementsystems.
Client’sviewofperformance–
Ultimately,theonlyscorethatcounts
istheclient’sratingofperformance.
Thisistheprogram’sphilosophical
foundation.Asaresult,nopartofthe
clientexperienceescapesscrutinyand
end-to-endresponsibilitiesforall
aspectsofrelationshipmanagement
aredefined.
Enterpriseoperatingmechanisms–
Theprogrambringsserviceexcellencea
levelofvisibilityandexecutivesupport
traditionallyaffordedonlytosalesand
financialperformancemeasures.EDS
discussesserviceexcellenceperformance
topicsinmonthlyleadershipmeetings
andinternalcommunications.What’s
more,serviceexcellenceobjectivesare
partofallleadershipandappropriate
employeecompensationplans.Inthis
way,serviceexcellencehasbecomea
partofthevocabularyandcultureof
theentireglobalenterprise.
CollaborativeRelationships–Anew
collaborativerelationshipmodelhas
beguntotakeholdinclient/supplier
relationships:Eachplayerhasa“virtual
chair”atthetablewhenimportant
decisionsaremade.Anexpanding
setofEDSdashboardcapabilities
giveseachclientaWeb-accessible
viewofperformancefromtheir
uniqueperspective.
Let’sexamineeachoftheseprogramcom-
ponentsindetail.Aswedo,we’lldiscover
akeytotheprogram’ssuccess:itscom-
prehensiveapproach.Throughsuchan
approach,it’spossibletotransformaglobal
enterpriseandencouragetheleadership
behaviorsnecessarytomakechangesthat
arevisibleandvaluabletoclients.
ServiceExcellenceDashboard
Executivedashboardsarefairlypopularin
globalbusinessestoday.Manydashboards
aredesignedtoeliminatefloodsofe-mail,
statusreportsandpresentationsthatstack
upinexecutivein-boxes.Butrelativelyfew
dashboardsserveasthetangible,sustaining
evidenceofanenterprise’sculturaltrans-
formationtoaclient-focusedorganization—
ashappenedatEDS.
EDS’ServiceExcellenceDashboardisa
proprietary,Web-basedtoolusedtomonitor
thehealthofclientrelationshipsaroundthe
world.Itprovidesreal-timeperformance
dataonmorethan1,000clientsthattogether
representmorethan90percentofEDS’
annualrevenues.Morethan18,000EDS
employeesmonitoritforcriticalissues24
hoursaday,sevendaysaweek.EDSsenior
leadership—includingthetopexecutives—
alsoreviewtheDashboardonadailybasis.
EDS’ServiceExcellenceDashboardaligns
keyclientrelationshiphealthindicatorsinto
aglobal,consolidatedview.Theseresultsare
summarizedusingasimplecolor-coding
systemwiththefollowingdefinitions:
?Green–meetingorexceedingclient
expectations.
?Yellow(amber)–performanceslightly
belowclientexpectationsbutwithin
allowabletolerances,providedtimely
correctiveactionsaretaken.
EDS’ServiceExcellence
Dashboardisaproprietary,
Web-basedtoolusedto
monitorthehealthof
clientrelationships
aroundtheworld.
Client’sviewofperformance
Whilethere’sasignificantbodyofknowledge
onclientsatisfactionandloyaltyacross
manyserviceindustries,there’sverylittle
meaningfulresearchonthistopicinthe
business-to-businesssectoroftheITservices
industry.That’swhyEDSfeltitneededto
experimentwithvarioussurveyandinter-
viewtechniques.EDSstrivedtobalance
thedesireformeaningfulclientfeedback
withtheneedforsimple,effectivetools.
Asaleadingsystemsintegrator,EDShada
naturalchoiceforhowtomeetthechallenge:
anautomatedWeb-enabled,multi-language
surveysystemdesignusingacombination
ofthird-partyandcustom-developedsoft-
ware.Today,theVoiceoftheClientSurvey
systemallowsEDStocaptureassessments
frommorethan95percentoftheclients
itserves.
Thistoolreducesthecostandinaccuracies
ofmanualsurveyprocessesformerlyused
intheITservicesindustry.Inaddition,it
enablesclientstocontrolthetimingand
frequencyofsurveys—andtoselectother
appropriatepeoplefromtheirorganizations
torespond.
AllVoiceoftheClientsurveysareposted
directlytotheServiceExcellenceDashboard.
Inthisway,clients’directfeedbackismade
visibletoEDSleadersaroundtheworld.
Eachissuebecomesarallyingcryfor
change.EDSservicedeliveryunitsquickly
recognizeandgivethehighestpriorityto
criticalissuesorthosethataffectmultiple
clients.Asaresultofthisfocusonfeedback,
clientshaveseensignificantimprovement
inEDS’performance.
Figure2belowsummarizesclientresponses
tothequestion“Overall,IwouldrateEDS’
performanceasexcellent,good,average,
fair,poororN/A.”Bytheendof2002,98
percentofEDSclientssurveyedratedEDS
averageorbetter.Butthemostimpressive
resultisthat94percentofclientsrated
EDSgoodorexcellent(aboveindustry
average)—a21-percentage-pointimprove-
mentinonly24months.
Inadditiontooverallperformance,client
ratingsforthelikelihoodofrenewing
agreementsandprovidingreferences
reachedall-timehighs.Theseresults
clearlyshowthatEDSclientsreceived
significantlyimprovedservicequality
during2001and2002.
?Red–performancesignificantlybelow
clientexpectationswiththepotential
tohavematerialdetrimentalimpacton
clientrelationshipunlessaddressed
withurgency.
Client-facingteamratings
EDSassignseachclientrelationshipto
anindividualleaderwithintheclientcare
organization.Typically,thisleaderhas
thetitleofClientExecutive(CE)orClient
DeliveryExecutive(CDE).Inthiscapacity,
theCEorCDEisresponsibleforassessing
theperformanceoftheentireEDSorgani-
zationagainstthecommitmentsmade
totheirclientontheDashboard.TheCE
orCDEmustupdatetheseassessments
ontheDashboardatleastonceevery
otherweek,undernormalcircumstances,
ormorefrequentlywhenthereareper-
formanceconcerns.
Performancemetrics
TheServiceExcellenceDashboardcaptures
quantifiedmeasuresofserviceperform-
ancethroughnumerousmonitoringsystems
andaggregatesthedataintoafewkey
metricsforeachserviceoffering.Inaddition,
theDashboardtracksserviceperformance
indicators(SPIs)historicallyandassesses
resultsagainstminimumandtarget
thresholds.Datafeedstypicallyoccur
weeklyormonthly;dailyupdatesare
possiblewhenthesourcesystemscan
handlethem.
VoiceoftheClient
In2002,96percentofEDS’clientsprovided
real-timeperformancefeedbackusingthe
EDSVoiceoftheClientSurveysystem,a
Web-enabledsurveyingtoolthatfeeds
datadirectlyintotheServiceExcellence
Dashboard.Surveysareavailableonline
in13languages,andinprintinfour
additionallanguages.
TosupplementtheVoiceoftheClientsurveys,
EDSconductsone-on-oneinterviewswith
executivesofmajorclientorganizations.
Whilefocusingonhistoricdeliveryquality
andresults,theinterviewsalsodocument
futureexpectationsandbusinessobjectives.
In2002,EDSinterviewedmorethan75of
itsglobalclients.
<4>
ServiceExcellence
93%
73%
98%
94%
OverallPerformance(ClientFeedback)
JFMAMJJASONDJFMAMJJASOND
20012002
Avg/Good/ExcelGood/Excel
Figure2:VoiceoftheClientresults
<5>
Topic:AdaptiveOutsourcing
TheClientDashboard
isaninnovativewayof
buildingthetrustrequired
tomaximizerelationships
andsucceedintoday’s
digitaleconomy.
Enterpriseoperating
mechanisms
Buildingarobustinformationsystemisjust
theoneofmanychallengesenterprisesface
whentheystrivetobecomemoreclient-
focused.Theymustalsoactuponthe
informationandderivevaluefromitforthe
benefitofclientsandotherstakeholders.
EDSdefinesthelinkagebetweeninformation
andactionbyasetofleadershippractices
calledenterpriseoperatingmechanisms.
Followingaresomeexamplesofthese
mechanisms.
CriticalResponseProcess
WhenaclientorEDSclientexecutiveraisesa
concernontheServiceExcellenceDashboard,
whathappens?TheCriticalResponse
Process(CRP)immediatelygoesintoaction.
It’soneofasetofbestpracticescollectively
calledtheEDSBusinessValueFramework.
Invokedbya“red”rating,theCRPprescribes
certainaccountabilities,actions,timeframes
andresultsthatcanbemonitoredthrough
theDashboard.Shouldanyonedeviatefrom
thisprocess,theconcernescalatesupEDS
andclientleadershipchainsuntilacorrective
actionplaniscompletedtothesatisfaction
ofEDSandclientrepresentatives.Anymisses
inthesubsequentexecutionofthisplanare
subjecttothesameescalationprocess.
Compensationlinkages
Nearlyallclient-facingpositionsinEDShave
aportionoftheirannualbonusincentives
tiedtoserviceexcellenceresults.Inthis
way,eachleaderandindividualemployee
ismotivatedtokeepclientsatisfactiona
constantpriority.
Executivevisibilityand
engagement
TheServiceExcellenceDashboardisn’t
justatoolforoperationsandclientservice
personnel.It’salsoanexecutivewindow
intoeachclientrelationshipandthechal-
lengesofday-to-dayservicemanagement.
Whenredoryellowconditionsareposted
totheDashboard,responsibleleaders
receivealertsinrealtime.Inaddition,
seniorleadershipdiscussesserviceexcel-
lenceresultsinmonthlyenterprisewide
conferencecalls.
Clientandemployeecommunications
Finally,serviceexcellenceisaregularly
featuredtopicinEDS’communicationswith
clientsandemployees.Inthesecommunica-
tions,EDShighlightsthesuccessesand
challengesofservicedeliveryteamsaround
theworld.Thismakesserviceexcellence
relevanttoeveryoneintheenterpriseand
fostersacultureofproactiveclientservice.
Collaborativerelationships
Asmentionedearlier,clientsandtheirIT
servicesprovidersmustshareacommitment
toeliminatingboundaries,buildingtrust,
deliveringcontinuousimprovementand
collaboratinginnewways.TheService
Excellenceprogramsupportsthisrelationship
modelthroughtheClientDashboard—a
private,customizedviewofEDS’Service
ExcellenceDashboard.Itgivesclientsa
“virtualchairatthetable”inkeydecisions.
Thisdashboardprovidesdetailsofallservice
operationssupportingeachclient’sorgani-
zation.Directlyfromtheirdesktops,clients
cancheckonstatusandprovidereal-time
feedbacktoEDSsupportteams.Inaddition,
theycaninitiatetheVoiceoftheClient
surveyprocesswhenevertheywishand
inviteanyparticipantstheyfeeldeserve
avoteonEDS’performanceratings.All
clientresponsesarefeddirectlyintothe
systemwithoutfilteringormodification
byEDSpersonnel.
TheClientDashboardisaninnovativeway
ofbuildingthetrustrequiredtomaximize
relationshipsandsucceedintoday’sdigital
economy.Whencombinedwiththeclient-
activatedsurvey,thiscapabilitydemonstrates
EDS’strongcommitmenttocaptureunfiltered
clientfeedbackanduseittopromotehigher
levelsofurgencyandcollaboration.
Knowledgemanagement
Fasterresponsetoclientproblemsisonlyone
benefitoftheServiceExcellenceprogram.
EDShasgainedadditionaldividendsby
applyingknowledgemanagementdiscipline
tothecollecteddata.Atleastonceper
quarter,EDSanalyzesthelatestclient
feedbackandperformanceresultstodiscern
anychangesinfactorssuchasrootcauses,
improvedprocessesandmarketexpectations.
Byapplyingthislearning,EDSpromotes
continuousimprovementofservicetoclients.
Basedonacarefulanalysisofclientfeed-
back,EDShasdeterminedthatthreemain
factorsdroveclients’ratingsofEDS’overall
performancein2002,asshowninFigure3.
ROIfromServiceExcellence
What’stheROIforourenterpriseprogram?
Toanswerthiscrucialquestion,anITserv-
icesorganizationmustseehowwellthe
programsucceedsinmeetingtheenterprise’s
strategicagenda.InthecaseofEDS
ServiceExcellence,benefitsaccrueunder
threecorporatestrategicgoals:
Enterprise
?Retainandgrowrevenue
?Increaseclientreferencesinsupport
ofnewsalespursuits
?Strengthencompetitiveadvantageas
recognizedbyindustryanalysts
Clientrelationshipmanagement
?Createreal-timeclientandexecutive
visibilityintorelationshipsworldwide
?Enableserviceperformancealertsand
resolutiontracking
?Accelerateinsightintomarketchanges
andtrends
Operationsandtechnology
?Reducerecoverytimesassociatedwith
serviceinterruptions
?Maximizefocusondefectratesand
goalsforcontinuousimprovement
?Minimizecontractpenaltiesandlegal
disputesrelatedtoperformance
ITservicesorganizationsgenerallygain
operationsandtechnologybenefitsfrom
theirservicequalityprograms—butoften
withfewornobenefitscorrespondingto
otherpartsoftheenterprise’sstrategic
agenda.However,becauseofitsholistic
approach,theEDSServiceExcellencepro-
gramdeliversmeaningfulbenefitsatclient
relationshipandenterpriselevels,aswell.
Bytrackingresultsacrossallthreetiers,
theEDSprogramhasdeliveredROImany
timesthatofaprogramwithalessambi-
tiousscope.
ITservicesorganizations
generallygainoperations
andtechnologybenefits
fromtheirservicequality
programs—butoften
withfewornobenefits
correspondingtoother
partsoftheenterprise’s
strategicagenda.
<6>
ServiceExcellence
Performanceto
Commitments
et
itment
“Applied”
Innovation
Collaboration
&Alignment
labor
OverallClient
Ratingsings
62%
24%
14%
KeyDriversofServiceExcellenceRatings
Source:EDSServiceExcellenceClientSurveys,2002
Figure3:Excellencefromtheclient’sperspective
<7>
Topic:AdaptiveOutsourcing
Conclusion
Drawingonideasfromawiderangeof
expertsoncustomerserviceandquality
programimplementations,EDShas
designedaServiceExcellenceprogram
thatincorporatesinnovativetechnology
andstrongleadershipcommitment.Asa
resultofthiscomprehensiveapproach,
EDShasseenresultsexceedingthose
gainedhistorically.Theprogram’ssuccess
wasastonishinginitsfirstyear,tobesure.
Moreimportantly,EDShasdevelopeda
sustainedcultureofserviceexcellence
throughongoingoperatingmechanisms.
Bydiligentlyfollowingthispath,otherIT
servicesorganizationscanenjoysimilarly
extraordinarylevelsofclientservicein
thefuture.
<8>
ServiceExcellence
SelectedBibliography
QualityisFree.PhilipB.Crosby,1979.
CompetingfortheFuture.GaryHamelandC.K.Prahalad,1994.
TheBalancedScorecard.RobertS.KaplanandDavidP.Norton,1996.
TheServiceProfitChain.JamesL.Heskett,W.EarlSasserandLeonardA.Schlesinger,1997.
EveryBusinessisaGrowthBusiness.RamCharanandNoelTichy,1998.
MasteringtheDigitalMarketplace.DouglasF.Aldrich,1999.
“Action,Urgency,Excellence.”RamCharan,2000.
DelightingCustomers.PeterDonovanandTimothySamler,2000.
SixSigma.MikelHarryandRichardSchroeder,2000.
SixSigmaforLeadership.GregBrue,2000.
LoyaltyRules!FrederickF.Reichheld,2001.
EndNotes
1
BasedonEDSclientsurveyratingsofGoodorExcellent(4or5ona5-pointscale)receivedbetweenJanuary2001andDecember2001.
2
FromA.T.Kearney’sStrategyandOrganizationpractice.
3
SeetheSelectedBibliographyforalistingofmajorresourceswhoseideasinfluencedtheServiceExcellenceprogram’sdesign.
AbouttheAuthor
Charles(Charley)H.Kiserisglobaldirector
ofServiceExcellenceforEDS.Kiserand
histeamareresponsibleforidentifying,
coordinatingandensuringresultsfrom
initiativesfocusedonimprovingEDS’
servicetoclients.EDS’ServiceExcellence
initiativeenablesglobalcollaboration
acrossteams,promotescontinuous
improvement,increasesvisibilityofclient
feedback,andbringsacommonfocus
toclientandEDSdialogueaboutservice
performance.
Kiserservedintechnicalandsales
leadershiprolessupportingEDS’financial
industryclientsfrom1977to1981.He
rejoinedEDSin1993asdivisionvice
presidentofMarketingfortheLarge
FinancialInstitutionsstrategicbusiness
unit.KiserwasnameddirectorofChannel
Managementin1995,serviceareamanager
forTransportationandCommercial
Insurancein1998,andassumedhis
currentpositionin2000.
InadditiontoEDS,Kiserhasmorethan
15yearsoffinancialindustryexperience
intechnology,consultingandelectronic
bankingexecutivepositionsforNationsBank
(nowBankofAmerica).Hisassignments
includedleadershiprolesininformation
systems,operations,marketing,research
anddevelopmentfunctionssupporting
retailandwholesalebankingservices.
From1984–1988,Kiserservedaschairman
oftheboardforthePulseATMnetwork
basedinHouston,Texas.Hewasamember
oftheTechnicalAdvisoryBoardforMorgan
StanleyVenturePartnersin1994–1995.
Kiserreceivedabachelorofbusiness
degreeinstatisticsfromtheUniversity
ofTexasatAustin.Hehascontinuedhis
studiesthroughnumerousfinancial,tech-
nologyandexecutiveleadershipprograms
inrecentyears.
<9>
Topic:AdaptiveOutsourcing
AboutEDS
EDS,theleadingglobalservicescompany,providesstrategy,implementation,businesstransformation
andoperationalsolutionsforclientsmanagingthebusinessandtechnologycomplexitiesofthe
digitaleconomy.EDSbringstogethertheworld’sbesttechnologiestoaddresscriticalclientbusiness
imperatives.Ithelpsclientseliminateboundaries,collaborateinnewways,establishtheircustomers’
trustandcontinuouslyseekimprovement.EDS,withitsmanagementconsultingsubsidiary,A.T.Kearney,
servestheworld’sleadingcompaniesandgovernmentsin60countries.EDSreportedrevenuesof
$21.5billionin2002.Thecompany’sstockistradedontheNewYorkStockExchange(NYSE:EDS)
andtheLondonStockExchange.Learnmoreatwww.eds.com.
Let’sbegintheconversation
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EDSandtheEDSlogoareregisteredtrademarksofElectronicDataSystemsCorporation.Allotherbrandorproductnamesaretrademarksorregisteredmarksoftheir
respectiveowners.EDSisanequalopportunityemployerandvaluesthediversityofitspeople.Copyright?2003ElectronicDataSystemsCorporation.Allrightsreserved.
05/20033GCLL3381
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