Edward Clarenbach (Walraven)

1. Becoming a Digital Master
And the added Value of TOPdesk in achieving this goal
Edward Clarenbach 31th October 2018

2. Agenda
 Short Introduction
 The company I work for
 The person I am
 The digitalisation of our world
 The challenge our company is facing
 The journey to achieve our goal
 The role of TOPdesk during this digital journey

3. Short Introduction

4. Since 1942
 Family Company
 Founded in 1942 in
Mijdrecht (NL)
 Founder Jan van Walraven
was plumber
 Shortage of pipe clamps
after 2nd World War
 “Then we’ll make them
ourselves”

5. Walraven is serving customers worldwide

6. Our Philosophy
 A multinational with a heart
 Our Mission is to ensure the
future of our next
generation
 Our Values - Reliable, No-
nonsense, Committed,
Inventive and
Entrepreneurial - contribute
to this mission
 As a sustainable company
we are part of our society
and contribute to its welfare

7. Edward Clarenbach
 Working for 5 years at
Walraven
 Master in Mechanical &
Control Engineering –
University of Delft
 Living in Gouda – The
Netherlands

8. My Philosophy

9. My Vision

10. The Digital Reality

11. The Digital Reality

12. The Digital Reality

13. The Digital Reality

14. The Digital Reality

15. Digitalisation
Source: PWC

16. Our Challenge

17. Our Challenge is to prevent becoming a dinosaur

18. And to become a Digital Master in our Industry
Digital Master
Digital
Operator
Digital
Connector
Digital
Dinosaur
DigitalCustomerExperience(DCX)
Digital Operational Excellence (DOX)
Source: Forrester Research

19. Our products, knowledge and services are just as
important to our customers in digital form as
they are in physical form

20. Our Journey

21. 2019
PLATEAU
2020
PLATEAU
2021
PLATEAU
2022
PLATEAU
Our Journey

22. 2022
ORGANISATION
PROCESSES
HUMANS, CULTURE
TECHNOLOGY, DATA
Standardised
KPIs
One Europe!
Harmonised Standardised
Knowledge
Financial
Stability
Digital
connectedAutomated
The
Best People
Flexible
Our Pillars during the Journey

23. Our Journey Plan: Business IT Fusion Program
 In order to fulfill the strategic Walraven goals it is a must to transform the current information
environment – which is now slowing down the growth ambitions of Walraven – into such an
agile digital environment that it will function as an accelerator for further growth

24. Why do we need this?Principal
Standardisation1
We believe that we need to improve our operations to a level which
enables us to do what we are really good at: making best in class
installation systems with the highest possible degree in customer service.
Scalability
and Agility2
Sales Growth and the turnover objective mean that we will have to grow
significantly.
Reduction of
Complexity3
We have a lot of aspects to deal with on our digital journey. We have set
ambitious objectives on six strategic pillars. Besides, we are restructuring
our company and our processes so we can become a truly global
organization and a top player in the global installation market.
Design under
Architecture4
Design under architecture means that we apply principles and guidelines
to new initiatives to ensure adherence to the three guiding principles above
and more detailed guidelines. Design under architecture is prerequisite to
successful information systems which add value.
Project
based working5
Design under architecture cannot happen without project based working.
Project based working ensures that resources are focused to what matters
most, ensuring business justification and focus to benefit realisation.
Monitor & Control
PDCA6
Infromation Systems which are delivered should be managed properly.
This can only be done by implementing appropriate monitoring and control
processes and high quality IT services based on SLAs.
For this, we must change our way of working
Our Direction: The Journey Guiding Principles

25. ... Including Guiding Principles for every Business Discipline
Products fit the European Product Strategy
and
Products are Verified and Valid

26. Our Approach: Setting up ‘domain model’
Product Development Project Engineering (Product) Marketing
Sales
HRM BI & Business Services
Customer Experience / External Integration
IT Infra
SystemsorRecordInfraDiffInnov
Product Management Operations
Digital Workspace

27. Each domain has its own Rhythm
Product Development Project Engineering (Product) Marketing
Sales
HRM BI & Business Services
Customer Experience / External Integration
IT Infra
SystemsorRecordInfraDiffInnov
Product Management Operations
Digital Workspace

28. We envisage a ‘core’ application per domain
Product Development Project Engineering (Product) Marketing
Sales
Digital Workspace HRM BI & Business Services
Customer Experience / External Integration
IT Infra
SystemsorRecordInfraDiffInnov
O365 HR BI
CRMERPPDM
Product Management Operations
PIMPCFCAD
Apps Web ...
CloudDC DC

29. Our Journey Participants: We can’t do it alone
Quality
Institute
Installer
Project
Office
Walraven
Installer
Whole
saler
Whole
saler
Compet-
itorStudents
Compet-
itor
Compet-
itor
New
Startup
Business
Partner
Architect
Project
Con
sultantOwner
Regu-
lator
University
/College
Suppliers
Data
Pools

30. 30
Change Business As Usual
Business
Process Owner
Business
Process Manager
Project Manager
Business Process
Coordinator
IT Infra
Architect
User
Application / Technical
Manager
Quality
assurance
Tactical
Operational
Strategic
Business IT
BP&I incl IT
Business
This model is based on the Amsterdam Information Model (9 Cells
Model of Rik Maes) and COBIT 5 IT Governance Framework
Local Process
Expert
Service
Desk
Eur/GlobalfocusLocalfocus
Service
Desk
User
IT Infra
Architect
Business Process
Coordinator
Local Process
Expert
Business
Process Manager
Application / Technical
Manager
Quality
assurance
Tactical
Operational
Strategic
Business IT
Manager
BP&I
Enterprise
Architect
Eur/GlobalfocusLocalfocus
Manager BP&I
Enterprise
Architect
Our Journey Governance
Business
Process Owner

31. Added Value TOPdesk

32. Added Value #1: As part of the Transformation
The implementation of TOPdesk SaaS by TOPdesk Consulting
 Old situation:
 Every call = incident
 Reactive
 Best effort
 No process
 Unsatisfied customers
 Local support only or no local support at all
 Question: How to get 1 Service Desk for Europe based on best practices
 Processes  ITIL
 Tooling  TOPdesk
 Skills  Soft: Communication, Customer focused
 Management  Project management, team leader Europe a.i.

33. Added Value #2: During Business as Usual
TOPdesk as Tool: E.g. KPI Performance Quality
 Service Desk:
 687 Calls in September 2018 (vs 724 in Aug 2018 and vs 550 in Sep 2017)
 User Satisfaction:
99.3 % (very) satisfied (99.5% in August 2018)

34. Added Value #3:
TOPdesk supporting our Digital Transformation
Aug 2017 vs 2018
Next to IT, TOPdesk is being used by:
 Finance
 HRM
 Operations (Asset Management)
 CAD Department
 Marketing
 Facility Management
 QA under investigation (Complaint
Management)
Hence, TOPdesk is being used more (35%
growth) whilst:
 Amount of open calls remains stable
between 50 and 60
 User satisfaction is again higher than in
2017 (99.3% 2018 versus 97.5%)

35. TOPdesk on Tour 2018
Working towards better collaboration