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20090714 Bmc Clio Presentation Cioc V1
- 1. Groupe Danone confidential. Reproduction in full or parts is prohibited © Groupe Danone Paris 2007/10/31 Aurelian Sin & Martijn Adams CLIO
- 3. Leading market positions 10%** 21% 14,9% Share of world market In value Relative size versus direct competitor >1x 4x - Worldwide ranking #1 #2 #2* Package Water Mainly yogurt & assimilated products #3* 16% 0.6x **market shares in vol % of sales in leading positions ~75% *n°1 in Europe ~70% ~70% - Fresh dairy Babyfood Medical Nutrition
- 4. Danone at every stage of your life Life stage Specific nutrition/ heath needs Babies/ Toddlers Teenagers Adulthood Elderly / pathology Growth/ Capital building Maintenance/ Early prevention Ageing/ Problem solving Low High
- 5. The unique capacity to be inspired by a powerful mission To bring health through food to the largest number of people
- 7. NECE at a glance NECE Smallest CBU 20 m€ Biggest CBU 720 m€ Combined Sales 3.600 m€ IS Customers 6.500 Time zones 7 Languages 17 Main sites 85 Number of CBU 25
- 9. What’s wrong with not having the same process?
- 10. The idea is to harmonize on the best process Based on ITIL
- 14. Initial approach (classical approach) Define Processes Select the tool BMC SDE Implementation partner
- 17. What do you need to make ITIL “live” Process Procedure 1 2 3
- 18. What do you need to make ITIL “live” APM (Alignability Process Model)
- 22. Pilot Romania 06.03.2007 NECE From start to go live – 1 month Revenue on CLIO 124 m€
- 23. UK & Ireland 30.05.2007 NECE Go Live in 1 month Revenue on CLIO 647 m€
- 24. Belgium Biscuits 29.08.2007 NECE Revenue on CLIO 827 m€
- 25. Turkey 04.09.2007 NECE Revenue on CLIO 1064 m€
- 26. Hungary 05.09.2007 NECE 2 countries, 3 organization went live in 1 week Revenue on CLIO 1.151 m€
- 27. Belgium Dairy & Netherlands 13.09.2007 NECE Revenue on CLIO 1.496 m€
- 28. Poland, Baltic's and Scandinavia 21.09.2007 NECE From 647m to 2.104m in 4 weeks Revenue on CLIO 2.104 m€
- 29. Germany, Switzerland, Austria, Slovenia -08.11.2007 NECE 5 organizations went live in 1 week Revenue on CLIO 2.840 m€
- 30. Bulgaria, Ukraine -12.2007 NECE Revenue on CLIO 2.941 m€
- 31. Russia -04.06.2008 NECE Revenue on CLIO 3.567 m€
- 32. CLIO is the centerpiece of the IS-process It doesn’t work I don’t understand I need something different Projects Incident Request for information Request for change Service level management Standard change Change management Time tracking CMDB Service request Analytics
- 36. CLIO – enhancements Dash Board
- 39. IS KPI’s
- 41. Thank you
Notas do Editor
- composed of 28 organizational units split over Europe Each of them having implemented more or less IS processes (mainly HelpDesk and Incident Management process) using a variety of support tools for these processes. Difficult to work together Difficult to share services
- A project about processes not about a tool
- Excellent experience in implementation of BMC SDE Infravision differentiated by its competitors already during the selection phase by proposing us a new/different approach: Why to re-invent the wheel? Why to redefine and re-document the processes when this was done and proven already?
- Very good quality of process documentation Detailed processes Procedures – defines who does what Work instructions define how one or more activities in a procedure should be carried out. (very difficult to be achieved internally on comparable quality) Very fast implementation of pilot mainly focusing on explaining/training of the processes Testing the tool Loading the data (users, CI’s, services, templates) Avoids discussions between internal units like: “ my process is better” “ this is a process invented in X country” => A “politically correct solution” Fast in pilot and fast roll-out Ability to go live with a new organization every week
- Make a good Gap analyses for processes and roles Clarify the new roles and responsibilities and train people for this (people are confused when they have multiple roles) Assure the links between different data are properly done (e.g. users to CI’s)