| Perhaps this is more useful than .1. Note the date and some conditions
have changed, but I think the spirit has not changed.
I vaguely remember seeing more precision, but can't find it.
Al
********
From: NAME: John Rando @OGO
FUNC: MULTIVENDOR CUSTOMER SERVICES
TEL: 276-8367 <RANDO.JOHN AT A1 at STOWOA at OGO>
Date: 19-Jan-1994
Posted-date: 24-Jan-1994
Precedence: 1
Subject: DECISION - NETWORK INTEGRATION SERVICES BUSINESS 1
To: See Below
THIS MEMO IS FROM GRESH BREBACH AND JOHN RANDO
For some time, The Corporate Strategy Committee, Digital Consulting Services
and Multivendor Customer Services, have been working to establish our Network
Integration Services Business strategy and responsibility. Network
architecture and integration are recognized core competencies of the Company.
The combined experience and resources of our Service organizations provide a
valuable resource to our customers and a competitive advantage to our Company.
Both Service organizations have been responsible for portions of the Network
Integration Services Business, previously defined, primarily, by a technology
delineation. Over time, technology has advanced and the delineation for
business responsibility has become unclear. This has caused confusion on the
part of our customers, sales force, and service professionals, as to
responsibility for planning, engaging, and delivering on Network Service
opportunities.
This memo documents the decisions reached by the Corporate Strategy Committee,
and supported by Gresh Brebach and John Rando, to re-establish a clear set of
responsibilities and operational guidelines for winning and delivering
profitable Network Integration Service business. These decisions address
assignment of business responsibility, the planning and management of business
and the immediate initial steps toward implementation. The decisions,
expectations and action items discussed at the Corporate Strategy Committee
are summarized below.
Decisions reached by the the Strategy Committee are as follows:
o Leverage the combined power of MCS and DCS in the network service
market by giving each an explicit set of accounts to focus on and
encouraging each to use the other's resources.
Digital Consulting will have responsibility for all Network
Integration Services in the 400 Global and Select accounts and it
will be responsible for supporting account management's customer
engagement process for these accounts.
Multivendor Customer Services will have responsibility for all
remaining Network Integration Service business outside of the 400
accounts and support account management in the customer engagement
process for these accounts.
The identity and list maintenance of the Global and Select Accounts
is the responsibility of Corporate Sales Operations. This list
will be used by MCS and DCS to determine and maintain NIS Service
responsibilities.
o Treat the combined resource set as a team and jointly hold MCS and DCS
network managers responsible for the achievement of their collective
budgets for Q3 and Q4.
o There will be a single, integrated, comprehensive Network Integration
Services menu delivered and maintained by MCS and DCS jointly.
o MCS and DCS network managers create and execute a complementary
network service strategy - business, operations, etc., for FY95.
The primary business expectations for these decisions are as follows:
o Maximize the profitable growth of all aspects of our network business
o Simplify the engagement of our customers for Network Integration
Service opportunities
o Preserve the primary growth initiatives of Multivendor Services, and
Consulting and Integration Services for MCS and DCS respectively,
with Network Integration Services as an integral part of each
o Improve dramatically the satisfaction of our customers with our Network
Integration Services
o Focus on the tremendous synergy gained through cooperation of these
organizations
o Provide the broadest market coverage with our Network Integration
Services and support
Action Items:
o Sales will contact DCS for all network opportunities in Global and
Select accounts; contact MCS for such opportunities anywhere else.
Sales gets full credit for all network services regardless of which
organization delivers it.
o MCS and DCS network managers prepare plans for joint operations
during Q3 and Q4. Plans to be done by February 15, 1994, and submitted
directly to John Rando and Gresh Brebach.
The HQ and Area Network Service managers from MCS and DCS will form
a core transition team and lead the overall planning and
implementation process.
o MCS and DCS will leverage each other's existing capabilities.
Within the Global and Select account base, Digital Consulting
Services will specify, select, and procure network hardware and
software as part of its System Integration work; it will
sub-contract to MCS all intra-lan support. MCS will manage any
further sub-contracting required for intra-lan networks. Where it
is more cost effective for MCS to deliver all standalone intra-lan
support and/or inter-networking services, DCS will work with MCS
for delivery of these services. MCS will be responsible for
managing all wiring sub-contracting activity on both inter- and
intra-lan business, in all accounts.
These operational practices will allow the majority of revenue and
profit to be maintained within Digital Equipment Corporation and
support the development of stronger service partnerships with a
limited set of highly qualified service sub-contractors.
Beyond the Global and Select accounts, MCS will have full business
responsibility for Network Integration Services. MCS will involve
Digital Consulting to pursue opportunities in these accounts which
are better suited to the skills and capabilities of the Consulting
business.
In all cases when business is referred or sub-contracted from one
Service organization to the other, revenue will follow expense so
that P&L integrity will be maintained.
Joint ownership of performance for the remainder of FY94 will
eliminate metrics issues for this year. Complementary planning and
budgeting will re-align the metrics for FY95.
These decisions for business responsibility should be implemented
immediately throughout Digital. All new Network Integration Service
business booked after March 1, 1994 should be credited according to the
business responsibility outlined above. All business booked prior to March
1, 1994, should remain as is. Sales should be credited equally for all
Network Integration Services business, regardless of the assignment of
business responsibility within the Service organizations.
For FY95, DCS and MCS business management will develop complementary
Network Integration Services business plans. The focus of these plans will
be on total business growth, market share, inter-lan business within the
Global and Select accounts, investment and resource sharing across Services
throughout the world.
As a result of these decisions and their execution throughout the
organization, our customers should begin to see improvements in Digital's
responsiveness to Network Integration Service opportunities through Sales
proposals and delivery execution. Our Sales force should benefit directly
from simpler interfaces in the sales cycle with the Service organizations
and improved time to respond and close business. Our networking partners
will benefit through a simpler interface to working with Digital. Both
Service organizations will be able to focus on the growth of profitable
Network Integration Service businesses and on the synergy gained by the
cooperation of two of the industries best Service organizations.
To Distribution List: [Removed]
|
| My base note was more a rhetorical note. I am in the Network
Integration Services (NIS) which is currently in Digital Consulting and
was wondering more of how others (Sales Reps) perceive where they
should grab a resource. I typical work with Sales who qualifies the
business before I get involved.
re: .4 The Special Edition is dated July 18. Don't know if its a US
edition but I am in the US.
re: .5 Right On! To add to this, Sales does not typically get credit
for work booked through MCS. So let the fight begin between the MCS
sellers and Sales Reps.
re: .3. I remember this memo Maybe it should be updated to the 1000
named accounts that will have direct sales. These direct sales reps
will utilize Digital Consulting (actually the Profesional Service
Centers [PSC]) as the offical support channel. The PSC will assign an
oppurtunity manager to engage all other resources which could include
MCS.
All other 8000 to 10,000 accounts can use MCS and/or Channels/Indirect
Sales to get Network Integration.
It almost appears that two distinct NIS organizations are required. If
MCS is serious about NIS business, they should take the entire
organization including all the business tracking systems (BSS), support
functions, laptop program, managers and revenue generators. When the
PCS oppurtunity manager needs Network Integration Services, he brings
in MCS. But who will get the credit? Sales, MCS, both? Yech what a
mess.
I do not think it will really matter which organization does NIS type
business but I think its disasterous for both organizations (MCS and
DC) to have an NIS arm.
greg_t
Network Planning Consultant for NIS
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