No More ‘Small, Mid-Sized’ Businesses: Size Is out—Maturity Is In

Map pin flat above city scape and network connection conceptAs we approach another new year, some may already be thinking about resolutions for 2017.

Here’s a suggestion: Stop talking about your company in monolithic, size-focused terms such as “SMB” (“small to mid-sized business”) or “large enterprise.”

In all but the smallest companies, there is rarely if ever a situation where one size fits all. Why? Because in most enterprises (regardless of size) multiple initiatives and efforts are underway simultaneously. And while your business may be deeply experienced in some areas, some of those initiatives likely involve areas of focus at which you and your colleagues are novices.

IT presents several immediate and obvious examples. Your company may be expert in its primary business or businesses. But unless one or more of those is, in fact, IT, it’s unlikely that your company is as good at IT as it is at whatever it does best.

With this in mind, it may be more valuable and relevant to think less about companies in terms of “small” and “large”, and more about companies in terms of “start-up” and “scale-up” of specific initiatives. Or about processes that are more mature and less mature. Or environments or situations that are more complex or less complex.

Why words matter

This may seem at first like a pointless exercise in rhetorical hair-splitting. However, it turns out that how you frame discussions can have important effects on how those discussions play out and the results they produce.

Or, to be a bit more succinct, word choice matters.

Especially when you’re considering or pursuing initiatives important to your business.

Depending on the words you use to describe it, an initiative to, say, improve IT security or asset management may come across as a daunting, boil-the-ocean exercise, or as a worthy enhancement to the processes that run the business. And since every significant initiative involves engaging the support of others, how you present the initiative can have a major effect on its probability of success.

The challenge of word choice is equally significant regardless of the size of your enterprise. There are lots of smaller companies that face IT and other challenges as complex as those faced by larger organizations. And not every challenge faced by a larger enterprise is necessarily more complex than those faced by their smaller counterparts.

Another challenge: making sure the words used to assess challenges and plan solutions are based on accurate, credible information wherever possible. This means that in many cases, a central, well-managed repository of relevant information, stored and organized with an agreed-upon taxonomy, is the best foundation for communications based on or related to that information.

LANDESK solutions

LANDESK has both the solutions and the thought leaders to help you use the right words to pursue your IT initiatives successfully, and to back those words up with the best available information about your environment.

  • ITAM

Are you considering or pursuing an IT asset management (ITAM) initiative? You can read about how different people view assets differently, as well as what should be in your ITAM database, in this excellent blog post by ITAM Evangelist Patricia Adams: What is IT Asset Management?

You might also want to check out Patricia’s on-demand webinar in which she introduces her ITAM Attainment Model. There is also the very useful Info-Tech ITAM Report in which LANDESK was named a “Champion” vendor.

  • Risk management

How about risk management? Read Effective Risk Management Without Boiling the Ocean, another great post by our CSO, Phil Richards. In it, Phil discusses why a risk register aids risk and security management initiatives, and suggests some of the words that can help avoid boiling the risk management ocean.

  • Service management

Service management, within and even beyond IT? Got you covered there, too. LANDESK Service Desk combines social, mobile, and self-service support with data connectors and multiple integrations with other tools and data. Its ability to deliver a federated view of your configuration management database (CMDB) and other features are why Garter named LANDESK a “Visionary” in its 2015 IT Service Management and Support report.

Of course, we have other resources and solutions to help you succeed with initiatives in these and other areas as well. Check them out online, or contact your LANDESKAppSense, Shavlik, or Wavelink representative to learn more.

Let LANDESK help you make 2017 the year in which your organization increases the maturity of its IT initiatives and processes, to the benefit of the entire business.

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Infographic: Anatomy of the Service Desk in 2016

By Ollie O’Donoghue from Service Desk Institute

service desk

For a few months now, I’ve been talking about the evolution of service desk staffing models. I’ve become more convinced of this change as we publish more and more SDI research. I have the privileged position of being able to look at all SDI research as a whole, which means that while reports will have a particular focus, I can marry the findings up with other research to draw broader conclusions.

I have been able to do this with the recently published Anatomy of a Service Desk report, kindly sponsored by LANDESK. The report focuses on how service desk professionals spend their time, the strains and pressures of day-to-day service desk activity and the perception they have of their colleagues and access to resources. All said, the report is refreshingly positive; professionals felt less pressured and stressed than ever before, and there is an increasing focus on proactivity and strategy over the reactive firefighting that has dominated the landscape for many years.

It’s the latter point that interests me the most. Although not a remarkably significant increase – the average service desk now spends 38% of its time on strategic projects, an increase of 5% since 2012 – it’s possible to draw some insight when matching the increase with other trends in the industry.

Specifically, the increased utilization of technologies to ‘sponge up’ some reactive support is a trend I’ve been wittering on about for a while. My argument for the inevitable rise of technology is based on several themes – customer and staff expectations, the increased prevalence and cost-effectiveness of the technologies themselves, and the drive to provide more value with less resource to name a few.

What interests me is whether the positive results we’ve seen in the Anatomy of the Service Desk research and the increased adoption of technologies noted in other reports are linked. Are professionals less pressured and stressed because self-help and self-service are absorbing some of the reactive support burdens? Are service desks now better able to focus on strategic projects because automation has reduced time-consuming manual tasks?

At the moment, the correlation could just be a coincidence. However, it’s food for thought until the next piece of SDI research is published looking to link all the trends together.

I will be talking about these trends at LANDESK Connect 16 this year; I hope to see you all there and look forward to joining you all in debating what these trends mean for us and our industry.

Click below to download the FREE report!

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Modernizing ITSM through Automation: A Three Step Plan (Part 3)

Modernizing your ITSM through automation

We have reach the final post in this series about IT Service Management (ITSM) automation. In the first post, we identified the need to re-evaluate processes. In the second, we discussed initial steps that you could take to achieve quick wins. Onto the third step.

Advanced Maturity Steps for Enterprise Value

As you and your team master the basics of automation within your own environment, you can now start to search for further opportunities to improve and extend automation. Those of you at the more advanced stages of your ITSM journey may now have your own immediate environment operating effectively and are working beyond the service desk across the IT organization or even across the enterprise. For those ready to participate in more advanced steps, you can accelerate productivity by harnessing process automation across ITSM operations and wider enterprise systems.

Asset Visibility

Taking the example described in Step 2 of the Adobe Acrobat request from an end user via self service. Connected to request management is the management of assets used to fulfill requests. The discovery, import, reconciliation, and synchronization of your asset data from asset management databases into your ITSM environment will benefit from an automation layer. Your ITSM Configuration Management Database (CMDB) is dependent on the accuracy of the shared data imported from other systems. Integration and automation of the workflows that bring that data in will offer a more efficient and accurate picture of your assets and services. Once that data is available, it enables visibility over the assets that make up your business services, such as license usage or the cost of licenses, for a faster response to requests, incidents, changes, or other processes that affect business productivity.

Request Fulfilment

At this stage of maturity, you could consider adding additional steps to automate beyond request workflow routing, approvals, and communication stages, through to the fulfilment stages. You can instigating closed-loop automation across IT service management through client or unified endpoint management systems capable of deploying software; creating a zero-touch fulfilment system for certain requests gives time back to your team as well as providing your end users with a modernized ITSM app store style experience.

Event Management

Imagine the creation of an efficient self-healing environment whereby you can automatically turn data into actions that positively impact your operations. By using event management—the  capturing of alerts from any source like IT monitoring tools integrated with service management systems—you  can now handle the detection, routing, recording, escalation, communication and potentially apply fixes to issues within your IT environment. Use automatic self-healing loops before the business is even aware. By doing this, you minimize the reactive fire-fighting position that your team finds themselves in when business users report issues.

Automate Lines of Business

Once you have reviewed carefully your internal IT processes, consider looking beyond traditional processes. Why not deliver a similar benefit for other service management teams such as human resources? For example, automating the HR on-boarding process ensures that when a new employee reports for duty, he or she won’t be kept waiting for their equipment, email box setup or other tasks that would hinder productivity and impinge motivation. For HR, it avoids time wasted following up on requests and emails. You and the ITSM team provide business value across other departments that enables them to be more effective.

Automating processes within IT service management enables you to attain a higher level of consistency, execution and improved end-user experiences. The review you conduct prior to automation ensures that, in the future, your processes meet the needs of your users, are easy to maintain, and are scalable. Then, as you start your journey taking a phased approach, you ensure your IT administrators and service management teams retain control over IT maintenance and operational process flows while working more smoothly. Teams begin to benefit from faster resolution and lower problem frequency while bottlenecks, duplication of work, poor links, and interaction experiences between departments become a thing of the past. By freeing up time, you can support new business initiatives and still offer the experiences your end users demand.

In these three blogs, I’ve provided just a few practical examples, based on what our own customers are doing today and the benefits they receive; but there are many others, for example Princeton Healthcare automates routing for auditing purposes:

“Using Service Desk,” said Ed Henry, director of technology at Princeton HealthCare Systems, “we created routing rules which allow us to show auditors line by line why a security or change request was necessary, who approved it, and the exact date and time it happened. Before, when we were doing audits manually, it wasn’t uncommon to have a number of findings against us, but now we pass audits with flying colors.”

And at SQL, they are gaining new information about spending

“Previously, if an employee wanted a new laptop, or even a desk fan, there used to be a lengthy paper trail that was internally mailed or scanned and emailed to managers for approval. Now, we have a fully automated workflow in place, with pre-approvals for selected individuals, saving time and offering us new insight into spending,” said Debi Brockett, Head of Service – IT Operations, Scottish Qualifications Authority.

You can read more about these two customers and others on our website.

But I’m sure you have many more examples in your own environments that you can think of. If there are specific processes that you’d like help automating, why not get in touch or leave a comment.

Modernizing ITSM through Automation: A Three Step Plan (Part 2)

ITSM Automation

In the first part of this three-part series we reviewed the reasons for automating processes, whether they are ITIL based, business based or general IT tasks and discussed the first step necessary for automation – re-evaluation. In this blog, we’ll talk about the next step in this three-part plan

Initial Maturity Steps for Immediate Value

I called this next step ‘initial maturity for immediate value’ because this level of automation is suitable for those that are in the earlier stages of the ITSM journey who could benefit from quick wins. For those in the later stages, this is still the first step, after which you may wish to progress to step three.

You may remember in the first blog in this series we talked about automating the common or mundane tasks as your start point. Any request that is repetitive in nature offers opportunities for automation. Using automation to reduce call volume to your team will deliver immediate value for the operation and the user experience. Start by reviewing any routine, low-complexity, resource-intensive tasks, e.g., password resets.

Forrester conducted a survey and in their subsequent report they recounted that

“Respondents reported that the average cost of resolving a password issue was $31 and that approximately 20% of all help desk calls were password-related.”

(Merritt Maxim and Jennie Duong, “Benchmark Your Employee Password Policies and Practices,” Forrester Research, September 9, 2015, Updated September 14 2015.)

Imagine gaining back 20% of your teams’ time! Enabling business users to access self-service and automatically reset passwords will reduce direct contact with your team, offer an enhanced experience and save administrative costs. In addition, business users that are locked out of systems are unproductive.

Automating other components of your self-service function will help you manage a larger volume of requests more efficiently while decreasing the time it takes for a business user to receive the new services they need to be productive.

Let’s look at an automated software request: an end user wants Adobe Acrobat® and initiates a request in self-service. The submitted request triggers the start of a workflow. The request is logged automatically in your IT service desk system without the need for an analyst to re-enter the information. Each software request follows its own automated process path. Some may not require licenses and approvals but can be deployed immediately. Others, such as this request, require approval from the requester’s manager to use or purchase a license. An approval-request email and self-service notification is sent automatically to the manager of the end user who can hit approve and let the process automatically continue on its journey (If he forgets to approve then an escalation path automatically ensues). No one needs to look up who these requests are routed to—the workflow goes from step to step without any need for intervention. The process is handled, recorded, and captured or escalated according to service levels automatically.

We should not forget the end user who requested the service. Nothing will frustrate a user more than the need to constantly ask for information updates. Automation enables you to publish status updates to the individual user (and even their manager) within self service or send email communications to users as part of the automated process – one less task for your analyst team to perform or remember. Anything that delivers communication updates will improve the end-user experience and the perception of the team in the eyes of your users.

And what about the internal service desk operation itself? These automated communications and updates should also help you and your team work more efficiently – automatically log requests or incidents from self service, automatically update tickets with communications from a Skype chat or the addition of a note by your end user, automatically send out a satisfaction survey at the end of specific contacts or automatically close tickets when an end user acknowledges the resolution. All of these things will improve the working lives of your IT team and enable them to focus on other work whether reducing priority one queues, creating new knowledge articles or meeting with the business to scope new services.

In the next blog we’ll look at Step 3 of this automation plan with some more practical examples.

 

Modernizing ITSM through Automation: A Three Step Plan (Part 1)

Modernizing ITSM through automation

In a report published by the analyst organization Forrester Research on ITSM, research showed that

“57% of service desks struggle with increased ticket volumes, but only 31% are expanding headcount.”

(Elinor Klavens and Eveline Oehrlich, “Five Key Initiatives to Wow Your Workforce with Service Desk,” Forrester Research, September 18, 2015)

Increased ticket volume is not a new challenge but, if you add to this the possibility that when someone leaves the team they may not be replaced as headcount shrinks or remains the same, then the only thing you can do is think creatively – automation offers the potential to assist with your challenge as you modernize your ITSM operations.

According to recent research by Gartner, the top three reasons cited for driving organizations to automate are:

  1. Efficiency (78%)
  2. Cost reduction (58%)
  3. Risk mitigation (40%)

Robert Naegle and Ronni J. Colville, “Survey Analysis: The Realities, Opportunities and Challenges of I&O Automation,” Gartner, May 27, 2015.

A Motivation Booster

Before there is an outcry about replacement of ITSM jobs though automation as the means of cost reduction, think again. A survey of IT pros, reported in Baseline magazine, revealed that only 7% felt that automated IT tools put their jobs at risk.

Automating key IT processes drive efficiencies, eliminating time spent on the manually intensive, mundane or commons tasks. I can guarantee your IT analyst staff did not put any of those tasks on their wish list when joining the team. So now you can use those man-hours to better meet the needs of business users and, at the same time, provide a motivation boost through job enrichment for your staff.

A Quality Enhancer

It’s often assumed that automation means delivering more of the same; but effective automation also provides opportunities for maturing, as well as unifying, separate workflows. Automation provides the opportunity to offer a better quality of support and user satisfaction through faster response times and improved quality and range of services delivered.

An Ambiguity Terminator

Automation offers a predictable and repeatable sequence of steps from start to finish and takes the same route each time. In doing so, it eliminates ambiguity by following a tested, consistent path. As a workflow, or a process like a change, passes from one person to the next, it hits different stages of progress. It’s at these handoff points that tasks can fall through the cracks or workflow is interrupted, resulting in an SLA breach. Automation will lessen the risks of human error. What once took weeks can be accomplished in hours or minutes, without cutting corners that injects risk.

A Strategic Enabler

Whether you’re aiming to work faster, maintain consistency, or reduce costs, automation can assist you operationally. And from a long-term perspective, at a time when service management teams are required to cope with increased and new demands like digital transformation projects on limited headcount, you can refocus time and resources to support business initiatives and goals so that automation becomes a strategic enabler.

There will be many areas of your environment that are ripe for automation, and like any part of your service management operation, the use of a maturity path approach will assist you on your automation journey. Each journey needs a road map, but where you start is equally important.

Step 1 – Re-evaluate Your Processes

Gartner recommends IT organizations focus on moving redundant and repetitive tasks into automation processes. But before you start, understand that automated processes are only as effective as the planning that goes into their development. Einstein is widely attributed with saying that “the definition of insanity is doing the same thing over and over again, but expecting different results.” Whether he said it or not doesn’t matter, but it’s worth bearing in mind when starting down the process automation path.

Before automating processes, re-evaluate each process. Too often we consider the elements in closest proximity to our own environment and do not incorporate considerations that have an effect on the business at large. Automation requires user-centric planning. One thing you must do, and keep doing, is engage with your end users directly or through business productivity teams to map out the current workflow, ensuring they are optimized and makes sense for any users it touches. Only once these processes have been re-evaluated at every step and re-communicated to your teams and users, should you review which optimized processes to automate.

In the next blog, we’ll review Step 2: Initial Maturity Steps for Immediate Value

When selecting ITSM tools choose the why over what and how

ITSM tools

When it comes to selecting ITSM tools, you should be focused on the “why” over the “what” and “how.” The ITSSM market as defined by Gartner is HOT right now, and for some very good reasons:

  • Requirements for IT transparency and governance
  • Need for increased speed of change and focus on value streams
  • Improvements in the way IT participates in the corporate digital-transformation strategy

As a leader in Gartner’s MQ (Magic Quadrant) and labeled “Visionary”, LANDESK is frequently invited to participate in companies’ request for information (RFI) and request for proposal (RFP) processes for ITSM tools. Over the past few years, it has become common place for organizations to use a standard template for the RFPs.  Requirements that used to be differentiators between vendors have become table stakes for any of the vendors in the MQ, Forrester Wave, ITSM Review, and other analyst assessment portfolios.

If you fire off your RFP to any of these vendors, you’re guaranteed to get it returned riddled with out–of-the–box (OOTB) features. In other words, the functionality you are looking for around Incident Management, Change Management, Release or Self-Service is designed and built into the product.

The reality is you no longer need to ask these vendors: “Does your software support ITIL process? Does your software support Mobile ITSM?  Does your software offer easy configuration?” All vendors are going to answer yes.

So how do you find ITSM tools that are going to fit your needs?

First, as with any software vendor, view it as a partnership. Where is your organization heading? What are your goals and objectives for IT? How does improved automation and management help you reach those goals?

Once, you have a clear picture of where you want to go, then you can start to evaluate if the vendor makes a suitable partner. If one of your objectives is to help you pass audits and improve compliance, then look for a vendor whose purpose of being in business aligns with that goal. Do they have clear focus and vision for asset and security management?

Understanding WHY they are in business tells you that this company is going to be focused on those things. As we know, no vendor is going to be perfect, but the ones that are focused on improving in the direction we are going make for great partners.

Before you even start to list your requirements, you can short list the vendors you are going to be good candidates for your ITSM journey, simply by looking at WHY they are in the market.

Did they start with being a help desk solution and are trying to expand into ITSM? If so WHY? Was it to help improve asset and configuration management through change automation?

Are they focused on IT and ITSM, or are they a platform focused on offering capabilities around ITSM as just a part of an overall technology strategy? If not WHY? Have they exhausted all the ITSM automation capabilities, or are they responding to investor pressures to service outside of IT for licensing growth?

Are they advancing their product strategy in both architecture and delivery, offering on premise as well as SaaS/Cloud capabilities though modern responsive design? If so WHY? Is it to make software licensing and the user experience easier?

So is LANDESK Service Desk the best ITSM tool in the industry? We will most likely meet your ITSM short-list vendor requirements, that’s for sure. But is LANDESK right for you? Well that really depends on your goals and whether we would be a great partner in the journey together.

What I can tell you is that more and more companies are choosing LANDESK for their service desk and ITSM tool selection.

Let’s then take a look at WHY companies choose LANDESK Service Desk. We’ll start the countdown and cover

5 reasons LANDESK makes the short-list for ITSM tool selection.

So what’s the WHY for LANDESK?

The reason WHY LANDESK exists is to make the job of IT professionals easier by eliminating physical tasks. Whether it’s unifying the administration and management of end-points in the environment(UEM Suite), inventorying software and hardware (ITAM Suite), identifying and mitigating risk and security weaknesses (InfoSec Suite), or automating the assignment, notification, or execution of IT change, support and management activities (ITSM Suite), LANDESK is focused on bringing digital transformation solutions for IT Operations challenges.

5) Tool Kit not Ticket System

LANDESK Service Desk has always been focused on automating business processes. With growing worldwide adoption of ITIL, LANDESK was one of the first to offer out-of-the-box ITIL workflows to ease the adoption of processes into the organization. Instead of building, yet another forms-based ticketing system, the technology was engineered around business objects. Business objects that can be configured into a system of record, easily dragged into place to create views into data capture, presentation and actions.

In other words, think Legos not Matchbox. While you can build a car, if you need to morph it into the Millennium Falcon, you have the tools to do that. Most organizations are not ready to be flying through asteroid fields at hyperdrive… but want a product that can handle it when they are ready.

4) Built around Process not Forms

Since its origin, LANDESK Service Desk has been about automating process, not providing data entry forms. So unlike any other product on the market, its state-based workflow engine, not a forms-based workflow engine, provides a visual workflow designer as the core of the application module configurations. What’s the difference? The views, fields, and actions are all based on the status and outcomes of the process interaction.

This provides more decision making capability at a granular level. Process engineers and business analysts love the flexibility, though system administrators sometimes struggle with the concepts of design. If you are looking to create “sexy” web forms, then LANDESK will be a struggle for you. Want to create killer automation of your ITIL, COBIT and PMI processes, then LANDESK is a fit.

3) Modern & Flexible

As discussed previously, when selecting a partner, you want to make sure they have a shared vision. Our vision is focused on creating innovative solutions to physical limitations that are affecting modern IT professionals. Thus, our releases address current needs such as mobile knowledge management where users can simply take a picture of an error message and it automatically translates it, searches knowledge and opens an incident ticket. We call this ITSM innovation SnapIT, and it’s just a small part of our overall commitment to an amazing digital user experience with HTML5 responsive design user interfaces.

We also recognize IT professionals need choice in how their ITSM Suite is deployed.  Thus we offer and support both on premise and SaaS solutions.  Both offerings are designed to easily integrate with existing tools through web services and event management services.  This flexibility makes the implementation time to value short, providing benefits quickly and allowing growth plan of maturity.

2) Integrated into I&O functions

Ah yes… the infamous “Right Click” functionality. ITSM tools selection committees love this about LANDESK. Throughout our product suites, we are constantly thinking about how to leverage our product strengths to make life easier for users. For instance, on a request screen, you can easily see all the assets associated to the end user making the inquiry. You can then in real-time pull up current inventory, remote control, scan for security issues, push software changes, etc… We love it when prospects say: “It would be great if you could do …” most of the time we can. That is because we constantly thinking about how to integrate our ITSM capabilities across the infrastructure and operation lifecycles.

ITSM Support for Asset

ITSM Support for Security

ITSM Support for Systems Management

1) We Exist to Help IT to do Less not More

This may sound counter intuitive, but many products in the ITSSM spaces are marketed as a platforms that allows you to do more. And trust me, they live up to their promise. More administration, more configuration, more time with support calls trying to get through failed upgrades because of the sprawled customization.

LANDESK is designing and building its products that allow IT people to do less. Less data entry, less system administration, less meetings reviewing workload, less phone calls between teams trying to find information. We want our customers to do less data chasing, and report generating, less support and request phone calls.

The role of ITSM professionals is changing. IT functions and services are becoming more distributed and more complex. IT professionals enabled with the capabilities of LANDESK Service Desk are empowered to do less IT minutiae and more value added business activities.

These are the reasons WHY LANDESK Service Desk is selected as the ITSM solution by thousands of customers.

So if our WHY matches your vision, come talk to us. We’d be happy to come talk to you about WHAT we do and HOW we do it.

Help Desk vs. Service Desk: What’s the Difference?

In my first IT job, I worked as a Help Desk Analyst. I supported a software package that tracked individual documents when DOS was predominantly used as the operating system on most IBM-compatible computers. The software we used to support customers would create incidents, which meant it would create a profile with a unique incident number, a category, the analyst, the customer, and various other pieces of information we considered important. The way we provided IT support was what many called a ‘Help Desk’ or ‘ticketing’ solution.

Reporting and Analytics: A Sad Story of Cold Pizza

It’s 3.30 p.m., you’re sat in a meeting with your management peers and your CIO. You’ve been asked to pull together an IT Ops report for Service Desk trends in the past 12 months for an 8 a.m. meeting tomorrow morning.

4.00 p.m., back at your desk, you ask your reporting specialists for help but they’re on a deadline themselves so the best they can do is a data dump.

4.30 p.m., you receive a spreadsheet with multiple tabs for multiple data sources. You roll up your sleeves, this could take a while.

Integrating Your IT Asset Management and IT Service Management Programs

When IT is designed to operate in domains, gaining visibility across the infrastructure is virtually impossible. There are separate teams, tools, and objectives that limit information and data sharing across the network, database, server, data center, client and other domains. However, when visibility into all of the infrastructure components that comprise business services cross those domains, the benefits to the organization are huge, especially in the area of change-impact analysis.

Modern ITSM Offers Exceptional User Experiences: Service Desk 2016

ServiceDesk2016-blogWhile walking past my local hairdressers this weekend, I remembered that I needed to change my next appointment having booked it at a time that I was USA-bound. But seeing the queue at reception, I didn’t go in to change my appointment. Why? Because I knew that I’d have to wait and then provide lots of information to the new member of staff about the services I usually book, what products I can use and what I’m allergic to and so on. And, I also knew that I could get straight through to  their user-friendly online self service, enter my name to bring up all my details, update my allergy notes and quickly rebook the services I needed, all while keeping an eye on special offers and services they recommended that month. All in all, a much faster, user-friendly experience than waiting in a queue to speak to someone who didn’t know my personal details. And that’s the key take away for ITSM organizations – faster, user-friendly experiences is the new expectation of consumers.

The Rules Have Changed