Beyond Service Management

Introduction

Most of the IT service organisations have adopted ITIL or similar service management disciplines. Service management requires new processes for users. Service is provided only after a service request is raised, new initiatives need a business justification, service level agreements need to be in place, and the list goes on. Any experienced IT manager would tell you that certain disciples are necessary to be able to deliver reliable and cost effective IT service.

Many IT groups get so bound by these processes and rules that they forget about the end customer satisfaction. Some customers find these processes cumbersome but just stop complaining. Others find the process of justification too difficult and their legitimate needs are not met.

Here are some approaches I have used to move from service management towards service excellence and high customer satisfaction.

Understand the business

IT organisations exist to support and enable the business. If IT staff, and I am not just talking about the business analysts, don’t understand the business, the ability of IT to provide excellent service is hampered. In the case of a communication failing to branch or store, I have seen IT staff being entirely focussed on service standards for their silo without having any idea of the real impact it is having on the business and customers.

Improving IT boffins’ the business understanding is not difficult, but it does require a sustained effort. Especially when the IT group is large and not co-located with the users.

Visit the key operating areas

Regular visits by small IT teams to see the business operations is a must.  The idea is to meet the actual users of the systems and technology. See how well the systems and technologies support the staff do their job. Are they reliable? What happens when systems fail or are slow? Are the systems too difficult to use? Is there a training issue? The idea is to learn what is happening and to avoid the temptation to provide instant solutions.

Learn the business language

Every business has its own terminology and language. Teach IT staff the basics e.g. accounting, supply chain terminology or investment banking. Common language creates a greater understanding, breaks down silos and develops empathy.

Business analysis skills

IT staff can have a tendency to provide instant solutions even before they fully understand the problem. Learning how to ask questions, understanding the situation fully as well as gathering and analysing facts would ensure you are solving the right problems and providing good solutions.

Operational Account Management

The concept of account relationship managers is not new. Typically account managers focus on strategy and other big-ticket issues because they usually don’t have the time or desire to be bogged down with smaller issues.

Focus on operational issues

Use experienced service leaders to proactively focus on operational issues that affect the performance of the operating units. Assign them a small budget to authorise minor equipment upgrades or other improvements that address niggling issues. Larger issues would be escalated to relationship managers.

Example:  In one organisation, remote branches had very old PCs and others had a very slow network. Either user never reported these problems or they may have reported these problems in the past but no action was taken. The PCs were replaced from the refresh budget and the lines were upgraded at a minimal cost. This demonstrated that IT cares about user needs and is proactive.

Operational account managers will regularly meet with team leaders and managers from business areas to understand their problems. They will (along with team visits) identify training gaps, issues with aging equipment, systems usability issues and other process issues. At times, they will act as user champions inside IT to improve level of service and customer satisfaction.