Service Potential

How Diebold Nixdorf discovered a huge service potential

Our Experience

The Challenge

Diebold Nixdorf identified a need to benchmark its service organisation and turned to Noventum for support.

‘Diebold Nixdorf wanted to implement change based on precise convictions’, said Noventum’s Hilbrand Rustema. ‘Strategic change should be rooted in factual analysis, not opinion. Our mission was to provide objective analysis using our global benchmark for service excellence’.

The Strategy

Noventum embarked on a four-month quantitative and qualitative assessment, benchmarking Diebold Nixdorf’s performance with best-in-class companies using Service Capability & Performance Standards (the service industry standards with a global benchmark community of over 200 top performing service organisations).

The assessment required indelible teamwork, in which Diebold Nixdorf’s corporate function set up a dedicated task force involving six participant countries and Noventum launched a 360 degree evaluation on every aspect of their service business, from processes and KPIs to management practices. Diebold Nixdorf provided feedback and support, while Noventum analysed data and conducted multi-level interviews.

The Results

The results triggered strategic change across Diebold Nixdorf’s service organisation. Noventum’s final group level report identified specific areas for improvement and the financial benefits of making these improvements. Ultimately it provided Diebold Nixdorf with the strategic momentum to standardise its processes and services globally.

‘Our service business had grown organically across different countries, so services were inconsistent from country to country. However, we have many global customers who wanted to see the same service quality and processes across the board ’ said Wolfgang Künkler, responsible for Diebold Nixdorf’s global Product Related Service business. ‘Standardisation and centralisation was the only way to build customer loyalty and increase our margins. This benchmark provided the trigger to create that change,’ he said. Diebold Nixdorf then set about implementing a number of strategic initiatives. It created a framework for service standardisation and the optimisation of internal processes e.g. RFP responses and dedicated optimisation of the IT environment, such as PDA usage for the Field Service Engineers ‘We also started to develop a global understanding of what our responsibilities are and what KPIs we were measuring so we were promoting global transparency,’ Wolfgang Künkler said.

The Key Insights

Commenting on the collaboration Hilbrand Rustema said, ‘Our strategic insight created a clear reason to implement change, so it was obvious to all involved that Diebold Nixdorf could do better than what was thought possible.’

We provided Diebold Nixdorf with thorough analysis, enabling the company to base its strategic decisions on good factual information and objective benchmark.’ ‘We benchmark against top performing companies that comply with service industry standards and best practices. The outcome always helps companies to define a better service strategy,’ he added. Noventum’s relationship with Diebold Nixdorf hasn’t ended there as the two companies are currently sharing knowledge on industry trends and future markets. Commenting on this, Mr Künkler said: ‘We’re still collaborating with Noventum because they know the industry, what is state-of-the-art today, and how we can use other companies’ experience to benefit our own. That’s why we value Noventum and continue to work with them.’ If you would like to benchmark against the best in class and receive fact-based strategic insights on your service organisation, contact us.




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