1. Client Compass
Krishnakumar Iyer
MindIT Learning Pvt. Ltd.
www.mindit.co.in
1

2. MindIT Offerings enables Efficiency and Effectiveness across
Acquisition, Transition and Expansion.
Organization
ACQUISITION TRANSITION EXPANSION
MindIT
Pre-Sales & Bid Management Business Analysis
Education
Project & Program Management
Organization
Execution
Evaluation ClientCompass
About MindIT Client
• Over 40 person years experience in the ITO Industry • Capgemini
• Consultative mindset • TechM
• Outcome driven • Zensar
• Solutions delivered using a digital platform • Cybage
• In operation since 2008 • ITC Infotech
• ........
Company Confidential. Duplication Prohibited

3. A Paradigm Shift - Where does the client place you in the Value Chain ?
ClientCompass helps you find answers to these questions
Client Managed Client/Organisation Co- Managed Organisation Managed
Transform Business
Risk Containment Risk Containment Risk Externalisation
Transformations
Programs
Generate Superior Returns
Engagement Type
Support
Projects
Migration
Ensure Predictability
Supplement/ Complement Skills
Problem Known/Solution Known Problem Known /Solution Unknown Problem Unknown/Solution Unknown
Company Confidential. Duplication Prohibited
Engagement Complexity

4. What are your Stakeholders view on “Where are you in the Value chain”
ClientCompass solicits Stakeholder Feedback on a range of Themes
Source (Account Survey)
• Account Managers
CSAT Respondents • Delivery Leadership
• Business Leadership • Accelerators • Team Leads
• Business Operations • Advisory • Sales Support/PMO
• IT leadership • Alliances
• IT Operations • Advocacy • Awareness
• Sourcing • Loyalty • Collaboration
• PMO • Value • Performance
• Share
• Traction
Enabler
Client
What the client How do you ensure benefits
thinks about you ? to stakeholders ? Affiliation
Disposition
Execution • Commitment
Investor
What are your • Competency Delivery
• Cash flow
actions ? • Exposure
• Growth
• Familiarity
• Profitability
• Innovation
• Revenue
• Metrics
• Return on Investment
• Oversight
• Opportunity Pipeline
• Procedures Source (Internal)
• Scope
Source (Account Survey) • Structure
• Account Managers
• Empathy
• Delivery leadership
• Delivery Leads • Flexibility
• Architecture/Design Leads
• Testing Leads
• Support Personnel
Company Confidential. Duplication Prohibited

5. There is correlation between Themes and Disposition. Themes act like levers
that can be addressed to drive Advocacy, Loyalty and Value
ADVOCACY LOYALTY VALUE
Unique Themes Shared Themes Unique Themes Shared Themes Unique Themes Shared Themes
• Alliances • Advisory • Awareness • Advisory • Commitment • Accelerators
• Complexity • Accelerators • Empathy • Competency • Metrics • Competency
• Familiarity • Competency • Innovation • Exposure • Oversight • Collaboration
• Exposure • Traction • Familiarity • Performance • Flexibility
• Flexibility • Flexibility • Procedures
• Scope • Scope • Structure
• Share • Share
Correlation Coefficients
Accelerators Advisory Advocacy .... …. Innovation Loyalty Metrics ... ... Traction Value
Accelerators 1.00 0.32 0.62 0.40 0.47 0.31 -0.37 0.61
Advisory 0.32 1.00 0.60 0.22 0.67 0.12 0.31 0.47
Advocacy 0.62 0.60 1.00 0.57 0.38 0.39 0.56 0.47
......
…….
Innovation 0.40 0.22 0.57 1.00 0.62 0.47 0.51 0.51
Loyalty 0.47 0.67 0.38 0.62 1.00 0.43 0.62 0.43
Metrics 0.31 0.12 0.39 0.47 0.43 1.00 0.41 0.31
Traction -0.37 0.31 0.56 0.51 0.62 0.41
Company Confidential. Duplication Prohibited 1.00 0.52
Value 0.61 0.47 0.47 0.51 0.43 0.31 0.52 1.00

6. The CSAT Conundrum
CSAT Challenges Client Compass Solution Benefits
Low/Limited Coverage Role based CSAT
Raise Client
Disposition
‘One Size fits all’
Questions Relentless Follow up
Drive A/C. Planning &
Strategy
Low Response Rate
Sensitivity Analysis
Set KRAs for A/C. and
No Comparison of Delivery teams
Expectation vs.
Performance Independently
Administered Focus on Critical
Response Bias factors
RATER Model
Subjective Intra and Inter
Interpretation Enterprise
benchmarking
No Correlation to Advocacy and Loyalty
Business Growth CompanyMeasurement
Confidential. Duplication Prohibited 6

7. Client Compass Methodology - 1 Annual Client Survey followed by 2
Account Surveys
• Account Survey 1 - Measures the initial position and helps • Recommended Sample:
drive actions • 10-15 Accounts
• Account Survey 2 – Dip stick – Measures if actions have been • Recommended Respondents
executed. • 200 Respondents
Reminder
Roll Out
Reminder
(Initial)
Closure
(Final
3 Weeks 2 Week 1 Week
Client Survey
3 Weeks 1 Week 2 Weeks 1 Week 3 Weeks 1 Week 2 Weeks 1 Week
Presentation
Reminder
Presentation
Reminder
Reminder
Submission
Reminder
Submission
(Initial)
(Initial)
Roll Out
Roll Out
(Final
6 Months
(Final
Final
Final
Account Survey– (1) Account Survey - (2)
Company Confidential. Duplication Prohibited

8. ClientCompass collects data from the field using an online survey - Collect
Responses on questions relating to subject areas across various Themes
Exposure
Client
Advocacy Customer
Advocacy
….. Loyalty
Themes
…….
Exposure
Familiarity
• Hours of Operation
• Data Confidentiality Organisation Organisation
… etc. • Payments Processing
Account Delivery
• Number of Users
• Internal/External
Familiarity
• Technology Expertise
• Functional Expertise Awareness
• Local Laws Familiarity Collaboration Exposure
• Cultural Alignment ……. Familiarity
…….
Met None
How is ClientCompass different from CSAT Surveys ?
7 point ordinal scale
2
Met Some • Integrated CSAT (Customer Survey), Account Survey and
Exceeded
3
None
Fulfilment Survey
4 • Independently administered (on behalf of the organisation)
5
Met Most • Larger Pool of data across multiple organisations – to derive
Exceeded
Some
correlations across themes, subjects etc.
6
Exceeded
• Goes beyond “Survey” – Consultative and outcome driven
Company Confidential. Duplication Prohibited
All

9. Client Compass Outputs – Summary Reports and Account reports
Reporting Parameters Subject Areas
Client Radar • Client perceptions of “Value Delivered”, and positioning across
multiple clients
Client Satisfaction • Reporting using RATER scale
Disposition Scorecard • Identify Actions that drive Advocacy Loyalty and Value
• Advocacy • Convergence/Divergence – Account team versus Delivery team
• Loyalty • Segregation of Clients into “Reluctant” , Supportive” , Desirable”
• Value
Execution Scorecard
Affiliation Scorecard • Impact of Affiliation on Client Disposition - Actions to drive
• Partnership affiliation themes
• Trust • Convergence/divergence Analysis - Account versus Organisation
Execution Scorecard • Impact of Affiliation on Client Disposition - Actions to drive
• Operational Efficiency/Effectiveness affiliation themes
• Resource Enablement • Convergence/divergence Analysis - Account versus Organisation
• Client Business Enablement
Engagement Component Analysis • Respondent scores broken down by Engagement Components
• Divergence – Views of Engagement components – Account versus
Delivery
Response Scorecard • Team Morale (Quartile Analysis) – Optimistic/Pessimistic/Neutral
• Response Analysis • Importance versus response Matrix
• Theme Convergence/Divergence Analysis
Company Confidential. Duplication Prohibited

10. Client RADAR – How do your stakeholders position you in the Value Chain ?
What actions are required to move up the Value Chain ?
Turnaround Emerging Strategic Enable Core Operations Strategic
Opportunities and Core Strategy
Expansion Integration
Disposition (Impact on Strategy)
Client 3
Client 5
Client 1
Client 2
Client 4
Client N
Consolidation Diversification
Localized Improvement & Reduce Costs & improve
Support Incremental Cost Savings Core Operations Factory
Execution (Impact on Business Operations)
Position Action Company Confidential. Duplication Prohibited
Note: Execution = Affiliation + Delivery

11. Reporting on RATER1
Reliability
Responsiveness Assurance
Empathy Tangibles
Company Confidential. Duplication Prohibited 11
1 RATER is a Service Quality framework

12. Disposition Scorecard (Advocacy) – Action items that have a direct impact
on Advocacy
Organisation Client 1 Quadrant Action
3.75 3.4 Turnaround Expansion
Themes (Advocacy) Score
Stay the Course 37% Commentary
Scope 4
Share 2 • Results as expected - working on a one-off
Familiarity 5 engagement that does not pose any operational risk.
Internal Advocacy 43% • Internal Advocacy contribution is high – indicates that –
Accelerators 3 You are being appreciated/noticed for the work you are
Competency 5 doing. May recommend you to other areas within the
Complexity 4 client organization.
Flexibility 5 • Account teams to look for opportunities within the
External Advocacy 20% client organization – similar technology/business
Advisory 2 opportunities
Alliances 2
Exposure 2
Company Confidential. Duplication Prohibited

13. Disposition Scorecard (Loyalty) – Action items that have a direct impact on
Loyalty
Organisation Client 2 Quadrant Action
3.75 3.51 Factory Diversification
Themes (Loyalty) Score
Functional 34% Commentary
Competency 4
Exposure 2 • Most likely a support type engagement.
Familiarity 5
• Emotional Aspects need to be addressed – Some of
Experiential 40% these are easily addressable – May be some flexibility
Advisory 3 around scope.
Competency 5 • An account likely to be a “cash cow” and need to
Innovation 4 address diversification opportunities
Flexibility 5
Traction 4
Emotional 26%
Awareness 2
Flexibility 3
Scope 3 “It will not suffice to have customers that are merely satisfied. An unhappy customer will
switch. Unfortunately, a satisfied customer may also switch, on the theory that he could
Empathy 3 Company Confidential. Duplication Prohibited Deming in his book Out of the Crisis
not lose much, and might gain.” W. Edwards
(Massachusetts Institute of Technology, 1982)

14. Theme Convergence/Divergence Analysis – How do the Delivery and
Account Management team view each of the themes ?
Themes Inference
Awareness Delivery believes there are more opportunities to
connect with Client stakeholders
35 80
Delivery rates itself highly but A/C. Mgmt. does not
Metrics think so. Possible issues of perception and may
require expectation management.
35 80 Audit by Quality team can be considered.
Competency Consistent low rating on Domain capability.
Immediate steps required to build client domain
35 80 knowledge.
……….. ……….. ………….
Delivery A/c. Mgmt. Client
Company Confidential. Duplication Prohibited

15. Expectation vs. Performance
Company Confidential. Duplication Prohibited 15

16. Next Steps
• Any Questions ?
• Implementation Questions ?
• Functionality ?
• Integration with A/C. Planning and Strategy
• When can we start ?
Company Confidential. Duplication Prohibited