VIRTUAL SIAM CONFERENCE
April 28th/29th 2021
All times shown are BST.
When talking about key SIAM roles we often explain the role of the service integrator by using the musical analogy of the integrator as a conductor and their role of service orchestration. But this is only part of the story; if the service integrator is the conductor, they are nothing without their first or principal violinist. The first violinist is the concertmaster and sits to the conductor’s left, closest to the audience. Liken this to the role of the customer organisation in a SIAM model, their relationship with the service integrator and their accountabilities towards the outcomes and value delivered to the business.
Of course, the service integrator plays a central role in a SIAM model, managing the day to day, end to end service delivery, but the customer organisation really does ‘hold the tune’. This presentation will provide practical, experience led advice on the specific and critical responsibilities of the customer organisation, focusing on governance (of the current environment), direction (for the future state) and business relationship management (both with the larger organisation, but also with the service providers), and how the customer role evolves to the pitch, pace and tune as it moves between the design and transition of the SIAM model into operation.
The fundamental role of the customer organisation is one that needs to be fine-tuned and its practical guidance that is the make or break between out of tune noise or a beautiful symphony.
One of the biggest challenges in a multi service provider environment is making all involved parties collaborate.
It is not the contract itself, but the personal relationships that determine the success or failure of this collaboration. In other words, even if everything is fully specified in contracts and agreements, if people don’t cooperate as one team, nobody will achieve the end-to-end goals.
In this session we’ll provide insights in the process of creating a ‘one-team’ culture, including:
SIAM is adopted and applied in the T&T (Transition and Transformation) in ABB global, which helps ABB address the challenges with the T&T program. This session shows waht value SIAM adds and how, from the point of view of the SIAM Lead in the Asia Pacific region.
Attendees for this session will learn about:
DevOps is not the magic wand for all the problems that exist in the IT world. Other bodies of knowledge are needed to answer the ‘What & How’ part of cultural and mindset change to support business agility. That is where the Service Integration and Management (SIAM) value holds.
This talk will provide delegates with an overview of:
For years procurement has been seen as a blocker and not as an enabler and it is time for this to change. Digital and procurement must work together from inception to achieve the highest levels of collaboration and deliver high quality programmes. This relay race can only be won if teams aligh and use emphathy to understand each other.
During this session you will learn:
Building a touchpoint with the consumer and responding quickly to inquiries in a multi-service provider environment are key to customer success. In this session, Toshio explains the practical key points of process design and structure to smooth the consumer-facing value stream in the SIAM ecosystem.
This session is delivered in Japanese with English subtitles.
Session info – coming soon
A candid account of the triumphs and tribulations of one of the most far-reaching global IT transformations in corporate history. Hear about how it was done directly from the person who instigated, architected, and led it from beginning to end – Brian Jones, then Smiths Group CIO and now Chairman of Bloor.
You’ll hear about the many mistakes and the hard lessons learned as well as the positives. Imagine a £6Bn conglomerate with operations and businesses in over 50 countries, each with dozens of different systems and service management structures, disaggregated management, a 9-figure global IT spend, and most of it considered to be massively under-performing. That’s the starting point. Fast forward a few years to a highly respected internal services business acting as an “intelligent client” to its suppliers and an “intelligent provider” to its internal customers, mouth-watering global partnerships, and reputedly generating multi-millions in enterprise value, and that’s the significance of the journey.
Brian will be using a unique “rich picture” to bring the story to life in this fascinating real-life account.
Edwin: ASICS EMEA IT needed to define a vision and approach to modernize the IT environment, creating an IT foundation that fits the business requirements, IT requirements. We created a strategy called “we like to Move IT”. The team was not ready and able to align with the business and in the meantime execute the strategy, so we needed the support of multiple suppliers. We also needed a structure to manage these suppliers for innovation, implementations and operation, knowing that we did not have the capacity and competences to manage all of that ourselves. So with the help of Altijd ContinuITeit (Ronald) we defined a sourcing plan and sourcing structure that was “new” but necessary based on the principles of SIAM. We called this an Edventure.
Ronald: We carefully have chosen the right partners that were willing and able to invest in this Edventure. Together we learned the principles of SIAM with the trainings from Suerte Academy and we defined a Service Integration Blueprint that contains practical structural elements and step by step implemented this blueprint. We selected two Service Integrators and created a Service Integration Eco system with the involved partners. During our Edventure we started the Service Integration Nederland initiative for sharing best practices like The blueprint.
