Monday, January 9, 2017

Demonetization @India: A Case For Collapse Of Service Management

Demonetization in India has taken people like a storm whether one horded the declared illegal currencies or not. Only the impact has been different. The hoarders have been facing the challenge to get their illegal wealth or black money converted while others are struggling to convert, deposit and withdraw their legally earned money.
I found this to be a very interesting case of a complete collapse of service management. In this blog I am going to cover the very basics concepts of Service Management that were ignored.
For an analogy let us consider a global business enterprise having presence in numerous location within multiple countries globally. Assume that the Managing Director or head of the conglomerate (consider a banking group) takes a decision without consulting anyone. The decision is that within next 12 hours the existing vendors, to whom their IT services including data centre is outsourced to, will be replaced by his/her preferred vendor. So there is no transition time available. What will happen to the customers of this banking group? What will happen to functioning of various business units?
The result of such a decision is obvious – devastation for this banking group; their stock value in no time would be 0. Thus, such a decision would lead to winding of the entire group’s operation.
The scenario in India is somewhat similar – the only difference being that instead of a group of companies it is the Government of India (GoI). In my analogy, the group is listed in a stock exchange and the pain to its customers have an immediate direct impact. In India, the situation is slightly different with GoI being able to manage people’s perception by bringing in nationalistic feelings; But the reality does not evade for long. They have more time to turnaround the decision to show the benefit than our analogy. Unfortunately, this granted time is not everlasting, once the stock value for the government (i.e. the people of India who are supporting this decision as of now and their patience as well as belief in Government) starts to fade, the result for the government could be utter devastation; the other stock value for the government is reflected by the economic health of the country, which for the next couple of quarters is going to take a dive and will directly reflect on Sensex and Nifty, the Indian stock exchanges.
The above para links directly to Strategy Management For Services – What is the value this decision would provide to people of India – Already we have seen the GoI’s claim on value creation has undergone quite a few changes. Thus, despite approx. 2 month I am not able to get the answer to my question ‘what is the value creation from this service?’
Before we dive further let us structure our assumption for the case:
1.       Stakeholders:
a.       GoI - the holding company that controls the majority stake in a believed independent organization RBI (Reservice Bank Of India) and having Income Tax Department as a key internal supplier for driving compliance
b.       RBI – the company that owns the service and facilitates it through its sales partners
c.       Sales Partners - Banks
d.       Customer – The income tax payers of India, payers of service tax and other taxes for related banking operations
e.       User – The people who uses the banking services for currency withdrawal, deposits, payments and transfer
f.        Suppliers – Both internal and external suppliers involved in the overall service provisioning:
·         Supplier for RBI – Printing press, printing ink providers, currency paper provider, logistics and transportation service providers, IT service providers, etc.
·         Supplier for Banks – Business units providing staff for banking operations, suppliers for support staffs, IT service providers, ATM machine - maintenance & support service providers, services providers who load the currency in ATMs, logistics and transportation service providers, etc.
g.       Key resources related to service provisioning: Staff, paper, vehicle and IT systems & applications
2.       Service:
a.       Primary Business Service: RBI provides a Service “money” to people of India through its various partner channels – Banks. This service constitutes of various service packages based on the denomination of the currency. It gets these currencies printed and sends it to banks. Various suppliers, internal or external, are involved in moving the currencies from the printing press to the banks. Banks then decides the ratio in which they would want to distribute the received stock of the currencies to its various branches and ATMs. Again, it too needs to rely on multiple suppliers.
b.       Secondary Business Services: Primary Business Service – ‘Money’ constitutes the core service on which the following Banking services are based on:
                                                               i.      Money Withdrawals:  ATM cash withdrawal and cash over counter
                                                             ii.      Money Exchange: Exchange of demonetized currencies over the counter
                                                           iii.      Money Deposits: Deposits over the counter or through deposit machines and/or ATMs
                                                           iv.      Money Payments: Point of Sales (Credits/Debit card payment), Online payments, payment through online transfers and Bank’s eWallet
                                                             v.      Money Transfers - Online inter/intra bank transfers
                                                           vi.      Others
3.       Change to the Service: GoI’s decision to demonetize 500 and 1000 denomination currency and replace them with new 500 and 2000 ones; Secondary services are impacted as the constituent ones are changed

Strategy Management for Services:
To understand the value creation from the change, we need to understand the Utility & Warranty for the same.
Utility:
1.       Performance is associated with the performance of the tasks related to the desired outcomes. So, let us see what the desired outcomes of demonetization was and way it itself underwent a change:
a.       End to black money: This was one of the initially projected outcomes. GoI projected that black money would not come back to the system and will eventually lead to de-burdening RBI – This outcome has not been realized as more that 97% of the demonetized currency has come back to the system.
b.       End to fake currency: This was another initially projected outcome. This seems to be realized to a significant extent.  Only thing to be seen is what percentage of fake currency has been accepted in banks by mistake. One of the key attributes of the new denomination has been the extremely less probability of it getting duplicated. But already fake currencies of the new denomination has started surfacing and agencies are trying to investigate the same.
c.       End to corruption: This was another initially projected outcome. Initially it did curb corruption since money was not there in the system. Eventually instead of eliminating corruption, it has given another opportunity to many individuals to build black money. Tax inspectors have got an opportunity to earn in return for giving clearance to tax evaders; Bankers and many others have taken commission to convert black into white; etc.
Only hope that remains here is that with digital economy the corruption would reduce. This realization can be evident only in a longer run. Another, potential gain would be in terms of income tax and indirect taxes. These could be major gains for this initiative. This again would be evident only in next few quarters but degree of realization and attributing it to such a gain would be extremely difficult to quantify and would always be questionable.
d.       Making India a digital economy: Initially this was not one of the expected outcomes. But as digital payments surged and benefits from projected outcomes diminishing, GoI started projecting it as an expected outcome. Significant push has been made to promote this (probably as a face saving gesture). There is a significant surge in digital transactions, but coming quarters would tell if this would sustain. Primary reason for this surge is lack of liquidity in the market.
2.       Undesired outcomes:
a.       Pain to customer and end users: Businesses and people have faced significant difficulty in withdrawing their hard-earned money. Many sectors and villages are far from having the capability to be digital and this has had a major impact.
b.       Economy is affected and this is going to reflect in GDP as well as IIP besides the stock values of various companies in coming weeks. Banks’ credit business has taken a hit; Manufacturing is affected due to poor demand and in many cases production is impacted as multitude of things were based on cash economy; etc.

3.       Are there any constraints removed due to this change? Yes, a higher denomination currency is introduced thus the need for the same is addressed. But at the same time a new constraint of unavailability of 1000 denomination is introduced besides the liquidity of lower denomination notes which is critical for using the higher one.
Thus, I am of the perspective that the change in service overall does have some utility but not a considerable one; Most of the desired outcomes are not achieved or offsets have happened due to undesired outcomes.
Warranty:
1.       Available when required? – So far availability of the changed service is an area of concern since it has not been available enough since:
a.       Replacement currencies are unavailable to the bank
b.       Withdrawals are restricted
c.       Though ATM recalibration is complete to certain extent but this was not well planned for
d.       Availability of the currency in the ATM
Though the availability situation has improved, but overall the answer to this remains as “NO”.
2.       Can handle the required load (capacity) – The systems still do not have the sufficient capacity to address the needs of the users:
a.       Sufficient new currency is not available to the banks
b.       Printing press do not have the capacity to meet the demand and no stock was planned for (printed) based on the demand that would come-up post demonetization
c.       Insufficient capacity to route the currency stock to banks, to bank’s branches and fill the ATMs
My answer to this question remains as “NO”.
3.       Continuity issues addressed? – There was no continuity of services post demonetization; Users have suffered considerably.
My answer to this question is “NO”.
4.       Security requirements addressed? – There is no direct security implication to the changed service. But the push for the outcome for digitization has some security concerns as host of people who have moved to digitization are not conscious or aware of the security implications that their device may expose them to. In a country where netizens are victims of many online frauds, exposing them (and many who have never even tried internet banking) to digital world directly (without any sort of awareness campaign) is a risky proposition.
My answer is “MAYBE” (since depending on the perspective the answer would be different)
Thus, I am of the perspective that the change in service does not provide the desired warranty and more so most of the warranty parameters are -ve.
Value Creation – Thus, the changed service has not created any value for the customers/users (citizens).
Nationalist feeling is the only thing which has created the perceived value till now; only time will tell whether the perceived value becomes a real value (utility and warranty is achieved) or the patience of the customers and users gives away.
Demand Management: Demand management has completely failed. The extent of impact of demonetization on demand is well beyond RBI and the banks. Following are some of the key demands that went unaddressed:
1.       Demand for new currency notes
2.       Demand for printing paper
3.       Demand for ink (for printing currency notes)
4.       Demand for ink (for marking on fingers) – temporary as the decision to mark the fingers was rolled back but it did trigger some corrective measures by the concerned manufacturing company
5.       Demand for logistics & manpower related to transporting notes from printing press to RBI
6.       Demand for logistics & manpower related to transporting notes from RBI to Banks
7.       Demand for logistics & manpower related to transporting notes from Banks to their Branches
8.       Demand for logistics & manpower related to calibrating ATM machines
9.       Demand for logistics & manpower related to loading ATM machines
10.   Demand for human resources at bank’s branches to:
a.       Exchange demonetized currency notes
b.       Deposit demonetized currency notes
c.       Teller counter (currency withdrawal)
11.   Demand for new POS machines
12.   Demand for bandwidth:
a.       Telecom providers for POS transaction
b.       App/infra layers of banks to handle quantum of transactions – Transfer to eWallets; Transfer to other accounts, POS transaction and online transactions
c.       App/infra layers of eWallet companies to handle quantum of eWallet transactions
d.       Telecom providers’ data bandwidth for eWallet transaction
Since the change came as a major surprise for the stakeholders, they were not prepared to handle the surge in demand. There was no time to take any demand management related corrective actions or have the forecast/inputs for capacity management to manage the capacity specific demands. This thus also led to the failure of Capacity Management process as well as Availability Management process. All aspects related to having the services available was missed, resulting in a significant downtime for the service.
The situation became a self-created disaster with no Service Continuity Management process in place to handle the same. The service levels gave way to the ones that never existed. Timelines were committed to the customers but never really achieved. Normalized services still elude them.
Change Management and Release & Deployment Mgmt: All fundamentals of the two processes were completely forgotten. Even in case of strategic changes concerned stakeholders are involved to ensure that the release and hence the change is successful. But unfortunately, GoI and RBI completely forgot the key to a successful change –concerned teams including its suppliers/partners and ones that supports the entire value chain enabling constituting and delivering the service.
Since the entire approach was reactive, the proactive part to eliminate incidents and to create the proactive service delivery environment has been completely overlooked so far.
Thus, I see demonetization as a classic example of complete collapse of the principles of service management.
Note: Concepts of ITIL® has been extrapolated to Service Management. 

Thursday, December 24, 2015

The Story of 'Making SIAM Work - Adopting Service Integration And Management For Your Business

Service Integration And Management (SIAM) is unfortunately being used to replace ITIL® by many ITIL® practitioners. Many of them are packaging ITIL® or some of its processes as SIAM. It is unfortunate that people do not want to understand what SIAM is and try to position it in a way they want to in front of their customers. 

Some see SIAM as multi vendor or multi supplier management while many see SIAM as an approach to Major Incident Management in multi vendor environment. Does SIAM really stand for these adoptions or is it something more is what has been troubles many other practitioners whom I have come across?
These are some of the common questions that has been put forth:
Q. If SIAM is about managing multiple suppliers, what is Supplier Management process of ITIL® meant for?
Q, If SIAM is about managing major incidents in multi vendor or multi supplier environment then what is the purpose of Major Incident Management sub process within Incident Management process of ITIL®?
Q. If SIAM is about managing service levels in multi vendor or multi supplier environment then what is the purpose of Service Level Management process of ITIL®?
...the questions like these goes on...
These very questions had trouble me and Rakesh Kumar  approximately 3 years back. We were concerned why we need a new approach like SIAM when already these fundamental aspects are addressed  by ITIL®. More specific to addressing integration of multiple suppliers concepts like MSI (Multi Supplier Integration) and SMI (Service Management Integration) was already available.
  • Business services
  • Consolidation of business and IT services
  • Integration of services to deliver THE business service
  • Enable plug-n-play type of scenario for supplier services
  • Enable consolidation/deconsolidation of services (Business as well as IT) along with the underlying supporting components during mergers & acquisitions or demergers & spin-offs
  • Manage assets in the digital age addressing the need of multiple sourcing options that organizations has
  • Manage knowledge spread across suppliers and ensuring that the same is retained with the business
  • Enable effective evaluation of value that SIAM brings


So SIAM has to be something different. We tried to understand the reasons that triggered the need of SIAM starting with the observations from various research papers, OGC 's committee's report or initial concept outline on Service Integration and Management (SIAM) and the likes.

All of these led to creation of multiple models, discussions, brainstorming, chucking out one model after another and eventually post multiple iterations we finalized the Fluid-Pump Model. Now, was the time to test the model. Unfortunately a model for concept like SIAM will take years for successful testing in its entirety. This troubled us. How do we do it? We decided to split it into smaller modules and test the pieces across different engagements or customers. These led to further iterations and eventually the model took its final shape that it currently is in. 

We saw SIAM as a future approach or framework for Service Management and not simply IT Service Management. Some call this as Enterprise Service Management or Business Service Management. We call it Service Management in its purest sense. This is precisely what the businesses want and have started asking from its service providers.

SIAM has to enable:
... and many more.

This is what differentiates SIAM from other things that people confuse SIAM with.

Our book Making SIAM Work - Adopting Service Integration and Management addresses precisely the above points and that too not in theory. It provides a step by step guidance that can be used to adopt the model to an organizations specific needs. It provides the guidance for creating the organization for SIAM and then provides the steps that be used to adopt or tweak the governance structure as per the needs of the organization. We understand that SIAM cannot have one model fit all. Thus, the book addresses the need to design your SIAM organization based on the Fluid-Pump model (a mechanical analogy) that fits really well for SIAM. It provides templates that can readily used. We have done it all to make it practical and readily usable. 

It also provides the outline of processes that would enable SIAM besides the ones that can extrapolated or adopted from ITIL® along with the information systems that would enable SIAM. 

Book, next in the series will provide the SIAM process framework.