Better Service Visibility = Better Delivery!

Service disruption occurs when change and release management collisions occur.

How do we prevent these collisions from occurring in the first place?

Even the most sophisticated teams are subjected to these problems; why?

No matter how much planning and automation you have, there are still outages!

Now the service desk is getting hammered with calls and a VP is irate over not being able to reach his “key” system. No one is happy. The world is on fire!

We planned. We strategized… We have GREAT tools! We have GREAT PEOPLE! We AUTOMATE!!!

Why? Why me? Why us?

While you may have planned accordingly, followed the good practice handbook to the letter and thought you understood the decisions in the CAB, you still had collisions. Why?

Because you made decisions based on incomplete information.

There are MANY systems of record that hold critical information related to service delivery. That information is often not all in a single database — such as your ITSM system.

Vacation and business event information? It’s in your messaging system (Exchange).

Customer specific case information? It’s in your CRM (Salesforce.com).

Release information? It’s in your ITSM system (ServiceNow).

If key data related to change/release decisions is not all in the same system, the effort to correlate it may be painful and time-consuming, but; ultimately it is worth it if service is improved. Figure out how to get it correlated — even if it is a spreadsheet. Reduce the risk by knowing what is what.

calendar-video-preview-1
1:56 — A demonstration of a unified calendar view.

We built Kinetic Calendar to enable real-time visibility into key data from multiple applications. it’s more important than ever to be able to cross reference data from those systems. Request a free demo here.

Are We There Yet?

magic-cube-cube-puzzle-play-54101tl,dr; flexibility. From buying a new app to acquiring a company, your ability to integrate can make or break returns.

When your doctor prescribes medicine there are many questions. A patient might ask “How long until it kicks in?”

This applies to business decisions as well. Adopt a new system and executives begin to ask “When will realize value?” Start shipping a new product line and investors wonder “When will profits emerge?”

How do we answer these questions with accuracy and speed? One thing acquisitive companies do is compare books. Take a look at the finances. Look at the details of operation expenses, profits and capital expenditures. This gives you a great deal of insight about the hard facts of a business.

There are many other aspects aside from finance though. How do new products get more clarity on when profits will emerge? Unique funding tools like kickstarter have shed light on this. Why not get people signed up to buy before or during design? Have you asked people if they would buy your product? Will they? How will you tell them when it’s ready?

What if you took the kickstarter model to heart?

How will employees know when a new system will be available? When will their jobs get easier or more streamlined? Have you asked for their input?

Kickstarter has a ton of value beyond just crowdfunding. It’s a way to communicate, survey and set expectations. These functions are critical during times of flux and change.

Knowing where our teams, systems and colleagues are within a transition empowers speed.

We’re building your next kickstarter and can’t wait to share it with you. You can also try it out for yourself here.

To learn how our software empowers organizations to architect for fast integration, read our stuff on preparing to realize the value of BIG change.

 

Be a Provider… NOT a Broker!

At Kinetic Data we’ve been talking for years about Service Integration and Automation (SIAM) and building software products to enable Service Providers to deliver at scale.  Understanding the SIAM concept has real value for enterprises looking to achieve successful delivery where service models are distributed across fulfillment silos, and customer experience is of paramount importance.

For Shared Service IT organizations, most have an understanding of the Handshake above 2brokering concept with respect to infrastructure delivery.  In this context, the brokering concept is often referred to as the Hybrid Cloud infrastructure model. In this model, Corporate IT is typically the central provider of infrastructure services, while the actual components making up deployed technology stacks live both internally (corporate data centers) and externally (partner provided, Cloud-based data centers).  Often, Corporate IT may involve many back-end partners in providing those infrastructure components.

At a high-level, the Service Brokering concept appears to solve challenges associated with delivering enterprise IT service in the complex world of today’s global economy. In this model, services are made up of component functions where fulfillment tasks are sourced to provider-partners responsible for delivering their individual part.  While this may seem like a broker model, the reality is that if you view things from the customer’s perspective, the “Service Broker” concept doesn’t make sense at all.  

When I think about my experiences with brokers, some are great and some are not.  Regardless of how good the broker, I’ve ended up (as the customer) having to directly interact with downstream providers to resolve issues related to the service I’ve procured.  I’ll spare the gory details, but offhand I can think of examples with healthcare, investments, house-buying and home repair that make up my experiences.

Each time an issue came up in the delivery of a complex service (home-purchase) and I had to get involved in solving them, it was time-consuming, costly and frustrating. More than once, I decided that regardless of how good the broker was in my initial interaction, I would not use them for the same service in the future as it was easier for me to handle things directly with the downstream provider.  That’s an anecdote for IT outsourcing if you are keeping score at home!

Ultimately, the underlying issues with all of any of these challenging “Service Broker” experiences I have lived were due to the difference between my perception and the reality of the service model I was procuring.

As a customer, I expected an experience where the service being provided was truly integrated end-to-end regardless of who was doing the fulfillment.  What I got was a disparate and distributed service experience that was notintegrated and left me looking for an alternative provider for the future.

So, with respect to Enterprise IT and the idea of “Service Brokering”, think about:

  • A customer procures (requests or buys) a service and expects delivery of it, not just “part of it”.
  • That customer has an expectation (SLA) for that service with corporate IT.  It’s not the customer’s responsibility to coordinate sub-contractor agreements (OLA’s) between back-end fulfillers that comprise the component Sub-Services, nor is it their interest to have any complexity added to their experience.
  • They don’t care if Vendor A is responsible for Sub-Service 1, and Vendor B is responsible for Sub-Service 2.  All they want is simple access to the service and a great experience in it’s delivery.   

If there’s an issue with a downstream fulfillment by Vendor B, it’s ridiculous to expect a customer to care about a missed OLA or further, to get involved in the resolution of a stalled service.  When they come to get service from Corporate IT, they expect a great experience by a Service Provider, not a Service Broker.

If you understand what goes into end-to-end service delivery where there is afocus on customer experience, Service Brokering is nothing more than marketing-speak. Another attempt by industry vendors to try to re-label what already exists and sell it to you as “new.”  The multi-sourced delivery model has existed for decades.  It is not new, and there are real Service Providers out there that truly understand the value of Service Integration in driving excellent customer experience!


Remember:  What matters most is customer experience.  Be a ServiceProvider NOT a Broker!

The Curb Appeal of your Catalog

Performing regular application rationalization presents countless opportunities for organizations to recover waste, reduce costs and add efficiency. Although large enterprise platforms are beholden to theseWally_Shopping rationalization projects, they are often overlooked as out-of-scope.

This is usually because removing the platform has disastrous results for the customer experience.These platforms are low-hanging fruit for organizations to save millions in operations costs.

The choices you make today, drastically impact your ability to be flexible and vendor neutral tomorrow.

Thanks to several years of customer experience being a fad (and now a trend), many software manufacturers are refactoring and struggling to decrease switching costs while still providing you value.
Ideally each of your business partners and software suppliers should be working with you to decrease time to value and increase value.

Three More Key Findings About the Future of IT Service Management from EMA Research

The consumerization of IT, digital business model disruption, and the need for greater speed in technology development are combining to dramatically change the role of IT service management. According to Dennis Drogseth of Enterprise Management Associates (EMA), “Both the ‘rules’ and the ‘roles’ governing IT Service Management (ITSM) are evolving” as the relationship changes “between IT and its service consumers.”

Cloud computing, mobile, and the future of ITSMIn The Future of ITSM: How Are Roles (and Rules) Changing? Part 2, Drogseth details several conclusions from the organization’s research, expanding on previously reported findings. Here are three observations that stand out, with additional commentary.

Service management isn’t just for IT anymore.

Among EMA’s findings, “89% of respondents had plans to consolidate IT and non-IT customer service.”

Continue reading “Three More Key Findings About the Future of IT Service Management from EMA Research”

Webcast: The New Rules of IT Support and Service Management

What are the new “rules” in IT support and service management? Kinetic Data recently spoke with Eveline Oehrlich, VP and research director at Forrester Research, to discover her organization’s findings and predictions on that topic.

Happy employees make for happy customersIn the webcast Rewriting the Rules on Service Support & Management: Happy Employees = Happy Customers, Eveline discusses:

Should We Stop Calling it IT? The Case for Business Technology

Now that cloud computing and the consumerization of technology enable non-technical business process owners to address many of their own data needs—and digital technology is finding its way into a vast range of products (i.e., the Internet of Things) —is the term “IT” still useful and accurate?  Or is the abbreviation for “information technology” now too limiting, even counterproductive, in describing this function?

Should IT be renamed Business Technology?That’s the intriguing question raised by Robert Plant in a Harvard Business Review post. Plant writes that IT as a term “is no longer appropriate in a business context” and continues:

Continue reading “Should We Stop Calling it IT? The Case for Business Technology”

Five More Key Takeaways from the HDI – itSMF USA Service Management Report

As noted in part one of this two-post series, ITSM tools and principles are being embraced in shared service functions (HR, finance, facilities, etc.) in an increasing number of organizations to reduce costs, improve processes, better align IT with the business, and make users happier.

Service management is not just for IT anymore Continue reading “Five More Key Takeaways from the HDI – itSMF USA Service Management Report”