Assuring the value Whether you are an operator or a vendor it is probable that you are not fully realizing

the value of your managed service or managed service portfolio. Experience has taught us that in every managed service project there are misunderstandings, things which are not clear, missing functions, disconnected processes and a general lack of clarity. So how to get managed service back on track? Managed service is not a one size fits all, it is not just a bolt on extra to core business. It is a business in itself it is something that can only be executed successfully from a point of excellence. Ill conceived, poorly thought out or executed the risks are great, as a vendor, end to end knowledge of his business is essential, as the client there is the possibility of losing the license, fines and rapid subscriber churn. It is equally important for the client to understand the vendor end to end. Neither vendor nor operator afford these risks, yet in the scramble to grab every piece of managed service business we have seen mistake after mistake. Yes, the business is won but the more important battle of delivery is lost. Why else would the trend be to change vendor at the end of the first contract? Just examine coldly the contract churn For once the decision to outsource has been made it is imperative that if the current vendor is not successful that a new one be found. But the new vendor beings his interpretation and his concept in isolation, so in the cold light of day operators swap from one vendor to another in the hope that one day they will find the right one. The real problem is and always has been a failure to define the service, scope, responsibilities and governance. Lets not forget the number of hidden issues where service credit is paid out in order to keep the customer. We need to formalize the managed service business, we need to be able to get above the squabble and bring the vision and clarity to this business. This is value assurance and not added value, it is the maximization of the latent value in any Managed Service project.

It is a new business and we are learning its shape, how it works and what are the guiding principles. But most importantly we need to accumulate knowledge and take advantage of the skills that the people who really know have. Too often it has been a case of making a square peg fit a round hole, now with the differing needs of operators it is the square peg that needs the round hole adapted. We see the sales track record over 100 managed services contracts sold, but taken in isolation that is a meaningless measure of performance. Like a doctor where the acid test is the number of patients cured in managed services the true test is the percentage of projects executed smoothly, without crisis and renewed. Corporations need to learn how to be flexible and adaptable if it is going to exploit the opportunity, dogged procedure will stifle the benefits. Just as assuredly as the slick, cutthroat business man will. Without the careful planning the execution is doomed from the start, the vendor who says oh yes I have the HR needs to be tested. Vendors need to be able to show they have the right support and culture, that they understand the operations of the specific client and that they have the flexibility to bring it within their portfolio. Operators need to test these issues and challenge the vendor on his delivery, not only the service but the whole operation. If they dont then they only have themselves to blame when forced into litigation. Vendors need to be ready to demonstrate their commitment to the client and very importantly their innovative practices which allow the vendors skill to be leveraged for the benefit of vendor and client. Setting projects up to succeed by ensuring that the headcount is available as required, that HR actually does fill all the seats, making sure that third parties have the requisite documentation. Ensuring that meaningful KPIs and SLAs have been selected. Having the right governance and project control, it can be as simple as making sure who are the interfaces. Critically, being sure that all necessary processes and procedures are in place, documented and where they cross the vendor / client boundary that they are seamless. With the growth in managed service contracts of late it is hardly surprising that there has been an explosion in legal battles. Yet the painful truth is that most of these could have been contained or avoided at a fraction of the final cost. Just like fraud control there is always the potential for a legal battle but a skillfully worded contract can pinch many of these off with a resolution before getting out of hand. Furthermore a containment procedure providing a dispute resolution mechanism and arbitration process can protect both vendor and operator from a high profile, high risk and high cost courtroom battle. A high cost, which is a direct cost to the trading profit, surely the worst thing is to be giving the hard earned profit straight

over to lawyers and paying settlements. Its not difficult to see that both vendors and operators moving into the managed service space are faced with a whole spectrum of new issues, risks and control mechanisms, its hardly surprising that there have been many painful episodes.

Tmanaged serviceConsult.net has studied these themes and crafted THE KEY resource packaged and ready to go with the book, training, seminars and specific engagements all with the simple aims of Protecting both operator and vendor Unlocking the full potential of a managed service without wastage Turning disaster into a managed event whos effects are minimized Bringing structure and organization so that two people will have the same perception of what a managed service is and therefore it will be repeatable.

Drawn from nearly 50 years working experience by the partners, this is THE way to short circuit the risks and avoid the disasters that un-checked, will continue to plague the industry until on the brink of bankruptcy operators and vendors alike will be forced into such measures. Tmanaged serviceConsult.nets unique position also gives it the ability to do what is often talked about but rarely achieved create that end2end solution so obvious and vital yet the vendor and operator lack the objectivity to craft. Much more than this though, the wealth of knowledge and working practices that Tmanaged serviceConsult.net represents makes it the essential resource to create very effective managed service teams, enforce excellence and maximize the retention of revenue.