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| Title: | The Digital way of working |
|
| Moderator: | QUARK::LIONEL ON |
|
| Created: | Fri Feb 14 1986 |
| Last Modified: | Fri Jun 06 1997 |
| Last Successful Update: | Fri Jun 06 1997 |
| Number of topics: | 5321 |
| Total number of notes: | 139771 |
3533.0. "DC REALIGNMENT COMMUNICATION" by STOWOA::SWFULLER () Wed Nov 30 1994 12:26
Based on note 3434.36, attached is a notet on re-alignment
of SI, and .1 contains the role of IT Consulting (the IT
Component of the former Strategic Services practice) within SI.
Steve
I N T E R O F F I C E M E M O R A N D U M
Date: 29-Nov-1994 02:45pm EST
From: Kannankote Srikanth @OGO
SRIKANTH.KANNANKOTE
Dept: Digital Consulting
Tel No: 276-8453
TO: See Below
Subject: Digital Consulting Realignment Communication
During the past four months, Digital Consulting has been working toward
two major goals:
- Help Digital return to financial success by meeting or exceeding
budget commitments; and
- Realign the businesses contained within Digital Consulting to
better support the core value proposition of the Corporation.
We have made great progress in both these areas. In October, John
Rando and I sent out the Network Integration Services update and a copy
of the Network Integration Services presentation, which described the
NIS business direction and organization. This memo provides an update
on the Systems Integration portion of the Digital Consulting
realignment activities. Information about the OMS business will follow
in a future document.
Digital Consulting Realignment Status
The realignment design is complete and implementation is underway in
all areas. Portfolios for each former Digital Consulting business
segment have been defined, and segment codes and order numbers have
been identified. The Digital Consulting FY95 budget, which was
approved by the Board of Directors, has been segmented to establish
individual budgets for SI, NIS, OMS, and Learning Services. There will
be no rebudgeting. Resources have been identified and isolated by
practice, and transfer of resources is being managed by the Human
Resources group.
Digital Consulting Business Status
From a business standpoint, Digital Consulting is making real progress.
In Q1 FY95 our Certs closed at $389 million. This represents a growth
of almost 34% over Q1 FY94. Within this, U.S. Certs were at their
highest level since Q4 FY93 and European Certs were 104% of budget.
Our backlog in Asia Pacific also continues to be very healthy, with a
46% certs growth rate over Q1 FY94.
Several key efforts have had an impact on this achievement: Consulting
Services Principal (CSP) training and deployment; an improved synergy
between Digital Consulting and Sales, and the implementation of Digital
Consulting packaged services programs, of which the "Fast Sellers" kits
are a part.
Digital Consulting's revenue for Q1 FY95 was $424 million, which
represents a 2.2% growth over Q1 FY94, and we came very close to making
our Gross Margin budget. By the end of FY95, we intend to achieve our
timeless GM model of 26-28% at territory/cluster level. Our
revenue-per-person was $141K for Q1 FY95, annualized. This compares
very favorably with some of our competitors:
Hewlitt Packard - SI $131K per person
Andersen Consulting $ 98K per person
EDS $123K per person
We continue to close more business. Just last week we closed a $37
million project with the German Patent Office. We also recently closed
a $2 million project to do conversion for retail applications for the
Belgium & Luxembourg G-Bank, a $3.9 million integration project for the
U.S. Air Force Air Mobility Command, and a $1.7 million project for
SONY/Kokubu in Japan to enhance the functionality of their LCD
Manufacturing Process and Semiconductor Quality Data Analyses Systems.
And, on November 14, we announced the win of a five-year contract to
manage the infrastructure for Microsoft's new online services. These
services will compete with Compuserve and America Online initially, and
then expand into international markets in the future.
These are but a few, and we expect this flow to continue.
The Systems Integration Missions
Digital's Systems Integration business has three mutually reinforcing
missions:
- Deliver Value to Digital Equipment -
To support the Core Value Proposition of the Corporation,
delivering and supporting, on a global basis, networked,
technology-based solutions.
- Deliver Value to Our Clients and Partners -
To help our clients achieve significant improvements in their
business capabilities and performance by assisting them in
applying new information technologies in their businesses.
- To achieve and Sustain Commercial Success -
Build a worldwide organization that is highly regarded for its
distinctive capabilities and ability to generate best-in-class
financial results.
The Role of Systems Integration
The SI business will support ABU and SBU selling efforts.
The Systems Integration (SI) Business supports Digital by providing
solutions which align technology in support of customer business needs.
The Systems Integration Business integrates Digital's products and
services (along with appropriate third-party products and services) and
provides project and consulting services in targeted technologies,
applications, and industry domains.
Systems Integration Account Focus
The focus of the SI Business will be the ABU selected accounts, where
our SI strengths will be leveraged to deliver profitable projects. SI
will assign Account Consultants, as required, to team with the Account
Managers for each ABU account. Each ABU account will have assigned SI
Interface. SI Account Consultants will be assigned to more than one
account, based on need and affordability.
For targeted technology, applications and industry focus areas, (as we
described in the "Systems Integration portfolio" section), we will act
as a prime contractor. In other areas, we will play a subcontractor
role leveraging our technology skills.
ABU Account Managers, in conjunction with SI, will decide whether to
use Digital SI based on the requirements of specific SI engagements in
their accounts. If it makes sense for an account to have an external
SI partner to bid on a project, the Digital SI organization will
support the prime SI contractor.
Systems Integration will also respond to requests for assistance from
the SBU or from partners (including other integrators) when they
require the SI organization's expertise to complete solutions for their
customers. In addition, SI and the SBU will work with SBU customers
who specifically request product or technology advisory services
directly from Digital. Requests from either SBU partners and SBU
customers will be supported only when SI has the required skills and
can meet its profit goals.
Systems Integration's Relationship to MCS and OMS
Systems Integration will continue to maintain close working ties with
OMS and MCS. SI will be the "Client/Server solution integrator" for
Digital, and as such, will take the lead in managing SI opportunities.
MCS will act as a subcontractor to SI for all SI projects requiring
network integration. Similarly, SI will call upon the resources of
OMS, whenever appropriate.
The Systems Integration Portfolio
SI will focus on specifically targeted domains when providing total
solutions to customers.
The SI business will focus on the industries selected by the ABU.
Within those industries, SI will have specific applications focus as
well. They are as follows:
- Manufacturing (planning and execution systems)
- Finance (retail banking)
- Telecommunications (wireless and telecommunications operations)
SI will also focus on two general cross-industry applications areas:
- Electronic Commerce
- SAP
SI will also continue to develop service capacity in support of the
technologies that provide maximum leverage for the rest of the
Corporation. Client/Server continues to be our number one technology
priority. We have launched the Client/Server roadmap which outlines
our Client/Server portfolio, and we are implementing the "Fast Sellers"
program to assist us in marketing and selling these services.
In addition to Client/Server, our other areas of technology focus
include:
- Workgroup computing
- Network applications
- Information management
- Application development and integration
Where appropriate, the SI organization will provide product advisory
consulting services to partners and customers, implementing solutions
in many different industry, application and technology areas.
SI will continue to develop methods, tools and middleware to support
our technology services. Our systems engineering resources will help
leverage Central Engineering products by building repeatable platforms,
customizing products to meet the needs of individual engagements, and
developing service excellence in selected new technologies.
Within the target areas previously mentioned, we are examining our
capabilities and current offerings for the purpose of establishing a
universal portfolio of services. This portfolio includes custom
consulting, packaged services and products. Work is underway to ensure
consistency in describing, ordering, and administering this portfolio.
Through continued investment and focus on business systems and
methodologies, we are improving overall business management and
increasing profitability. We have launched the SInergy Program, which
provides the framework for the coordinated release of operating
practices, reporting standards, and supporting tools. Within this
program, we are institutionalizing field use of the PAARS and DOTS, we
are rolling out the Employee Expertise Profile, and modifying the PARB
process to reflect the new SI business.
SI Partner Strategies
We are working with the SBU and ABU to develop partner strategies, to
examine the need for strategic alliances between the SI business and
selected partners, these alliances. Each PSC will also continue to
build local teaming relationships with partners. In pursuing
opportunities, we have often successfully teamed with Pioneer and other
distributors as well as with Professional Services firms such as Price
Waterhouse, Andersen Consulting, CSC, SHL Systemhouse, Arthur D.
Little, Deroitte & Touche, Ernst & Young, PRC, Inc., KPMG, and SD
Scicon.
Organizational Template
The Professional Services Centers (PSCs) continue to be the fundamental
business and operating units of the Systems Integration Business.
Areas and territories/clusters provide support, coaching and financial
management across PSCs. Within each PSC, there are a number of
"Integrated Solutions Teams" (ISTs). The ISTs are also known as
"Units" or "Capability Segment Teams". They are composed of SI
professionals grouped by segments based on business, technology,
industry, application, geography or competence. PSC managers staff
each engagement by drawing resources from the appropriate ISTs.
Industry ISTs will provide the linkage between the PSCs, the ABU
Expertise Centers, and the account teams.
Efforts are underway within each Area to determine the organizational
structure and staffing needed to support strategic objectives and
business goals.
As you can see, the operational design is complete and we are now
rolling out the new organizations. Over the next few weeks, we will be
providing additional information regarding the realignment
implementation. As previously announced, full implementation of the
realignment will be in effect by January 3rd, 1995.
Through a combination of management memos, articles in Digital
publications, DVNs and local site meetings, we will brief you more
fully on revisions being made to:
- area structures
- SI Account Consultant assignments
- portfolio restructuring
- partners and alliances
- measurements and compensation plans
- career development plans
Implementing the realignment of an organization that has the size and
complexity of Digital Consulting is not a simple task. The challenge
becomes even greater while trying to meet aggressive financial goals.
We appreciate the dedication Digital Consulting employees have
demonstrated--we know it has required much hard work and adjustment in
many areas. But we have a strong history and we continue to move
forward.
I know that working together we will achieve our goals.
VMSmail To information: @DIST:PAULS_STAFF
Sender's personal name: Kevin Haggerty, Digital Consulting, Asia/Pacific, Stow MA USA. 29-Nov-1994 1648
| T.R | Title | User | Personal
Name | Date | Lines |
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| 3533.1 | ROLE OF IT CONSULTING WITHIN SI | STOWOA::SWFULLER | | Wed Nov 30 1994 12:28 | 659 |
|
I N T E R O F F I C E M E M O R A N D U M
Date: 21-Nov-1994 03:56pm EST
From: Kannankote Srikanth @OGO
SRIKANTH.KANNANKOTE
Dept: Digital Consulting
Tel No: 276-8453
TO: See Below
Subject: IT CONSULTING
*****************************************************
THIS MEMO IS FROM K. SRIKANTH AND BOB BURKE
*****************************************************
Over the last few months, Digital's SI Management Team has been
assessing the IT Consulting capabilities that are key to Digital's SI
business. We have determined that we want to center our focus in the
following five areas: IT Assessment; IT Architecture; IT Strategy
and Planning; IT Operations Strategy and Planning, and Workflow
Analysis and Process Modeling. Through these IT Consulting Services
we provide the link between technology and business strategy as we
help our customers understand the use of technology in achieving
their goals.
PSCs continue to be the fundamental work unit of the SI organization,
and, wherever possible, SI resources will reside in PSCs. This
includes the IT Consultants, who are considered to be an integral
part of the PSC community and their service offerings. Each Area is
putting a plan in place that will connect the IT Consulting
organization into the rest of the geography SI organization. I
anticipate that this plan will be complete by December 9, 1994.
I want to underscore the fact that our IT Consulting community is an
integral part of Digital's SI business. Our IT consultants are a
valued part of the organization and their work is key to helping open
up accounts and generate new opportunities. We intend to further
enhance and develop our IT Consulting capabilities on a worldwide
basis, and IT Consultants' participation will be key to our success.
We know this period of change has caused some uncertainties and we
are working to resolve them as quickly as possible. We thank you for
your continued professionalism and your focus on meeting our
financial commitments to the corporation.
Regards
Sri and Bob
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Remote Addressee ( BERTIL ANDERSSON @GOO )
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|
| 3533.2 | | QUARK::LIONEL | Free advice is worth every cent | Wed Nov 30 1994 13:23 | 3 |
| .0 and .1 hidden until memo author's permission for posting is obtained.
Steve
|
| 3533.3 | | QUARK::LIONEL | Free advice is worth every cent | Wed Nov 30 1994 13:37 | 3 |
| Permission has been obtained, notes unhidden.
Steve
|
| 3533.4 | SBU vs. ABU | CHEFS::PARRYD | | Wed Nov 30 1994 14:10 | 5 |
| As the author of 3434.36 referenced in the base note I picked up on one
thing in this document: "requests from either SBU partners and SBU
customers will be supported only when SI has the required skills and
can meet its profit goals." Does this confirm that we do work for ABU
accounts when this is not the case?
|
| 3533.5 | Why 'vs' ? | RDGENG::WILLIAMS_A | | Wed Nov 30 1994 16:33 | 10 |
| re .4
SI is part of ABU. ABU sets goals for ABU.
Suggest you ask Mr ABU this question.....
.
|
| 3533.6 | ABU industry targets? | ANGLIN::CAMPBELL | It's the gov't, stupid! | Wed Nov 30 1994 17:02 | 11 |
| In .0, it is said:
>The SI business will focus on the industries selected by the ABU.
Do we know what those industries are yet? If so, can you share them
with me?
Thanks,
PC
|
| 3533.7 | I think it's in there | REMQHI::NICHOLS | | Wed Nov 30 1994 17:05 | 4 |
| > Do we know what those industries are yet? If so, can you share them
> with me?
Didn't .0 state that they are: manufacturing, finance, and telcomm?
|
| 3533.8 | Might be me | ANGLIN::CAMPBELL | It's the gov't, stupid! | Wed Nov 30 1994 17:27 | 17 |
| Re -.1:
What it said in full was:
>The SI business will focus on the industries selected by the ABU.
>Within those industries, SI will have specific applications focus as
>well. They are as follows:
>
>- Manufacturing (planning and execution systems)
>- Finance (Retail banking)
>- Telecommunications (wireless and telecommunications operations)
You may be right, I may be missing it given the way it was stated. My
impression was that WITHIN the industries selected by the ABU we will
focus on manufacturing, finance, and telecommunications applications.
PC
|
| 3533.9 | PERHAPS THIS IS WHAT IT MEANS | STOWOA::SWFULLER | | Wed Nov 30 1994 18:47 | 7 |
| I believe that SI will build tools, (ie Basestar), for the specific
application focus. So, we would have substantially more SI projects
within these 3 industries, but be able to consult (ie Client/Server
Infrastructure) to all the ABU designated industries.
steve
|
| 3533.10 | Definitely Maybe | REMQHI::NICHOLS | | Wed Nov 30 1994 21:18 | 11 |
| re: .8
The way I read that section:
Industry Specific Application Focus
======== ==========================
Manufacturing planning and execution systems
Finance retail banking
Telecommunications wireless and telecomm ops
Your reading of it makes at least as much sense, though.
|
| 3533.11 | gimmeabreak | ANNECY::HOTCHKISS | | Thu Dec 01 1994 12:50 | 13 |
| re .9 what it means is the same old garbage that has been churned out
for years and which I can only assume to be some kind of corporately
financed sideshow to keep the troops amused.I mean-can you actually
imagine trying to tell this to a client without beig embarrassed?Not
that there is anyting inherently wrong with it-just the opposite-it's
just that we told the clients roughly the same story last year,with
different names for the same functions and the year before we said the
opposite etc etc.It is just not credible any longer.
Worse-and here's the rub-we all know clients don't give a monkeys and
we all know that there are very few resources left to tackle the
opportunities we get and we ALL know it will change next year anyway.
Gimmeabreak.
I just quit SI/DC to join the action-NIS.
|
| 3533.12 | | NWD002::BAYLEY::Randall_do | | Thu Dec 01 1994 22:20 | 3 |
| How do you really feel?
|
| 3533.14 | Customers all that matter | RDGENG::WILLIAMS_A | | Fri Dec 02 1994 13:53 | 20 |
|
re .13 and previous
the key point is not what *we* think about this, it is what our
customers (current and potential), and competitors think.
given the CSC debacle over the summer, then the sudden realisation
that SI was a core competence (after CSC said 'no'), I do not find it
at all surprising that customers may be sceptical, or that competitors
chuckle somewhat.
we don't need rambling memos telling *us* that everything is
tickety-boo in the garden. Customers must believe, and competitors must
take us seriously.
my 2c.
AW
|
| 3533.15 | Selling SI to SBU customers | CHEFS::PARRYD | | Fri Dec 02 1994 14:00 | 8 |
| The latest document we have in the U.K. discoses that we have
recongised that there is other SI business to be had than what the PSCs
can find in ABU accounts. A new creature is emerging, a business
development specialist (BDS), to sell SI into SBU customers (not
"partners", please).
What will happen when the SBU's customer is an ABU account? That
should cause a few minds to hurt.
|
| 3533.16 | Gimmeabreak #2 | 48649::HOTCHKISS | | Mon Dec 05 1994 09:20 | 20 |
| I've cracked it at last...for real!
Successful companies organise around customers and if they have none of
any perennity,then they organise around opportunities and they do it
and change very quickly.
Digital has always suffered from organising around the interfaces.Let
me explain.The ABU and SBU are customer organised.Everybody else tries
to see where they latch on instead of doing the same thing.The PSC here
is not customer driven,it is organisation and interface driven.When we
had EICs,it was the same-interface,geography,organisation,technology
anything but customer in fact and always for the same sorts of reasons-
usually under some form of *optimisation of resources* banner.
The reason is now crystal clear-our middle management do not know their
customers(and how would you expect them too-by extrasensory
perception?) and are hence incapable or scared of organising around
them.Add a dose of technosupremacy and you have it.
And yet-NCR did it,Honeywell does it,Intel does it and yes even Unisys
does it and guess what-it works.
Now that would never do.....how would the cross-industry geographic
professional after-post sales services marketing country champion
manager get a job??
|
| 3533.17 | Surprise, surprise, customer info comes from the field | EEMELI::SIREN | | Mon Dec 05 1994 12:54 | 19 |
| re .16
Our working models don't seem to help customer information to go
through. I'm working here in the end of the world, nowadays meet at
least one customer a day. For the communications with the internal
organisation I have:
Plenty of phone numbers leading to answering systems - or in lucky cases
secretaries -, mail, which in many cases goes unanswered, unless I start
being real nasty, notes conferencies, where our engineering always
knows best, what our customers need, some product/business databases,
which can't be trusted, announcements, which come through 5 channels
(the same copies, perhaps customers should buy announcements ;^( ).......
How could information about real customers go through in these
circumstanses?
--Ritva
|
| 3533.18 | I didn't figure it out, too many pages... | NEWVAX::MZARUDZKI | I AXPed it, and it is thinking... | Mon Dec 05 1994 17:26 | 11 |
|
digital consulting has always prided itself on having the best and
brightest information diggers in the industry. We hack and weed through
tons and tons of
info/files/data/repositories/db's/systems/people/channels blah and blah
just to get a tidbit what the customer wants or needs. If I could only
sell the information, I would be a wealthy person indeed. Sometimes I
feel like a cyberbot surfing on digital. Half human, half programmed,
where or where is that bit?
-Mike Z.
|
| 3533.19 | ... searches, retrieves, cleans ... | CPDW::CIUFFINI | God must be a Gemini... | Mon Dec 05 1994 18:05 | 10 |
| re: -1
Perhaps you need our (still to be patented) 'DataWeasel'.
Sorry, not sold in stores and this offer is valid for a limited
time. Void where prohibited. We have Vice-presidents standing by.
jc
|
| 3533.20 | Hey, I'll take the field view, anything... | GNPIKE::SMITH | Peter H. Smith,297-6345,MR04-2 C3,Digital Consulting/FBE Toolkit | Mon Dec 12 1994 14:16 | 7 |
| Are you still throwing in a Ginzu Parser with the DataWeasel? My last
one is getting a bit dull...
I'm looking for good news either organizationally or from the field.
Is anybody working with customers who think we're heading in the right
direction? I'll even settle for someone saying there's a significant
percentage of customers who still don't think we have no clue :-)
|
| 3533.21 | | EEMELI::SIREN | | Mon Dec 12 1994 14:29 | 12 |
| Just look at distribution lists of papers concerning strategic design
of products/services. Names from the field from people who are
involved with different customers (not just the giants) are
usually non-existent. Doesn't help having a clue ;^).
Understanding, what helps our everyday work would also require some contact
with the field. Building too many insulating layers doesn't help there
either. Although geniuses know best, regular work must be done by
mortals.
--Ritva
|
| 3533.22 | WE DO SUCCEED SOMETIMES | STOWOA::SWFULLER | | Thu Dec 15 1994 11:24 | 9 |
| re: .20 I was with a client from Thailand on a customer visit. We are
doing a re-engineering consultancy...pure business consulting at this
time but leading to an IT solution. Client was asked by senior manager
if they had any issues/questions...answer was from the workers, can we
move to implementation (with DEC) (currently we have only modeled their
current state and given them a peak at the technology).
steve
|