Introduction Executive Summary Vision & alignment High-level design Operational improvement CS Transformation KPIs People & culture

People & culture Next Steps Appendix

Terms of Reference – Customer Services Operational Improvement

Meeting
Objective To execute Timing Weekly; 1 hour Audience PI Initiative Teams

Purpose Attendees
• Manage day-to-day operations and activities laid out in the Performance Performance Improvement Initiative Leaders
Improvement initiative-level roadmaps
• Tracking against the Performance Improvement process and communication Performance Improvement Initiative Owners
of progress to the Performance Improvement Initiative Leaders and
Performance Improvement Execution Team

Agenda Timing Input Output

Review status of specific roadmap activities
Review and discuss risks and issues
Assess performance metrics for initiatives
Track and identify initiatives at a stage gate for approval
15 minutes • Updated Performance Improvement • Summarized status of initiatives, including
program plan, including new initiatives materials required for stage gate approvals
15 minutes • Detailed initiative-level roadmaps and • Updated resource plan and assignments for
resource requirements initiative level activities
15 minutes
• Initiative level activity progress and risks • Summary of performance metrics for each
15 minutes Performance Improvement initiative

Dependencies In Scope Out of Scope

• Initiatives have been prioritized correctly and roadmaps reflect any changes • Decisions for tactical risks and issues
to the Performance Improvement program plan
• Review of newly assigned Performance
• Implementation activity tasks, owners, and deadlines are clearly outlined Improvement initiatives and resource
assignments
• Prioritization of Performance Improvement
initiatives
• Approval of initiative progress within the
Performance Improvement process

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 Introduction Executive Summary
Governance Forum
Customer Services Town Hall
Strategic
Target Operating Model (TOM)
Board Meeting
Target Operating Model (TOM)
Working Group Meeting
Customer Services Managers
Operations Meeting
Operational
Operational Improvement
Meetings
Vision & alignment High-level design Operational improvement CS Transformation KPIs People & culture Next Steps Appendix
TOM delivery will require a focused set of governance forums that
are managed closely and regularly
Objectives of the Forum Attendees Frequency
• Informs employees about key activities, messages
and performance of Customer Services • All of Customer Services • Quarterly
• Enables open dialogue and feedback
• Make decisions about strategic questions • Chief Customer Officer +
• Measures performance and overall health of Direct Reports • Biweekly, Monthly
Customer Services • Chief Information Officer TOM
• Intervenes and re-directs strategy where required • Chief Marketing/Comms Specific
Forums
• Conducts analysis for strategic questions to take to • Core CS Operating Model
leadership team • Weekly
• Owns Operating Model roadmap, monitors • CS Directors (as required)
performance and recommends action
• Manages day-to-day operations of the business • Key resources from across
• Tracks metrics and mitigates risks and issues with customer services • Weekly / biweekly
performance • CS Directors (as required)
• Workstream leaders
• Maintain day-to-day operation of initiatives • Weekly
• Initiative owners
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 Introduction
Governance Structure
Target Operating Model (TOM)
Board Meeting
Target Operating Model (TOM)
Working Group Meeting
Executive Summary Vision & alignment High-level design
The TOM Board and the TOM Working Group will provide the
required oversight and drive the timely implementation respectively
Forum Purpose
• Provides overall strategic direction and governance
• Establish a consolidated view of all transformation
changes; Monitor programmes lifecycle; intervening by
exception
• Review business cases, approves and fund new
transformational initiatives, within an allocated budget
• Ensure portfolio risks are managed
• Oversee change management plan
• Escalation point for portfolio/programmes risks, issues
and dependencies
• Approve changes to prioritisation and intro of initiatives
• Direct governance of projects / portfolios and
programmes to be delivered in the Customer Services
business
• Accountable for analysis, day to day management and
delivery of programmes, reporting and escalating cross-
portfolio risks and issues
• Report progress and status of the programmes within
their portfolios and to the TOM Board
• Implement the gate process and report progress to the
TOM
Operational improvement CS Transformation KPIs People & culture Next Steps Appendix
Roles and Responsibilities
Executive Sponsor
• Set overall business objectives and actively sponsor the program
• Address key barriers to change and resource issues as needed
Board Member Accountabilities
• Review business cases, approve and fund new transformational initiatives
• Provide input and approval on program roadmap and priorities
• Establish the escalation path for program issues and risks
• Monitor programs through their lifecycle; intervening by exception
• Ensure portfolio risks from critical interdependencies are managed
Working Group Leader
• Design the program plan to most effectively meet the business case
• Provide day-to-day leadership for the program
Working Group Member
• Accountable for successful delivery of their work products (schedule, quality, costs)
• Ensure the TOM Working Group Leader is aware of statuses, issues and risks
• Implement the stage gate process and report progress to the TOM Board
(This group consists of key resources from the Business (Customer Services, IT, etc.) who will
assist in driving the programs forward)
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 Introduction Executive Summary Vision & alignment High-level design Operational improvement CS Transformation KPIs People & culture Next Steps Appendix

Four stage-gates will drive important design and implementation

decisions across the two governance forums

Identify Diagnose Design Deliver Sustain

Identifying initiatives Diagnosing route cause Defining our approach Delivering our solution Making sure the
to pursue and business impact to execution to the business solution sticks

Should we pursue the Do we understand the Should we invest in Should we cycle back to
Decision
initiative? business issue? executing? Design or go to Sustain?

Forum TOM Board TOM Working Group TOM Board TOM Working Group

Frequency Biweekly Ad hoc / weekly Biweekly Ad hoc / weekly

• Alignment with the design • Viability of initiative and its • Defined estimates of • Realized gains and favorable
Success Factors principles return on investment investment required and outcomes
• Appropriate timing with • Impactful long term gains robustness of gains • Entrenched cultural change
other initiatives that align with overall TOM • Feasibility in terms of to continue implementing
strategy timing and budgeting for new/changed process
the CS program • Sustainable at the
operational level

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 Introduction Executive Summary Vision & alignment High-level design Operational improvement CS Transformation KPIs People & culture Next Steps Appendix

How will we measure success?

Contribution to the achievement of the Customer Services Target Operating Model Vision
Effectiveness of the through portfolio management, better governance and process improvement
Target Operating
Model delivery
function Feedback from the Executives on the role and the TOM Team and their contribution to
delivering their strategic objectives

Maturity of the Increased capacity to deliver target operating model initiatives

Target Operating
Model delivery
function
# of ongoing improvements identified and implemented

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