the service desk evolution

2023-04-10

The Service Desk Evolution

Peter McGarahan

Senior IT Director

First American

[email protected]

IT-support i fokus 2013

• 12 years with PepsiCo/Taco Bell IT and Business Planning

• Managed the Service Desk and all of the IT Infrastructure for 4500 restaurants, 8 zone offices, field managers and Corporate office

• 2 years as a Product Manager for Vantive

• Executive Director for HDI

• 6 years with STI Knowledge/Help Desk 2000

• Founder, McGarahan & Associates (9 years) - delivered service and support best practice consulting delivered through assessment / findings / recommendations / continuous improvement roadmap.

• Retired Chairman, IT Infrastructure Management

• Senior IT director – Infrastructure Services for First American

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About Peter McGarahan

2023-04-10 IT-support i fokus 2013

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Pay It Forward


Rapid technology advances are forcing radical changes impacting IT organizational structure, culture, leadership and careers.

IT organizations are prioritizing limited investments to innovate the business, simplify core infrastructure services and retool

and train resources with needed skills for new roles and opportunities in the world in which we live and work.

As we sit here ……….

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The IT Change Imperative

FOUR-STAR US GENERAL (RET.) ERIC SHINESKI

"IF YOU DON'T LIKE CHANGE,YOU'LL LIKE IRRELEVANCE EVEN LESS

• The development of all IT professionals should be a priority of IT Leaders.

• It’s a continuous process of learning, acquiring and utilizing highly valued and marketable skills.

• Prepare and position them for a long-term, successful and rewarding career in IT and Business (soon to be one-in-the-same).


IT Leadership

“It’s tough to be strategic when you are delivering daily operations

tactically.”

Shift Focus, Time and Energy 2023-04-10 IT-support i fokus 2013 6

Operational Excellence

1. Know where you are

– Assessing your current performance around service strategy, structure (support model), process, people, tools and metrics is an all-important baseline.

2. Know where you are going

– Envisioning the end result is a core part of defining your service strategy.

3. Know how you plan to get there

– The continuous improvement roadmap is the result of your gap-analysis assessment against your future-state.

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Service Strategy

Service leaders must allocate the right amount of time for strategic thinking and initiatives to:

1. Align goals and objectives (business / IT / Service)

2. Establish directives to govern scope of services

3. Build success metrics to measure business value.

“Strategy without tactics is the slowest route to victory.Tactics without strategy is the noise before defeat.”

Sun Tzu (Chinese General and Author, b.500 BC)



Mobility – The Game Changer

Mobility, BYOD and Cloud access to data means more devices, more locations, and more apps a concern for Global CIOs says

Forrester.

According to data Gartner – there were

2.5 billion devices (PCs are declining / Tablets

and Mobile Phones (1.2 billion)) shipped

as of June, 2013.

Gartner forecasts that computing devices bought

by consumers will grow from 65 percent in 2013 to

72 percent in 2017. This signifies the growing

importance of designing for the consumer inside

the enterprise.

“Consumers want anytime-anywhere computing that allows them to consume and create content with ease, but also share and access that content from a different portfolio of products. Mobility is paramount

in both mature and emerging markets,” said Carolina Milanesi, research vice president at Gartner.

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Changing Customer’s Expectations

1. The principle of putting the customer first starts with the design of the Support Center strategy and structure.

2. It defines how all services are delivered against customer expectations.

3. Putting the customer first is a corporate strategy where the executive team champions the customer and leads by example on a daily basis.


Service Design • Design Services from the “inside-out” with the

customer “top-of-mind.”

• Be the “Voice Of the Customer” / Customer Advocate.

• Listen to / Learn from your customer / know what’s important to them.

– Ask what you are NOT doing, not just what you are doing well and not doing well.

– Survey customers who are NOT using your services.

• Identify and leverage customer champions (external) and senior customer sponsors (internal).

• Know why you win customers (attraction / what they like), why you lose them (defection / what they hate) and what can you do to prevent losing them (loyalty, retention & profitability).

• Don’t be “the smartest guy in the room”– Arrogance prevents listening, learning and improving!



Preparing For Change

1. Instill a sense of urgency.

2. Pick a good team.

3. Create a vision and supporting strategies.

4. Communicate.

5. Remove obstacles.

6. Change fast.

7. Keep on changing.

8. Make change stick.

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Shift-left Strategy

Mean time to resolution

Cost

Technologist/Developers

Technologist/Developers

Categorize CallTypes in Level they are Resolved in

Categorize CallTypes in Level they are Resolved in

Escalated callEscalated call

Call EliminationCall Elimination

Automated self-serviceAutomated self-service

First contactresolutionFirst contactresolution

Cost s

avings, SLA & Cust.

Sat improvements

Cost s

avings, SLA & Cust.

Sat improvements

Level-3Self-service Level-2Level-1

Bring visibility to where repetitive, costly issues, questions and requests are resolved / fulfilled.

$100 - $500$100 - $500

$35-$250$35-$250

$10-$37$10-$37

$1-$10$1-$10

© 2012 Gartner, Inc. Cost Data


The Supporting Structure


Areas of Opportunity

• Improve efficiency, integration and cooperation across all customer ‘touch-points”.

• Provide the same customer experience across all “touch-points”.

• Discontinue supporting customers through different “band-aided” processes/systems!

• Automate and integrate all processes into one tightly unified, efficient system.

• Anticipate the customer’s needs and be proactive.

All CustomersAll Access Channels

One, consolidated, streamlined, efficient, cost-effective and

integrated process /tool / people



Self Service Structure

• Fix It – contains self-service functionality, tools and Knowledge Articles targeted and written for customers designed to resolve their issues on First Contact / Attempt.

• Order It – contains standard Service Request forms that provide a means for customers to order from the Services Catalog.

• Learn It – contains instructional “How-To” Videos, procedure-driven Knowledge Articles and any lessons learned that can be easily shared (Collaborators) with customers looking for assistance on how they can get something done.

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Purposeful Support Practices

1. Achieving First Contact

Resolution

2. Making UFFA a Priority

3. Mapping Call Types for Action

4. Introducing Customer-

Impacting Technologies

5. Balanced Scorecard

StorytellingDeliver a more consistent and memorable customer

experience.

Increase first contact resolution

Resolve difficult problems faster


Challenge Yourself / Your Team


• Attitude– It’s yours to control /

change

• Ownership– It’s yours to follow-up

and follow-through

• Service– Is it the way you would

want to be treated. “Sign Your Service.”

• Be a Continuous Learner– (Leaders are Readers /

Readers are Leaders)

• Skills– Track market demand for

skills, watch industry trends / turning points and continuously improve / grow.

• Teamwork– Together– Everyone– Achieves– More

• Career – Is YOUR business– Conduct a "mental fire drill"

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Separating professional from

personal computing (e.g.

Social Media Restrictions)

will become increasingly

difficult as each graduating

class transitions into the

workforce.

From the perspective of adoption,

use, productivity, and training, the

“new” professionals are very

comfortable with browser based

collaborating, texting and Instant

Messaging (IM).

The development opportunity for

this soon-to-be-dominant

platform lies in the ability to

simulate features and

capabilities that mimic the social

media sites and tools younger

workers exploit today.

The New Professional

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Successful eBusiness leaders will take a life-cycle view of their customers, invest in technology that will support multiple touchpoints and devices, and re-evaluate

ownership of online customer service strategy and operations.

The New Professional

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Changing Workforce / Managing Virtual Agents

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• Make it performance-based (scorecard) with clear goals, expectations and consequences

• Hire and lead star performers• Set a vision, clarify your

expectations, then get out of the way

• Develop self-managing teams and remote best practices to consistently achieve desired results

• Anywhere, Anytime and Multiple Channels!

• Hold them accountable• Provide resources (training,

coaches, knowledge) for them to utilize

• Stay in touch (IM, Video, Meetings, Visits, etc.)

• Reward, recognize and give credit


Growing People / The PlanSenior Leadership Skills and

Focus

• Provide quick technology innovations• Focused on business capabilities

• Know technology limitations• Top notch negotiation skills, a realistic approach and the

creditability card• Envision the art of possible

The

Marke

t Demand skills

• Leadership / Relationship building• Passion for business systems

• Strategic & Digital thinking• Communication / negotiating expertise

• Influential power / Problem Solver • Logical / engineering skills

Taking Action

Now

• Fund Training• Fund Internships• Mentor / Coach

• Reward / Recognize• Create new positions / roles

• Promote ‘Good’ Turnover

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Questions / Thank You!

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the service desk evolution

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