Case: ISS - Measured and Mangaged Innovation
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Transcript of Case: ISS - Measured and Mangaged Innovation
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ISS Iceland Presentation at the MMI final
conference in Stockholm04.12.2012
Gudmundur GudmundssonCEO - ISS Iceland
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ISS Global Vision
We are going to be the world’s
greatest service organisation
Lead the industry by offering best-in-class single
services and integrated facility services (IFS).
Lead locally with leading positions in all established markets and the ambition to quickly achieve this position in new markets.
Lead globally with presence in all main regions and countries.
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ISS World – 53 countries
ISS A/S – The ISS GroupHQ in Denmark
T/O 77,6 bDKK in 2011
Number of employees ca. 535.000
4th largest private employer in the world
Knowledge sharing and technical benchmark
ISS University / ISS Academy
ISS Ísland ehf. – Our geographical footprint
ISS Ísland operates offices in
Reykjavík and on Akureyri.
Total around 800 employees
T/O for 2011
3 billion ISK.
Neskaupsstaður
Akureyri
Höfuðborgarsvæðið
Akranes
Vestmannaeyjar
Hella
Sauðárkrókur
Dalvík
Selfoss
Eskifjörður
Höfn
Húsavík
ReykjanesbærHvolsvöllurSandgerði
Reyðarfjörður
Ísafjörður
Egilsstaðir
Stykkishólmur
Borgarnes
ÞorlákshöfnISS Iceland is
in 2011 # 128 of the largest companies in Iceland in T/O and #
34 in employees
Blönduós
Siglufjörður
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Our Values and Leadership Principles
LeadershipEach level of our organisation must fully grasp and embody the ISS Values in order to pass them on to the next level– this will require leadership
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Our service model
Improvement in each service area
Efficiency and service excellenceA
Synergies between customers
Know-how and Best PracticeC
Synergies between service areas
Defining roles and cooperation B
Back Office Synergies
Management and coordinatingD
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Innovation…..
…an evolution of our business model – a revolution in thinking and working
What does innovation means to us and why is it important for ISS ?
• Serving our customers better than our competitors
• To be ahead and to differentiate on the market
• To run a profitable business
Competitive analysis
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Main Industry competition dimensions• Solution• Customer need• Process• Management
ISS Radar Results
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Product(WHAT)
Platform
Solution
Customer Need(WHO)
CustomerExperience
Communication
Process(HOW)
ValueCapture
Management
Supply Chain(RELATIONSHIP)
Channel
Partnership 7
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5
3
5
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Main focus areas• Product• Solution• Customer need• Process• Management
Service area : Property Services
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Main takeaways from case exercise in DD session 2. Product chosen: Property services.
Innovation Dimension
Lesson
1) Solution • This product fits very well for many target customers. • ISS still lacks systematic thinking on how to apply solution concept to market. • Good discussion on opportunities for augmenting the concept with complimentary services.
2) CustomerNeed
• Product fits both existing and new customer. • Market research needs to prioritize customer according to expected contribution for ISS.
3) Customer experience
• New target group also possible, large companies operating in real estate, often owned by the banks and funds. • Need new ways in attracking this group of customers.
4) Communi-cation
• Need concept for attention for this product.• Marketing division to come up with a plan.
ISS - Iceland, Property Services – action plan for selected innovation dimensions. NICE / MMI Project
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Selected Innovation Dimension
1. Innovation vision for this dimension
2. Goals 3. Milestones 4. Suited Actions 5. Lead manager or department
Solution Total “one stop shopping” solution for Real Estate Owners and investors offering flexible operating model and high service level within the building
To lead the market by market share and differentiating by service offerings
10 new contracts per next 12 months and 10 new customers for the next 2 years
Sales effort, sales material, knowledge build-up, educate the market, lead the professional discussion
Property Service manager
Customer need A professional solution to operate an investment and preserve a short and long term value for the investor
Adjust the solution to customer needs and to get references supporting the solution
Examining customer needs and implementing solutions
Meetings with customers and potential customers, participating in conferences and seminars
Business Development and Property Service manager
Customer experience
Investment in Facilities becomes an option due to a “hassle free” solution from ISS, preserving short and long term value for the investor
Educate the market and to get customer references supporting the solution
In the end of 2012 we have a reference which can be used
Adjust the solution to customer needs and expectations to ensure positive experienceMeasure the experience
Business Development and Property Service manager + Marketing
Communication Offer a on-line internal web solution for a “real-time” information flow to the customerUse Facebook, Twitter etc. for individual and group information sharing and discussions
Implement next 12 months a ISS solution for both technical and communication system
After 6 months the system should be in test phase
Get assistance from ISS Nordic, either or both by getting experts over and sending ours abroad
Business Development and Property Service manager + Marketing
Reflections on the MMI programme...
ISS Global sets rules to follow in strategic development, is more oriented on global and local alignment on service excellence in decided service areas and not so strong on innovation dimensions as the IR/MMI programme.
The strength of the MMI programme is the quantification of the 12 dimensions through the Radar, and the concept of developing the action plan.
The IR/MMI concept is a comprehensive system and has helped the management team to get a holistic view on innovation and understand that innovation is a part of all dimensions in running the company.
Mapping the competition and analysing it with the tool was very useful
Fits well to use within our current Strategy Process.
Advantage of IR/MMI also that it involves participants “formally” (questions) and allows them to be anonymous.
Would have liked to move to DD3 (Vision, Goals, Action Plan) immediately after DD1.
Is an “eye opener” to importance and potential innovation areas
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Strategic ambition of ISS Iceland
The strategic ambition of ISS Iceland is to;
Lead FS market locally
Protect the bottom line and
To be alert for new opportunities and innovation to ensure growth.
Single service excellence is priority #1, but ISS Iceland will strive for further developing its service offerings, aiming at Catering, Property Service and tailor made solutions for chosen sectors, with profitability as a guiding light.
Mange tak !