Services Strategy & Business Management Mastercard

This convergence of products, services and network is where Mastercard`s business and technology strategies overlap to move the business forward. That`s where TBM comes in. Unlike the typical approach of analyzing IT budget spend, prescribing concessions to vendors, or providing business units with money-saving tools, Mastercard uses TBM to create a map of its enterprise services framework. The company uses the TBM taxonomy to include data from other processes, assets, and technology tools beyond cost, such as development initiatives. B, service tickets, human resources, and the configuration management database (CMDB). At Mastercard, a program team consists of resources from the product, development and engineering, operations and business, and quality engineering teams – all sitting together (sometimes physically, sometimes virtually) and aligning the program to deliver business value. The goal is to focus on the customer experience, not the project. Like most companies that use TBM to manage IT spend and start turning IT from a cost center into a provider of business value, Mastercard O&T uses TBM to go beyond costs, Griffin said. They combine cost transparency data with operational data to show the value of their programs. To realize this value, Mastercard`s Operations & Technology (O&T) division introduced a “program concept” to deliver core technologies, services and new products to the company. In the not-so-distant past, O&T had a project goal that supported the company`s products and services.

“With the creation of these programs, we have individual and different value creation units that transcend organizational boundaries. And so a program is a unit of value creation for the company that aligns with the company`s strategy that includes operational stakeholders, technology stakeholders, and product and business stakeholders. “Now that you have teams where products, technology and operations come together. To be truly agile, you need to turn your big application into underlying services that can be deployed independently and for which you need money,” Kush said. “With TBM`s principles, a program team can justify this by saying, `Look, over a three-year horizon, I can significantly improve the speed of my program team if you allow me to invest in this,` and so this program structure that went hand in hand with TBM lays the groundwork for an easier agile migration on the road.” And not just any network. A network that displaces billions of dollars around the world every year. To satisfy its millions of business and residential customers, Mastercard offers layers of services and technology applications that ensure transaction security, customer data privacy, and fraud, among others. They also offer their business customers services such as data analysis, fraud assessment and identity management.

“Think of us as a diversified yet integrated technology company for products and services that operates primarily in the area of payments and payment-related services,” said Kush Saxena, CTO of Mastercard. “So what does this mean? This means that we operate a core technology product called “Our Network”. “In the past, we worked with an organizational overlay between companies and her, similar to most IT stores,” Saxena said. And the possession of values, which in fact transcends organizational lines, has not taken place. The point of view was, “If I`m a salesperson, I`m just selling things,” “If I`m a productman, I create new features and it`s O&T`s job to execute them. “Mastercard has gone beyond TBM`s standard principles because we are taking it to a different level. We use this program concept to convey the value of O&T to the rest of the company and to show that we are not a cost center. We have assets, and those assets guide the entire corporate strategy. TBM`s holistic approach allows program managers to have more valuable conversations with the company about development capacity, operational health, service, sales, and support.

“The way our CEO would articulate our corporate strategy would be to expand the core first, and that`s the network; second, to diversify customers and regions, and it is all these services that we have built on which we have built, which are also technological products; and third, to create new businesses,” Saxena said. “Our network and services consist of a set of integrated and interconnected technology assets that build or drive the diverse portfolio we have. And that`s where TBM comes in, because TBM is the methodology and approach we use to ensure that our investments and technology assets are inextricably linked to the value they generate for our customers and the business. Without TBM, Saxena believes that the move to Agile would not have worked because her main focus is the program, not a business unit or a project. For this reason, the programs cover the operational lines between the different business and IT units. . . .

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