HP Innovation Journal Issue 08: Winter 2017 | Page 20
Learn-to-earn
starts here
“HP on HP” — tales
from our own
transformation
journey
Customer Centered Support
By Thomas Jensen, Worldwide Head
of Channel Sales Strategy, HP By G
ilbert Rossi, Global Head of Customer
Support, HP
HP sales representatives and channel
partners have a powerful shared re-
source to accelerate their progress along
the “Learn to Earn” continuum. The new-
ly announced HP Partner University gives
partners access to the HP internal sales
force’s high-quality skills trainings. It’s a
unique offering; HP is not aware of any
other vendor taking this responsibility on
behalf of their channel, in any industry.
The curriculum will deliver across four
pillars — Sales Skills, Product Trainings,
Certifications and Specializations — as
well as Marketing Skills. Collectively, the
courses are designed to equip partners
to win more business and make the shift
from transactional to solutions focus,
driving deeper relationships and more
experience-based sales. By extending
this access, and taking this level of re-
sponsibility for the channel’s success,
HP seeks to actively involve our part-
ners in creating opportunity through
sales transformation, and create a new,
uniquely collaborative model for vendors
and their channel partners. A central objective for customer and partner sup-
port transformation is to provide best-in-class,
device-centric services using advanced digital
technologies.
20 Innovation Journal · Issue 8 · Winter 2017
A
n increased focus on meeting a cus-
tomer’s higher-order business need,
as well as putting the customer and
partner first, is a significant shift from HP’s
historical transactional, product-oriented
focus. Today, HP Customer Support is inno-
vating in every corner of the organization
and is successfully balancing the dual ob-
jectives of increasing satisfaction and gen-
erating savings.
For example, HP’s reinvented approach
to warranty and customer care spans both
front-end and back-end operations. An in-
crease in digital processes enables more
efficient routing, higher self-repair and faster
unassisted issue resolution. Contracts ad-
ministration automation provides efficiency
and processes consistent with partner tech-
nology. And the global parts supply chain is
optimized from the global operating model
to parts availability. HP now has a globa l
hub to manage and share inventory across
regions, and an analytics “nerve center” to
provide actionable operational intelligence
and fuel innovation. Other benefits include
reduced waste, a tiered partner structure,
and automated and improved workflows in
repair and field operations.
HP Customer Support is also scaling ser-
vice delivery by enabling partners to deliver
support services, training and technical tools,
as well as reinventing the service experience
“as-a-service” that provides innovative sup-
port, preventive self-service and automated
device-to-device issue resolution.
HP’s digital journey,
powered by IT
By N
aresh Shanker, Chief Information
Officer, HP
M
odernized IT infrastructure is par-
amount to creating a fast, nimble
and efficient organization. HP IT is
walking the talk — concurrently support-
ing new go-to-market models and playing
a central role in the transformation of HP
business units, such as sales operations
and customer support. HP IT is also re-
architecting our infrastructure to increase
user productivity, creating a best-in-class
data architecture for business insights and
shifting to outcome-driven cloud IT where
appropriate.
A major change within HP IT involves
moving from enterprise and transaction-fo-
cused solutions to digital, services-based
solutions. Specific initiatives HP IT is under-
taking include:
• Replacing highly complex interdependent
architectures with modular plug-and-play
architectures, cloud infrastructure, and
enhanced security.
• Standardizing and simplifying the com-
pany’s full technology footprint to reduce
the cost of support, simplify the user ex-
perience and increase speed to market.
These moves have put HP IT well on its
way to fully supporting an as-a-service
offering portfolio and an omnichannel go-
to-market model that takes advantage
of the best of core technologies in social,
mobile, cloud, fast data and security.
• Streamlining development using a hy-
brid of waterfall and agile methods and
relying on partners in consumption-based
arrangements for non-core services, in-
stead of building applications in-house
using waterfall development. For ex-
ample, customers want to protect their
intellectual property and their custom-
ers’ confidential personal information.
Printers have many of the same security