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White Paper
Service Desks by TCS:
Ecient and Eective
Structures in IT Support
or the Finance Industry –
a Case Study
The nancial sector is acing a number o challenges –
markets are continuing to react volatilely, while requirements
are on the rise. Here especially, a high-perormance IT
inrastructure is essential or responding immediately to
market movements. The pressure to reduce operating and
support costs is, however, also on the rise in the IT sector.
But how can elementary business processes be improved
and costs reduced – without limiting service oerings and
quality? This technical article, using a practical business
example, describes how Tata Consultancy Services (TCS)
supported a global nancial services rm in improving
service-desk oering. The success o this project depended
on uniorm, ully integrated processes that are subject to
constant quality control and customer-specic service level
agreements (SLAs), and on a risk-ree transition strategy
with low overall long-term costs.
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Management Summary
In banking and nance in particular, a high-perormance IT inrastructure is essential or responding immediately
to market movements. IT support plays a crucial role here – it has to handle requests as quickly and eciently as
possible. The pressure to reduce operating and support costs is, however, also on the rise in the IT sector.
Against this background, TCS developed, or a leading European nancial services provider, a new nearshoring/
oshoring operating model or IT support, including a migration scenario and implementation. TCS, a specialist in
both IT and outsourcing, handled all the stages o work – rom planning down to support services.
TCS consolidated the service desks – previously been scattered across Europe – into one central Contact Center. It
serves as an enterprise-wide place or IT support, ensuring a consistent customer experience. The nancial services
provider benets rom aster, more reliable and cheaper services resulting rom an eective combination o near-
shore and oshore components with best-o-breed processes. Transparency and service quality are guaranteed by
comprehensive quality management according to internationally recognized standards, as well as SLAs tailored to
the customer. This case study examines the general requirements o the project, the approach taken and points o
added value to the business in an anonymous orm.
About the Author
David Zion holds the position o Lead Engagement Manager or industry-wide inrastructure services at TCS.
During his tenure at IBM as a senior client solution executive, he was responsible or business development o large out-
sourcing projects in Germany. Based on 20 years o experience in sales management, he was also responsible there
or the Sotware-as-a-Service and Cloud Computing units. Previously, Zion had provided business development and
sales assistance both to the computer and sotware manuacturer Sun Microsystems and to the computer manuacturer
Digital Equipment.
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Table o Contents
Customer Prole 4
Terms o Reerence 4
Goals o the Project 4
Excursus: The TCS Value Proposition –
Competent, Scalable and Cost-eective IT Support,
Including Inrastructure 5Approach and Scenario or a Solution 6
Customized Analysis or Accurate Results 6
Three-tier Service Architecture 6
Nearshoring and Oshoring in Perect Harmony 7
Qualication o Service-Desk Sta Members 8
Service Workfow 8
Service Level Agreements and Reporting 9
Quality Management and Security 9
Implementation 9
Key Results at a Glance 11
In a Nutshell 12
Appendix
IT Service Desk-related Project Reerences 13
Reerences or Support Services
in Various European Languages 15
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Customer Prole
The nancial sector is acing a number o challenges –
markets continue to react volatilely while requirements
are on the rise. Political calls grow louder or bigger
capital cushions and a general levy on banks, while
shareholders demand constantly increasing returns.
In this situation, all companies in the sector need to
reduce costs. At the same time, undamental business
processes have to become more eicient, yet stillensure the same or better service.
A leading European inancial services provider con-
tracted the IT, consultancy and outsourcing specialists
at worldwide TCS. Its goal was to replace the structures
at its Contact Center or IT support, so as to reduce
operating and support costs while boosting eciency,
especially in the IT unit.
The client is part o a corporate group with multiplenancial services companies. The group employs more
than 160,000 people and has over 9,500 branch oces.
It is represented in 50 markets worldwide, including 22
European countries, primarily in Central and Eastern
Europe, in addition to Italy. It is a leading company in
the asset-management sector.
Terms o Reerence
The provider asked TCS to redesign its Contact Center,
which is responsible or telephone IT support. TCS was
to handle all stages o work, rom planning down to the
various services.
The initial situation: The customer‘s IT support was
handled entirely by telephone, using a service desk
tool, ”Remedy and Multichannel Contact Center System“
manuactured by Genesys. Approximately 3,000 users,
with regional ocuses in the United Kingdom, Italy andGermany, handled around 10,000 calls per month.
These broke down primarily into the ollowing subject
categories: user and access rights management, problems
with desktop hardware, specic business applications
and the Microsot Oce package.
The Contact Center was available around the clock to
the nancial services provider‘s employees: From 7 a.m.
to 9 p.m., support was provided in English, Italian or
German; between 9 p.m. and 7 a.m. in English only.
Contact Center locations were spread over the UK,
Germany and Italy. The customer designed all work-
fows and processes itsel. These diered rom location
to location, which resulted in inconsistencies in service.
Goals o the Project
To describe the initial situation and existing processes
in detail, TCS, together with the client company, rst
perormed a comprehensive stocktaking. Next, a desired
result was designed and recorded in workshops. This
process included specic project goals:
Consolidating the service desks spread across Europe
into a central Contact Center or IT support.
Consistent customer experience based on an enter-
prise-wide and comprehensive service model.
More ecient processes with a higher service quality
and success rate.
Sustainably lower costs rom outsourcing to TCS with
transparent services and, in the long term, rom
reducing support in German and Italian.
More fexibility or request spikes to support.
Greater transparency and consistently high service
quality through industry-specic benchmark SLAs
and ITIL-compliant processes.
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Excursus:
The TCS Value Proposition – Competent, Scalable and Cost-eective IT Support,
Including Inrastructure
Tata Consultancy Services (TCS) is a worldwide provider o
IT, consulting and outsourcing services, as well as business
solutions that together bring ast and lasting beneits –
especially or companies that operate globally.
IT inrastructure services are among TCS‘s core compe-
tencies. More than 12,500 consultants provide customers
worldwide with a comprehensive range o services – rom
computer-center operations to end-user management,
innovative IT service desk solutions and transormation
solutions.
Customers get scalable, fexible and transparent solutions
that can be tailored to their particular requirements, enab-
ling them to reduce operating costs, while avoiding having
to invest in systems and hardware. At the same time, they
increase their room to maneuver so they can again ocus
on their core business. All services meet the highest privacy
and data-security requirements. Geared to ITIL standards,
services rom TCS provide ast and consistently high customer
benets.
TCS assists customers rom all industries to restructure their
IT support or redesign it rom scratch. This includes IT security
and monitoring, as well as management o identication
processes and access rights. This consulting service provi-
der also oers innovative solutions that enable previously
separate support units to be merged into one integrated,
uniorm and enterprise-wide service desk. TCS handles all
the stages o work or customers – rom planning through
integrating technological inrastructure down to the end
help desk services.
TCS currently operates more than 20 IT help desk centers
worldwide, which oer comprehensive, high-quality sup-
port around the clock in more than 30 languages. Close to
1,500 qualied employees handle over six million calls per
year. These IT help desk centers are an integral part o TCS‘sunique Global Network Delivery Model TM (GNDM TM). It opens
access or TCS customers to virtually any scalable resources
desired or consistently high-quality service at low cost. A
migration strategy tailored to individual customer require-
ments minimizes transormation and handover risks. TCS‘s
technology partners in the IT service desk eld include BMC
Sotware, HP and CA Technologies.
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Approach and Scenario or a Solution
The central element o TCS‘s approach was to set
up a uniorm, enterprise-wide reerral structure or
IT support. A single point o contact (SPOC) ensures
consistently integrated processes and concurring
customer experience. As a result o the Contact Center
organizational structure designed and operated by
TCS, the nancial services provider benets rom aster,
more reliable and substantially more cost-ecientservices.
Customized Analysis or Accurate
Results
Solutions tailored precisely to the customer are the
crucial quality criterion o services in the IT support
eld. For this reason, TCS initially perormed a detailed
analysis o the provider‘s requirements and processes.
In intensive dialogue with the customer, the end-user
structure, as well as the entire IT environment (hard-
ware, sotware and network structure) were examined,
and the ocal points o support and communication
channels were identied. The same applied to all IT-
support-related business processes. The SLAs were
geared precisely to the needs o the client.
TCS combined the results o this customized evaluation
with tried and tested processes rom its comprehensive
knowledge base, which includes the wealth o experi-
ence rom projects it has completed in the IT help desk
eld (see table in the Appendix).
This unique combination o customization and stan-
dardization ensures ast and reliable implementation
o the outsourcing process. It is the primary unique
proposition that distinguishes the TCS oering.
Three-tier Service Architecture
The architecture or the Contact Center ollows a
three-tier model. Level 0 is based on an extensive range
o automated unctions and documentation, which
end users can use to solve many problems without
urther assistance, such as resetting passwords. TCS
has developed customized FAQs, conguration scripts
and solution generators, which automatically compare
error current messages with ones already remedied.
Level-1 support helps employees o the provider when
they cannot solve a problem unassisted. This support
is provided mainly by phone, but is also available via
e-mail or the Internet. For particularly dicult situations,
designated IT experts are on standby or Level-2 support.
These TCS employees provide support to customers by
phone, perorm a detailed analysis o the situation and
develop customized solutions, which are automatically
added to the knowledge base. Constantly updating
and developing this knowledge base is an important
element in TCS‘s let-shit strategy: to shit as many
events as possible rom Level 2 to Level 1. This allows
urther cost savings, aster, more eicient problem
resolution and reduced downtime.
The service package or this provider‘s Contact Center
includes support or problems involving stationary
and mobile devices (desktop PCs, laptops, trading
boards, BlackBerrys, etc.), plus management o access
rights and standard requests or investment banking
applications rom third parties, such as Reuters or
Bloomberg. Each request is recorded and handled
using an advanced ticketing system.
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Nearshoring and Oshoring
in Perect Harmony
The outsourcing process is divided into two phases. In
the rst two years, IT support is perormed exclusively
in Europe via the Delivery Center Budapest in Hungary
(nearshore). The Contact Center is available to the
nancial services provider‘s employees around the
clock. The languages oered are English, German and
Italian. The Delivery Center Budapest currently serves
33 client companies and is triple ISO-certied. Its over
770 sta members can take service requests in over
30 languages.
From the third year, the TCS Delivery Center in Banga-
lore will take over English language support and be
available on weekdays 24 hours a day. The Delivery
Center Budapest will continue to be responsible or
support in German and Italian, but with service
reduced to 16 hours on weekdays. This second stage
o shiting to India (oshore) has a signicant impact
on the cost structure.
TCS‘s service desk teams comprise several service desk
agents who, under the supervision o a service desk
manager, are in direct contact with customers. The
manager, together with a quality analyst, make up the
next organizational level. Both report to the service
delivery manager, who has regular exchanges with the
client‘s IT management. In addition, an individual in
charge or TCS is locally available as a contact partner
to customers in Germany.
0
2
4
6
8
10
12
14
16
18
20
Year 1 Year 2 Year 3 Year 4
Total
Hungary
India
Germany
Year 5
13
19
5
0
15
16
0
16
17
1 1 1 1 1
11
17
5 5
16
10
Figure 1: Composition o the IT Support Team Responsible or the TCS Customer
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Qualication o Service-Desk
Sta Members
Regardless whether the support service is urnished
rom Hungary or India, intensive training serves the parti-
cular needs o the nancial services provider.
TCS attaches great importance to basic and urther
training o its service desk agents. Experienced sta
members receive targeted advanced training coursesand are motivated by a perormance-based incentive
scheme to continuously pursue urther training. New
employees go through an extensive training program.
This prepares them or the customer-specic technical
and operational requirements, amiliarizing them with
the processes, quality eatures and documentation
system. Another undamental part o these training
courses is sot skills – accent training, articulation,
cultural competence, how to behave on the phone andhow to deal with stressul situations. In subsequent on-
the-job training, new service desk sta go through
multiple stages together with an experienced mentor:
rom listening in on incoming calls to eventually taking
calls, unassisted, with regular monitoring.
Service Workfow
Whenever an employee receives a service request or
ault report at the Contact Center operated by TCS, it
triggers a structured and ecient process (see Figure 2).
The aim is to successully handle as many inquiries as
possible during the rst call, achieving a high rst-call
resolution (FCR) rate at Level 1. A TCS team member
records and classies the problem and enters it in the
ticketing system. Together with the caller, the call center
agent perorms an initial diagnosis o the problem,
using the knowledge base and ault database. When a
problem can be solved by this route, the agent closes
the job order.
When a service desk sta member is not able to clearup a matter, he or she orwards the job order to the IT
experts at Level-2 support. They perorm a detailed
analysis o the problem and seek a suitable solution.
Customer
LEVEL0
LEVEL1
LEVEL2TCS Contact Center
LEVEL-1-Support
Recording,
Classication,
Diagnosis, Solution
Service Desk Leader
Status Updates
Knowledge
Database
LEVEL-0-Support
Solution
TCS Contact Center
LEVEL-2-Support,Recording, Analysis,
Solution
Troubleshooting
Figure 2: Service Workfow at the TCS Contact Center
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During this procedure, the call center agent keeps the
customer updated every hal hour. As soon as the Le-
vel-2 support has ound a solution, it returns the case
to the Level-1 sta member. He or she passes it on to
the customer and closes the ticket. The knowledge
base is updated accordingly.
I a case remains cannot be solved, it is passed on
to the service desk team leader or to the service
delivery manager.
Service Level Agreements
and Reporting
For regular perormance monitoring and quality
assurance, TCS developed customized index gures
and SLAs with the nancial services provider. The
special thing about these agreements is that they are
based on a precise analysis o the job order and the
customer‘s goals, so that they meet the service ocal
points and needs at the company.
The most important targets include:
Solution rate or events/tickets: ≥ 80 percent
Average waiting time: ≥ 90 percent within 10 seconds
Termination rate: ≤ 5 percent
Customer satisaction: ≥ 4.0 (on scale rom 1 to 5)
Customized dashboards assist the team‘s quality analysts
in evaluating the index gures. Other automatically
generated reports enable detailed analysis o the auto-
matic call distribution (ACD) and the tickets issued. For
example, accurate inormation can be gleaned rom
calls taken about: problems resolved during the rst call
(rst call resolution, FCR), average handling time (AHT),
average speed o answer (ASA) and average ater-call
work time (AWT). Likewise, all tickets issued can be evalu-
ated according to problem categories or special eld.
Quality Management and Security
TCS relies on quality management systems and meth-
ods established worldwide to continuously improve
service quality and process eciency. All delivery centers
are certied internally and externally multiple times
and are ully auditable. The guidelines and standards
used include, among others, ISO 9000 2001, ITIL, Six
Sigma, PCMM, iQMS and the Tata Business Excellence
Model (TBEM) developed by TCS. This model, orevaluating and improving perormance, examines:
guidance system, strategic planning, customer orienta-
tion, inormation and analysis, personnel policy, process
management and business results.
Beyond the collection o index gures using dash-
boards and reports, all customer eedback is ollowed
up and analyzed. Using NICE/VERINT sotware, speci-
cally developed or the purpose, the quality manager
or service desk manager monitors all incoming calls –
either live or via recordings. Based on these ndings,
service desk agents regularly receive detailed eed-
back and exact instructions on which area they need
to improve. TCS also conducts targeted training courses
to reresh and improve perormance.
To ensure uninterrupted handling o services, TCS
operates redundant, globally convergent network
architectures with cloud components. This structure
guarantees 99 percent availability.
Implementation
To minimize risks during the handover o IT support,
TCS has developed a tried and tested transition method
(see Figure 3). Its several phases run in parallel, each
pursuing a dierent subject area. The primary objective
is to experience as ew delays as possible in the ongoing
service, while keeping support quality at a consistently
high level.
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Once TCS had signed contracts with the provider,
implementation began and lasted 17 weeks. From
the irst through the eleventh week, two processes
ran simultaneously: TCS put together a Contact Cen-
ter team and trained them in the nancial services
provider‘s content and structures. In other workshops,
team members practiced their language skills and
cultural competence. Team-building activities also
strengthened mutual understanding and group co-
hesion. Concurrently, technical implementation was
carried out or the services provided. TCS experts set
up the necessary interaces and connections to the
provider‘s IT and telecommunications inrastructure
and established the tools required.
The transer o knowledge rom the client company to
the TCS team took place in weeks 4 to 7. During the
secondary support stage (weeks 8 to 11), TCS duplicated
the client teams and urther trained its own sta members
in the processes to be handled. The client teams, however,
still handled the operational work.
During the subsequent primary support stage (weeks
12 to 17), the process was reversed: TCS handled the
operational work and was shepherded and monitoredby the client teams. A six-week pilot phase took place
concurrently with the last section, then the TCS team
took over the IT support at the push o a button, as
Transition Roadmap Steady State
W1 W2 W3 W4 W5 W6 W7 W8 W9 W10 W11 W12 W13 W14 W15 W16 W17 Year 1 Year 2 Year 3
KnowledgeTransition
SecondarySupport
DeliveryCenter
Budapest
DeliveryCenter
Bangalore
Primary SupportPilot C
o n t r a c t S i g n - O
a n d P r o j e c t L a u n c h
Team Ramp-Up:Introduction, Communication,
Cultural Alignment, Language Skills
Technical ICT-Infrastructure
Figure 3: The Implementation Process at a Glance
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Tools: Added value o existing investments, maximi-
zing their ROI.
SLA-driven service delivery model.
ITIL V3-based service processes and strict implemen-
tation o Six Sigma standards.
TCS telephony platorm adapted to particular cus-
tomer needs and based on Avaya Contact Center
System or outstanding reporting, perormance
monitoring and continuous improvement o per-
ormance.
In a Nutshell
In summary, TCS oers a unique package. Based on a
comprehensive analysis, the IT and outsourcing experts
drew up a solution or the nancial services provider
individually tailored to its needs. The customer bene-
ted both rom TCS‘s many years o experience in the
service desk eld and rom its tried and tested automated
implementation methods.
Other important elements o the overall package were
the client-specic mix o nearshore and oshore capa-
cities within the global TCS service network, making
nearly unlimited scalable resources available. The key
actors leading to the provider opting or permanent
collaboration with TCS were: uniorm, ully integratedprocesses subject to constant quality control and cus-
tomer-specic SLAs, and a risk-ree transition strategy
with low long-term overall costs.
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Appendix
IT Service Desk-related Project Reerences
Customer Calls/Month
Main points:
A worldwide leading
marketing inormationand media inormation
company
60,000 Consolidation o seven service desks into a single, centralized
one or ve regions with 55,000 users
Languages: English, French, German, Spanish, Italian, Portuguese,
Dutch and Polish
Increase o Level-1 resolution rate rom 15 % to 50 % in rst
three months
Improvement o customer satisaction rom 65 % to 90 %
A leading British energy
company
33,000 Conversion o two service desks rom dierent suppliers into
a central service desk with a user base o 55,000
Relocation to India ollowed once the target business model
was stabilized in the UK
Initial resolution o 73 % is above the agreed rate o 70 %
The world‘s largest parcel
service
35,000 Consolidation o our service desks into one central service desk
Stabilization o the service desk in Montreal beore relocating
to India
Optimized customer experience or 400,000 users resulting rom
improved index gures and SLAs
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Customer Calls/Month
Main points:
A leading health and
hygiene company
20,000 A regional service desk in Hungary with support in six languages,
as well as English support rom India
Worldwide user base o 50,000
A new way to reset passwords automatically
signicantly aided both users and support
Migration o 2,500 written articles rom a knowledge management
system to a new system, and revision o 2,000 additional articles
on technology elds
The largest provider
o mobile telephony
products in the
United Kingdom
25,000 Establishment o a central service desk or 500 branch oces
and 2,000 back oce users
ITIL processes and a Remedy-based toolset
Institutionalized KPIs and SLAs
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Reerences or Support Services in Various European Languages
Customer Countries Loca-tions
Users Languages Advantages
A printing and
imagingmanuacturer
operating
worldwide
29 51 2,200 French,
English,German,
Spanish,
Portuguese,
Italian and
Hungarian
A more stable and more reliable
system
Improved documentation
High ROI
Optimized customer experience
and ewer backlogs
A manuacturer
o paper products
and cleaning
solutions
10 36 3,600 French,
German,
Spanish,
Portuguese,
Czech
and Italian
Uniorm processes and tools
Centralized governance
Annual cost reduction
Improved business
Continuity
Fewer events
A global
manuacturer
o adhesive
materials, oce
and paper
products
8 n/a 6,000 German,
French,
Spanish
and Dutch
Integrated service delivery model
Shiting move events rom Level 2to Level 1
Higher rate o rst call resolution
24/7 service
A diversied
technology and
production
manuacturer
6 n/a 6,000 French,
German
and English
Improved knowledge management
and intranet
Greater eciency
Spanish and Portuguese as additional
languages, depending on team skills
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About TATA Consultancy Services (TCS)
Tata Consultancy Services is an IT services, consulting and business solutions organization that
delivers real results to global business, ensuring a level o certainty no other rm can match. TCS
oers a consulting-led, integrated portolio o IT, BPO, inrastructure, engineering and assurance
services. This is delivered through its unique Global Network Delivery Model™, recognized asthe benchmark o excellence in sotware development.
A part o the Tata Group, India´s largest industrial conglomerate, TCS has over 198,500 o the
world´s best trained consultants in 42 countries. The Company generated consolidated revenues
o US $ 8.2 billion or year ended 31 March, 2011 and is listed on the National Stock Exchange
and Bombay Stock Exchange in India.
For more inormation please contact: www.tcs.com/de
T C S D e s i g n S e r v i c e s l P l 0 2 l 1 2