info
review
4 6
Marjanovi: U protekle tri godine ko-
liko sam u NIS-u, kompanija se drasticno
promenila, prakticno do nivoa neprepozna-
vanja. Da bi se jedna tako velika kompanija
toliko promenila, naravno na bolje, bila je
neophodna jasna vizija njenog rukovodstva
koja je potom pretvorena u njenu poslovnu
strategiju i posluzila kao osnov za sreivanje
svih delova NIS-a, pri cemu posebno isticem
IT. Prvi korak na nasem IT putu bilo je
definisanje IT strategije kompanije koja
e sadrzati svu dinamiku njene poslovne
strategije. Kao takva postala je pravi izazov
za nas tadasnji IT tim. Zahvaljujui Oliveri
Vujnovi, tadasnjem novom direktoru IT
sektora, tim je u narednih nekoliko godi-
na, menjajui se usput, ostvario postavljene
strateske ciljeve.
S obzirom na osnovni posao nase kom-
panije, jedna od glavnih odrednica strategije
bilo je transformisanje IT sektora u servisnu
organizaciju. Prvi korak bilo je uvoenje
alata za upravljanje servisima i formiranje
jedinstvenog pozivnog centra. Tek kad je
to realizovano moglo se sagledati koliko
kvalitetno se pruzaju interne IT usluge. Ve
posle prvih merenja videlo se da je budunost
u korisenju usluga spoljnih ponudilaca.
Najpre je spoljnom partneru prepusteno da
vodi servisni desk u cijem sastavu je pozivni
centar, a potom i staranje o racunarima koje
koristimo.
Donosenje takve odluke bilo je hrabar
potez u tom trenutku, jer trziste IT usluga
tada nije bilo narocito razvijeno u Srbiji
najcese se svodilo na ugovorno uvoenje
sistema za upravljanje preduzeima koji
su proizvod globalnih kompanija. Pionir-
ski projekat koji smo sproveli rezultirao je
i promenom ovdasnjeg trzista IT usluga.
S obzirom na svu brojnost i razlicitost nasih
poslovnih procesa prethodno smo sve te-
meljito proucili, odrzali nekoliko sastanaka
s globalnim igracima na polju pruzanja IT
usluga i potom na tenderu izabrali kompa-
niju Atos.
Projekat je realizovan u veoma kra-
tkom roku od svega sedam meseci. U prvoj,
tranzicionoj fazi, IT poslove smo prebacili na
Atos odrzavajui potpuni kontinuitet servi-
sa bez ugrozavanja poslovanja kompanije.
Druga faza je bila transformativna u tom
smislu sto je podigla kvalitet IT servisa na
nivo predvien tehnickim zadatkom. Sasto-
jala se od niza potprojekata organizaciono-
tehnolosko-sistemske prirode i sve skupa je
bila kljucna u promeni percepcije i nas kao
korisnika i ljudi koji nam isporucuju usluge.
IT segment were and how it enabled that
fast development. Since NIS's strategy is to
use adequate IT services as the basis for IT
support for its own users, he was interested
to hear about how they had opted for that
strategy and how it was practically realized.
Mr Marjanovi: In the last three years
I spent in NIS, the company has changed
significantly, up to the level at which it has been
completely changed. In order for such a large
company to change so drastically, towards
the positive side, of course, its management
team had to have a clear vision, which was
later transformed into its business strategy
and served as a basis for reorganization of all
parts of NIS, where I would particularly like
to mention the IT department. The first step
on our IT way was to define the company's
IT strategy which will include all its business
strategies. As such, it became a real challenge
for the IT team. Thanks to Ms Olivera
Vujnovi, who was a new IT director at the
time, during the following several years, with
a few changes the team achieved the strategic
aims.
Considering the core business of our
company, one of the major determinants of
the strategy was to transform the IT sector into
the service organization. The first step was the
implementation of the service management
tool and formation of unified call centre. After
the realization of the first step, we could observe
the quality of the IT services provision. After
the first measurements, we could see that the
future lies in using third party services. First
we outsourced the management of the service
desk, which includes the call centre, and then
the maintenance of the computers we use.
Bringing such decision was a brace move
at that time, since the IT services market was
not particularly developed in Serbia it mostly
included the contractual implementation
of systems for company management which
were products of global companies. Given the
number and diversity of all business processes,
we first took time to examine all thoroughly,
held a few meetings with global players in the
field of IT services provision, and then after
the tender call we chose the company Atos.
The project was realized in a very short
period of only seven months. In the first,
transitional phase, we transferred IT work to
Atos, keeping the complete continuity of the
service without endangering the company's
business activities. The second phase was
transformative in that it raised the quality
of IT service level designed by the technical
task. It included a range of organizational,