in collaboration with

Project 21 – Delivering a BetterExperience for Customers andEmployees AlikeCapgemini helps Vodafone to achieve greatly improved

customer experience and operational excellence with

potential savings in millions

eliminate, in one determined effort,both customer impacting and internal“points of pain”.

These points of pain had developedover time. As with many mobileoperators, EBU’s fast growth hadcreated processes and practices thatwere not optimal. Furthermore, EBUwas faced with the task ofstandardizing processes across theUnit as a result of the internal merger.

The SolutionTo this end, EBU launched Project 21,a major nine-month processimprovement program. Aimed atfundamentally improving back-office efficiency, whilesimultaneously creatingconsistent,

The SituationThe Enterprise Business Unit (EBU) atVodafone UK is a leading provider ofmobile telephony services to theBusiness Sector in the UK. The unitwas formed in 2004 by merging thecorporate, business and indirectbusinesses.

Operating in a highly competitivemarketplace, EBU recognized theimportance of delivering world classcustomer experience, and the centralrole that satisfied employees play inthis respect.

To maintain its success, EBUunderstood that it could not afford tostick with the status quo or simplytake disjointed actions that wouldonly marginally improve customersatisfaction. The management teamseized upon the challengeto

We’re probably goingto deliver about £15

million worth of benefits,but more importantly, our

customer and employeesatisfaction scores have

improved and that’sabsolutely fantastic.

Kyle WhitehillDirector, Enterprise Business Unit

Vodafone Limited

“

”

The ResultVodafone is delighted with earlyresults that have generated quantifiedfinancial benefits in the order of £15million over three years. This alone isa tremendous return on theirinvestment.

More importantly, however, Project 21delivered increases in both EBU’semployee and customer satisfactionscores. This in turn is expected totranslate into stronger, more profitablecustomer relationships.

Furthermore, the project instilled aculture of continuous processimprovement, with quality of service awatchword going forward.

high-quality customer-to-employeeinteractions, the approach wasdesigned to remove variability fromoperations and to ensure a positiveand consistent employee andcustomer experience.

As EBU’s core strategic initiative, theprogram received Senior Executivesponsorship and resources to matchits priority status.

Keen to own the project, the solutionand its implementation, butrecognizing the need for project andchange management support,Vodafone partnered with Capgeminiand a joint team was established. Theremit for the team—to improve andstandardize processes across EBU andembed a culture of continuousimprovement.

The promise of a successful projectwas clear: improved employee andcustomer experience would lead toenhanced customer satisfaction, morecustomer facing selling opportunities,boosted customer retention andimproved profit performance.

“I have worked with Capgeminibefore and they take a reallycollaborative approach, so I justknew from the start that wewere going to work really welltogether”

Liz Kendall-Jones

Head of Enterprise Operations

Vodafone Limited

How Vodafone UK andCapgemini Worked TogetherVodafone, the world’s largest mobiletelecommunications companydelivering an extensive range ofservices to almost 155 millioncustomers, enjoys a reputation forinnovation and operational excellence.

Faced with inconsistent and inefficientprocesses as a legacy of sustainedgrowth, Capgemini was invited topartner with EBU to deliver Project21, the central pillar of EBU’s strategicplan.

With its unique approach and astrong track record of successfuldelivery in similar projects,Capgemini’s role was to provideproject management and consultingsupport, central to which were anumber of founding principles:

• Collaboration

• Data driven approach

• Tangible benefits realization

• Sustainable change.

CollaborationThree elements set the tone forcollaboration.

Firstly, Capgemini established a jointteam with clear roles andresponsibilities, comprisingImplementation Managers and Six-Sigma Black Belts from Vodafonesupported by experienced Project andChange Managers from Capgemini.

Acting as sources of knowledge andchampions for change,Implementation Managers and BlackBelts were seconded from variousparts of the business on the basis oftheir experience and networks as wellas their ability to analyze problemsand implement solutions. Strongconnections with various parts of theorganization helped them to engagesupport and encourage vital buy-in toproposed changes.

Capgemini consultants worked closelywith Implementation Managers andBlack Belts, taking on full projectmanagement responsibility andmanaging the change initiative,ensuring that the business was readyfor changes to be implemented. Inaddition, Capgemini consultantsprovided training, coaching,facilitation and support along theway..

The second element that was core tothe collaborative approach was tosecure strong executive sponsorship.Key executives from Vodafone wereengaged as “Process Owners”, both todemonstrate commitment to theproject and to ensure quick andeffective resolution of issues. ProcessOwners were responsible for ensuringconsistency across the end-to-endprocess, signing off all implementationplans and resolving policy issues.

Lastly, the wider organization wasinvolved in process design andimplementation. Close collaborationwith stakeholders across EBU helpedto establish a shared understanding ofissues, achieve consensus and createbuy-in and ownership of the changes.

As a consequence, Vodafone enjoyeddedication, professionalism and strongcommitment to change from EBUemployees.

Data Driven ApproachCapgemini aligned their methodologyto the Six Sigma approach adopted byVodafone, allowing the project team towork with familiar approaches.

Key to success was the focus oncapturing the voice of the customer aswell as that of the employee, andadopting a data driven approach tocollect, measure, analyze and act ondata to understand the root causes ofissues rather than to deal simply withthe symptoms.

The project team actively sought theviews of customers and employeesalike, encouraging their participationin various forums, surveys, workshopsand new process trials. Some majorthemes emerged in areas likecommunication, billing, delivery andquery resolution, with over 40 “pointsof pain” identified.

The team drew up a framework toprioritize these points of pain in orderto focus on those offering best value.Initiatives were classified as either“Gold”, “Silver” or “Bronze” to reflecttheir relative importance.

Some of the key initiatives centred onimproving customer facing processessuch as the:

• Handset Replacement process

• Account Set-Up process (inparticular, reducing the number oferrors on customer first invoices).

Capgemini introduced new tools andtemplates to facilitate data collectionand analysis, and delivered trainingon team problem-solving to helppeople use the data to generate ideasfor process improvements.

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the way we do it

© 2006 Capgemini. No part of this document may be modified, deleted or expanded by anyprocess or means without prior written permission from Capgemini.

Capgemini UK Telecom, Media & EntertainmentConsulting ServicesTransformation Consulting

In collaboration with

Approved byKyle Whitehill, Director, EnterpriseBusiness Unit, Vodafone LimitedAri Iso-Rautio, Account Executive,Capgemini

About Capgemini and the Collaborative Business Experience

Capgemini, one of the world’s foremost

providers of Consulting, Technology and Outsourcing services, has a uniqueway of working with its clients, called the Collaborative Business Experience.

Backed by over three decades of industryand service experience, the CollaborativeBusiness Experience is designed to help our clients achieve better, faster,more sustainable results through seamless access to our network of world-leading technology partners and

collaboration-focused methods and tools.Through commitment to mutual successand the achievement of tangible value, we help businesses implement growthstrategies, leverage technology, and thrivethrough the power of collaboration.

Capgemini employs approximately 61,000 people worldwide and reported 2005 global revenues of 6.954 billioneuros.

More information about our services, offices and research is available atwww.capgemini.com

Quantifying and tracking expectedfinancial and non-financial resultsacted as a tool to help realize thebenefits themselves, by focusingattention on discrepancies and closingany gaps.

Sustainable ChangeBeyond improving processes, the goalof Project 21 was to develop andembed new capabilities and improveways of working within the EBU.

Measurement, analysis and controlsystems were put in place to monitorongoing performance after projectshad been implemented. These helpedto control and reduce error rates.

Projects were only concluded aftersuccessful transition to Business AsUsual according to a clear transfer

Tangible Benefits RealizationBetween 30-40 per cent of businesschange projects fail to returninvestment from targeted benefits.

With tangible evidence already ofimproved employee and customersatisfaction scores, and with thepotential to deliver about £15 millionworth of benefits, Kyle Whitehill,Director of EBU, was delighted withwhat he felt was a “tremendous returnon investment”.

Benefits realization is core toCapgemini’s approach. A system totrack benefits was introduced toensure that all initiatives had acompelling case for investment andwere progressed and tracked.

Clear performance indicators tomeasure the success of the initiativeswere established, and any identifiedsavings were signed off bystakeholders and embedded intobudgets.

The benefits tracking system alsoensured that any tangible results andquick wins along the way werecommunicated internally. The keyinitiatives already mentionedannounced the following excellentresults, helping to build credibility,enhance motivation and instill aresults-oriented culture:

• The Handset Replacementimprovement program reduced repeatcall volumes by between 15 – 20 percent, and delivered 100 per centquality checking on all devices.

• The Account Set-Up initiativereduced the processing time perconnection by 40 minutes andsignificantly reduced errors whensetting up Accounts.

plan. Project 21 addressed capabilitygaps with relevant support andtraining.

In just nine months, Capgeminiassisted Vodafone not only to deliverstrong financial benefits, but also tobring long lasting improvements tothe employee and customerexperience.

Capgemini developed its ownknowledge transfer plan, handingresponsibility to a permanent teamthat it helped establish. Tasked withpushing the service envelope furtherstill, the new team continues toimprove processes, embed newcapabilities, and drive a culture ofcontinuous improvement within theEBU.