Netforte is a consulting firm that provides business, operational, and IT services to help clients work more efficiently and solve problems. It aims to deliver exceptional customer service above its competitors. The presentation discusses Netforte's vision, history of growth since 2006, strategy of focusing on customer outcomes, services in business consulting, IT, and training, social agenda, and future plans to expand offerings and thought leadership. It promotes Netforte's ability to help clients achieve service excellence and solve challenges of customer satisfaction, employee engagement, and consistent results delivery.

1. Delivering Customer Aligned
Service Excellence
Delivering Customer Excellence in:
• Business & Operational Services
• IT Services
• Thought Leadership & Training
Company Presentation
April 2014
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2. Content
• Vision
• History
• Strategy
• Differentiators
• Services
• Social Agenda
• Future
• Testimonials
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3. Vision
We inspire individuals and organisations to
work more effectively and efficiently, whilst
solving some of the more pressing problems for
the organisation. As a leading supplier of
business, operational and IT change services we
aspire to offer exceptional service levels that
are consistently above those of our
competitors. We believe that the customer
agenda should drive everything we do and are
conscious of our need to offer next practice
solutions as well as the currently accepted “best
in class”.
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Paul Singh, CEO Netforte

4. History
We have training and consulting
clients in 45 countries. We have
delivered more than 300 million GBP
in change benefit for our customers.
Founded in 2006, specialists in
Operational Excellence, Customer
Centricity, international IT services
and outsourcing, with over 130 staff
around the world and an annual
turnover of over 15 Million GBP.
Possessing comprehensive, unique &
highly sought after capabilities has
established us as a major player
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5. 5
0 €
2,000,000 €
4,000,000 €
6,000,000 €
8,000,000 €
10,000,000 €
12,000,000 €
14,000,000 €
16,000,000 €
2011 2012 2013 2014
Revenue and Customers (Euro)
History

6. Traditional Market Leaders 2014
Change Focus Symptom, defect, pain
Move to “cheaper, faster, better”
Point of Failure, Cause of Work
Successful Customer Outcome
Processes Complex and output aligned Appropriately Simple
Every process aligned to customer outcome
Measures of Success Internal and related to problem Corporate and Outcome Success Measures
Customer specific KPIs
Customer/process/employee KPIs aligned
Change Methods Slow, complex, reductionist focus
Foster resistance
Rapid, domain of all, inclusive
People Controlled
Core competency focussed
Empowered & Motivated
Customer Outcome focus
Structure Hierarchy/
Functional
“Command & control”
Team
Influence over power
Systems Prescriptive
Feature/function/technology driven
Adaptive
Process & Outcome driven
Measurement Activities Outcomes
Role of Customer End of chain
Segmented, Outside Organisation
Inclusive i.e. domain of all
Individual, Outcome Focus
Preparing for the Future Extrapolating the past Extending the Customer Experience
Innovation Domain of the “gifted” few
“Hit and Miss” and often no focus
Expanding the Customer Experience
Potentially the domain of all
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7. Training:
• Lean Six Sigma for service
• Advanced BPM methods
• Customer Expectation Management
Thought Leadership
 Research Centre into next practice
approaches
 Developing new advanced BPM,
customer centricity & innovation
methods
 White papers, articles and blogs
 Conferences, seminars and webinars
Training and Thought Leadership
 Driving operational excellence and
continuos improvement initiatives
 Developing customer strategies and
driving through to operational and
process change
 Customer experience management
 BPM and Lean Six Sigma deployments
 Project and programme management
Business and Operational Services
Managed Services
 Integrated functions
 Integrated managed functions
 Outsourcing
Kaizen Services
 Kaizen evaluation & grading system
 Kaizen office
Efficiency Services
 Efficiency base scorecard
 IT efficiency office
 Rapid efficiency assessment
IT Services
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8. Strategy
Key Factors and Elements Characteristics of Service Excellence
Customer Outcome Focus Move every project and process closer to the customer in terms of desired outcome and experience
associated with that outcome. An outcome based approach will always supersede simply “solving the
problem”
Next Practice Deliverables “Core” projects and processes should always consider the implications of Next Practice as part of planning
for “tomorrow”. Best in Class is easily copied and should represent only the start point
Shared Risk & Reward Introduce the concept of shared risk /reward in structuring commercial propositions. Shared project KPI’s to
better fosters the 1 team approach. Move away from activity based (charge by the day) deliverables
Best in Market Expertise Specialist expertise selected, delivering the best possible outcome, not what is just available “on the bench”
Resource Independence Creation of transparent delivery and information framework rather than rely on individual stakeholder or
resource skills. Person reliance threatens resilience and is a significant risk to both partner and customer as
there is a risk of de-stabilisation long term.
Alignment to Vodafone Way Trust, mutual respect and integrity aligned to the Vodafone way is key to team morale and productivity.
Project outcomes are threatened without these supporting core people skills.
Consistent Projectisation of
Assignment
Clearer structures and communication with the appropriate level of supporting detail will help sponsors,
stakeholders and partner resources to work in the most effective manner. Critical to trust.
Transparency and Structure Project Documentation follows a clear structure and format , that stakeholders can quickly navigate and
understand. A document repository should be an agile tool to help stakeholder and customer, not a “sitting
place” for paper and data.
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9. Shared Risk &
Reward
Best in Market
Expertise
Resource
Independence
Alignment to
Vodafone Way
Next Practice
Deliverables
Consistent
Projectisation
Transparency &
Structure
Partners and Customer need to be
much more closely aligned
Differentiators
The problems in today’s corporate world
cannot be solved by adopting traditional
Service Delivery approaches
The scale of opportunity is massive!!
Most companies, even those that have been optimised
many times are sitting on
25% to 50% redundant cost base & missed revenue
opportunities!!
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10. Motivation &
Empowerment
Removing the
barriers
Customer to
Employee
Success
Measures
Rapid & Agile
Approaches to
Process Change
& Deployment
Successful
Customer
Outcomes and
Experience
driving every
process
Aligning to the New Paradigm
STRUCTURED ROLL OUT
Priority Defined by Customer and
Company Outcome
Adaptive VoC and VoE at every step
EMPOWERMENT, MOTIVATION, CAPABILITY
Lean Six Sigma for Service Operation Diagnostics
PROOF OF CONCEPT & RISK MITIGATION
Rapid Training Proof on selected processes
• Enables proactive outcomes, not reactive symptom fixing
• Drives customer centricity strategy
• Aligns directly to the Vodafone way
• Gives ability to scale globally , whilst mitigating risks
• Extends employee capability and innovation
• Focused on “Right First Time”
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11. Social Agenda
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Economic
•Business Excellence
•Risk Management &
Mitigation
•Customer Outcome &
Satisfaction
•Governance & Compliance
Social
•Training & Development
•Integration
•Empowerment
•Motivation
•Health & Safety
•Rewarding work environment
Environmental
•Support clients with their
environmental targets
•Environmental conscious
behaviour
•Reducing unnecessary
consumption
Economic
Social
Environmental

12. Future
Perspective
1. Further invest in building a lean operating
organisation to maximise value to customers
2. Invest in social initiatives for the betterment of
the larger community
3. Contribute to seminars and conferences with
thought leadership ideas
4. Build internal expertise in new generation
ideas
INTERNAL PERSPECTIVE
1. Close collaboration with customers to obtain best
resources required for required project roles
2. Continued focus on selecting best in market rather
than what is available on the bench
3. Cross training most important resources in new
initiatives
4. Reward key contributors well to ensure long term
loyalty to company
PEOPLE
1. Product and Software acquisition
2. New innovation approaches
3. Gradually increase scope of new services in line
with customer appetite
4. Review extending the Netforte brand to take
advantage of new opportunities in other
markets
NEW INITIATIVES
Future
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1. Build service portfolio in line with customers most
significant problems/opportunities
2. Invest further in thought leadership around next
practice approaches
3. Build Proof of concept initiatives to test new
propositions with rapid deployment model
4. Invest in partnerships so we can serve customers well
even if outside core competency
5. Build thought leadership communications channels ie
blogs, articles and papers relating to experiences,
new initiatives in market
CUSTOMER PERSPECTIVE

13. Creating Service Excellence
Netforte helping you create a Service Excellence Partnership,
delivering customer outcomes that consistently satisfy or
exceed expectations.
A Service Delivery Framework that is transparent, repeatable,
easy to follow and resource independent.
This focus will help you solve the
3 biggest challenges facing organisations today:
• Customer Satisfaction
• Stakeholder/Employee Engagement & Commitment
• The consistent delivery of exceptional results
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