Who has the time to do the same job twice? That’s right-no one. This rather simple insight lead the leadership of CONTROLTEK to make “First Time Right” the cornerstone of their business. “We believe that it’s no longer enough to do the job right for the customer-everyone expects that,” said Dave Hardeman, the company’s director of client solutions delivery. “To truly deliver value, we have to save every minute of a client’s time possible, which lead us to the concept of First Time Right. It started in our installations team and spread quickly through the rest of the company. With this approach, we were able to not just delight our customers but also improve internal efficiencies, drive our costs down, and pass the savings to our clients.”Dave HardemanFirst Time Right in ActionAccording to Hardeman, the concept is pretty easy to understand but trickier to implement. “The focus for installers used to be to get to the job site, install the system according to specifications, and call it the day. But this is a fire-ready-aim approach. We start by asking the client what First Time Right means for them-how they envision a successful rollout of their new systems. And it can be surprising how different answers can be. We then write the plan and define key performance indicators (KPIs) together with the client.”For one retail chain, Hardeman explained, the focus was on the aesthetics. The new RFID systems were expected to work as promised, of course, but the number one priority was that they had to blend in with the store’s overall look. “So in addition to working with the retailer’s LP team, we also engaged their merchant team. We brought in a designer to work on the project with us and shared the drawings and concepts with the merchants to make sure that what we were doing was in line with their brand guidelines. The result was a very happy merchant team and a very happy LP team-two groups of people with different goals.”- Sponsor – At the same time, CONTROLTEK was preparing a large EAS systems rollout with another retailer that had a very different philosophy. “Their focus,” said Hardeman, “was on visual deterrence, so it was almost the opposite from the other retailer. This client wanted to maximize the visibility of the solutions we were installing, so our team members with LP backgrounds worked directly with the client’s LP team to develop guidelines and schematics of how the finished installation should look.” This project was a smashing success too. “If we treated these two projects the same, we would not have had happy clients. In our minds the installations would have been completed as promised if the systems worked, but in the clients’ minds they would have been a failure if their additional requirements were not met.”Steve SellThe Unintended BenefitsSteve Sell, CONTROLTEK’s vice president of global sales and marketing, saw wider benefits of this approach. “Dave and his team saved our clients tens of thousands of dollars in unnecessary service visits through their First Time Right focus. This made a tremendous positive impact in our client relationships, so it only made sense to make First Time Right a strategic initiative across our entire organization.”Sell explained that each team was asked to define its own metrics around First Time Right. Employees were encouraged to apply critical thinking about their daily tasks, come up with ideas, and discuss them among themselves. “The results were dramatic. Our operations department, for example, reworked their order processing workflows to focus on getting every order right the first time, on time. This reduced the need to ship overnight by 47 percent, driving our shipping costs down. Our finance team retooled the policies for booking travel and introduced new apps that significantly reduced our travel costs. Perhaps my favorite First Time Right initiative was the one that had to do with email-we asked employees that instead of automatically hitting the ‘reply all’ button, they take a moment to think about who really needs to read the email. With this, we reduced internal emails by almost 30 percent, saving immeasurable time in lost productivity.”According to Sell, spreading the culture of First Time Right had a transformational impact on the whole company. “Better internal efficiencies made us an operationally excellent organization from top to bottom, and we put ownership of that mission in the hands of every employee.”A Viral Concept?To keep the client in the loop and allow for real-time feedback, CONTROLTEK developed a proprietary technology that provides full transparency of the project to the customer. According to Hardeman, this also resulted in clients developing new best practices based on the First Time Right approach. “One client asked us to play an active part in their regional training. We developed a video-based training program, allowing personnel to become certified in the use of the new shrink management system, and improved the in-store compliance as the result. With another client we developed a training module to prepare store associates for the arrival of our technicians. This resulted in a drastic reduction of miscommunication and second visits. We even had an instance where our finance team got together with the client’s to set up the invoice process so that it works for both organizations.”For Hardeman, First Time Right is ultimately about delivering results. “C.S. Lewis once said, ‘The future is something which everyone reaches at the rate of sixty minutes an hour, whatever he does and whoever he is.’ At the very core of First Time Right at CONTROLTEK is the quest to dedicate each of our minutes to listening with intent, planning with purpose, and delivering uniformly and consistently with integrity-every time. In doing so, our next minutes will not be consumed with correcting mistakes. Instead, they will be open for us to focus on presenting our very best in products and support services to our clientele.”SIDEBAR: CONTROLTEK’s Mechanisms for Ensuring First Time Right DeliveryProfessional CAD designs and drawings that provide details to meet the requirements for approved placement of technology solutionsCustomized packaging and delivery options to significantly reduce lost or delayed product shipmentsAudit process formats that offer a consistent data tracking and measurement approachScope of work frameworks designed to enhance the services of third-party vendors working with or near CONTROLTEK productsNetwork mapping and secure interface management reference documentation that respect the connectivity safety concerns of information servicesVideo tutorials designed to enrich the understanding of CONTROLTEK products and their overall purpose Stay UpdatedGet critical information for loss prevention professionals, security and retail management delivered right to your inbox. Sign up now
The Zero Trust model is just that, no matter where access to a particular system is coming from, whether it is from inside or outside the perimeter of an organization, it should not be automatically trusted until it is verified. The historical way security was implemented was like a castle and moat — security focused on the perimeter but assumed that anything inside and that had gotten past the external line of defense was okay.Charlie Gero, CTO at Akamai, said that “the strategy around Zero Trust boils down to don’t trust anyone. We’re talking about, ‘Let’s cut off all access until the network knows who you are. Don’t allow access to IP addresses, machines, etc. until you know who that user is and whether they’re authorized.”Jeff Pollard, analyst at Forrester, said that “the reason why we rely on the idea of zero trust is because it solves the problem of the disappearing perimeter. Your users don’t work from the places they used to work. Your systems aren’t spun up in the way they used to be spun up. [With zero trust], you move from implicit permission to explicit permission.” Chase Cunningham, analyst at Forrester Research, said that “people buy technology and Frankenstein it together and think if they keep throwing tech at the issue they will get it right. The reality of it is, when I ask them ‘What is your strategy?’ most of them don’t even have an answer.”
05Jul Michigan bills would protect rights of fantasy sports fans Categories: Miller News,News,Tedder News ### State Reps. Aaron Miller and Jim Tedder today detailed their legislation to protect Michigan residents who play fantasy sports.The bills update state law to keep pace with evolving technology and maintain the legality of fantasy sports services such as FanDuel, DraftKings, Yahoo and others. The bills also provide consumer protections for the growing number of Michigan residents who play fantasy sports — roughly 1.6 million people, according to industry estimates.“Michigan residents already are playing these games. We want to make sure people can continue to enjoy them legally well into the future, with some basic and important consumer protections,” said Miller, of Sturgis.“Fantasy sports are growing in popularity in Michigan and across the nation,” said Tedder, of Clarkston. “The state should have a limited role in this industry, but that role is critical. We should have clear laws and regulations for the benefit of both customers and companies.”The bills would:Affirm that fantasy sports are legal and update Michigan law to keep pace with guidelines in federal law.Define fantasy sports as simulated games including entry fees and prizes.Establish simple regulations and licensing for all companies offering fantasy sports in Michigan.Prohibit any fantasy sports contest tied to college or high school events.Keep players’ funds separate and protected, ensuring the money is accessible to them at all times.Ensure that those playing fantasy sports are at least 18 years old, with measures to protect privacy and accounts.Other player-friendly provisions include prohibiting fantasy sports company employees from participating in games, and making resources available for players who exhibit compulsive behavior.A dozen other states have passed similar legislation, and roughly 20 more are considering similar laws.The Michigan bills introduced last month are House Bills 4742 and 4743.
UK broadcaster ITV’s mid-year results show a 3% drop in revenue, which it partly attributes to ITV Studios’ investments.Total external revenue is down 3% at £1.46 billion (€1.63 billion) from £1.5 billion recorded at the same time last year.While production wing ITV Studios’ total revenues grew 7% to £697 million, including currency benefits, adjusted EBITA was down 9% at £110 million.Peter BazalgettePeter Bazalgette, ITV’s executive chairman (pictured), said: “This was impacted by our ongoing investment in our US scripted business and the fact that the prior year includes the full benefit of the four-year license deal for The Voice of China.”Despite this, ITV remained positive about its production and distribution arm, saying that it has a strong pipeline of new and returning drama formats, while looking to build further momentum in the US scripted business.“We continue to grow our global family of production companies and in H1 [mid-year results ending on 30 June] we further strengthened our international drama and format business with the acquisition of Line of Duty producer World Productions in the UK, Tetra Media Studio in France and Elk Production in Sweden,” said Bazalgette.ITV stated that its guidance for full-year results in 2017 will not change despite the half-year drop.ITV Studios has experienced a period of change and has recently hired a string of execs. Just this year, Enedemol Shine’s Russ Buchholz was hired to lead ITV Studios America joint venture Circle of Confusion Studios, while Jed Valdecantos and Jim Dietle were hired for the LA scripted programming unit.More recently, ITV named its new CEO as EasyJet’s former boss Carolyn McCall, who will take up her role in 2018.