Schuberg Philis

Pim Berger – Managing Director 2012 DNB Symposium – 14 juni

Focus

We focus exclusively on the applications that businesses rely on 24 hours a day, guaranteeing 100% uptime; a focus that we feel is instrumental in providing high-quality services

Customer references
» » » » » » » » » » » » » ABNAMRO (MoneYou Internet savings bank) ASR Bancair (Core banking & investments) bol.com (Online retail) Deloitte (Enterprise Risk Services application) Eneco (Energy Trading) ING (Public internet site & internet banking disaster recovery) KLM (Emergency response infrastructure / campaigning) LeasePlan Bank (Internet savings bank) Nuon / Vattenfall (Energy Trading) Rabobank International (eBanking) Rabo Mobiel (Mobility banking) Robeco (Asset Portfolio / Risk Management) Syntrus Achmea (Asset Management)

A unique service model
Generic
Critical applications
Costs vs Risks

Generic » Standardisation / scale » Cost vs. user acceptance » Low integration with core business » Location independent » Escalation based decision making » End user focus » Low EBIT impact

Critical applications » Integration / specialists » Cost vs. business risk » High integration with core business » High availability/connectivity » Real time decision making » Business focus » High EBIT impact

Different approach
Generic
Critical applications
Costs vs Risks

Model A
1st line

Model B

Partner Customer team

Partner Customer team

Partner Customer team

2nd line

Quality Control / Self Assessment Service / Project management Support Systems / Processes

Partner

3rd line

Monitoring / Event management Datacenter / Network

With model A, in case of vital applications, the law of diminishing returns applies.

Schuberg Philis operates according to model B

Integral approach - WYSIWYG
Plan Build Run Support
Classic approach Project hands over to the operations team

Potential conflict

Potential conflict

Potential conflict

Plan

Build

Run

Support

Clear expectation management

New approach Integral team responsible from pre-sales till design and build till daily management of the acceptance-, test and production environments (full context)

Service organisation and integration
Application infrastructure Schuberg Philis team
Critical application
Middleware Databases Operating systems Systems Storage

Customer
Front office
Customer functional application management Service integration

Technical application engineers Web application engineers Security engineers

Generic services

System engineers

Customer Operations Manager

Back office services

Mid office services

End-to-end networking
Datacenter

Network engineers Facility team

Audit, monitoring & reporting

Cornerstone - risk management
» The integral change- and risk management approach has been one of the differentiators of Schuberg Philis leading to enormous customer satisfaction and loyalty

Infrastructure Management – Customer Satisfaction 2011

Schuberg Philis
Imtech ITC Centric Simac ASP4all Ordina T-Systems BT Kender Thijssen Sogeti Atos Origin Capgemini IBM Logica HP Enterprise Services Getronics Fujitsu 0 20 40 79 76 71 70 68 62 62 58 57 55 54 54 53 49 49 44 60 80

8 5

100 (%)

Source: Giarte, Amsterdam, 2011

Outsourcing Recommendation Index

Schuberg Philis
Simac Sogeti Accenture Fujitsu T-Systems Imtech ICT
7 2 7 0 7 1 7 77 6 7 5 8 2 8 3 8 2 8 1 8 2 8 8 9 4 9 39 4 9 6

10 10 0 0

Atos Origin
Centric Ordina Logica IBM Capgemini HP Enterprise Services BT Getronics 0 20 40
6 61 0 5 5 8 9 6 4 6 4 6 7

7 0 7 7 0 0

8 1 8 2

9 0

2011 2010

60

80

100 (%)

Source: Giarte, Amsterdam, 2011

Sign up to vote on this title
UsefulNot useful