From service management to service excellence: Transforming problematic service management


Consumerization of technology has given us the expectation that we can resolve a customer service issue via chat, email or a simple phone call on our mobile phones. When we have a problem with Uber or Airbnb, for example, all those options are available and our issues are resolved fairly quickly.

So why isn’t that the case with IT service desks responsible for enterprise networks and IT operations?  The short answer:  It can be.

We were recently working with a client whose legacy customer service process included tickets that had remained open for more than six months, bouncing from team to team, with no resolution in sight. By deploying an end-to-end (E2E) service that included cloud-based applications and infrastructure, as well as revamped business processes and improved user interfaces, it’s now rare for a service ticket to remain open for more than a day or two.

Delivering these transformative results is one of the major goals of our Service Integration and Management (SIAM) programs. Actually, they have also led to the emergence of entire companies that focus on these issues.

But just what do we mean by an E2E service? Is it a specific software application or set of applications? Or is it a business value/outcome? Are we looking at the architecture layer above the infrastructure elements, or do we expect integration further up into the business?

At its most basic, an E2E service gives business users the ability to do things such as make payments, fill out travel requisitions or provision IT applications without service downtime. And while this capability can be hidden behind much of the internal IT knowledge wall, when it’s time to make any change in the company’s IT architecture, it becomes paramount to know how the individual pieces fit together, both traditional and new, and how they impact the business, particularly if the systems were initially deployed by people who no longer work for the organization.

What companies need in an E2E service is good configuration management, but on the IT service-provider level. For example, if an error is caused by a domain controller role change, what services will go down? What business units will be impacted, and how?

Consider how an E2E service would work in the real world: Jane, the CEO’s personal assistant, just noticed she is no longer receiving email. Jane uses email as a Tier 1 application service in performing her job, and she does not really care what element of the service is malfunctioning. She just wants email to function so she can support the CEO in daily operations. What she needs is a:

  • Point of contact. Her SI lead who will keep her informed of the status of the service and work with the service providers to resolve the problem.
  • Easy-to-use interface. An intuitive way to see and get updates on the progress of her case, no matter who works on it.
  • Fast turnaround. As quick a fix as possible, no matter which service provider is involved or how gladly they would be to point fingers at others.
  • Permanent solution. If the problem shouldn’t have happened in the first place, it certainly shouldn’t happen again thanks to well-executed reactive/proactive problem management.

When an E2E service works well, the provider offers all these capabilities and uses analytics to match specific business value/outcomes to demonstrate that the service delivers value to the business. IT organizations that understand the value of an E2E service will have a competitive advantage as they transform from managing discrete IT technologies and infrastructure to delivering IT services to their business users.

Steve Lewis is the DXC SIAM Service Delivery Lead and the Aptiv/Delphi Technologies Account SIAM Strategy and Technology Lead and is an accomplished, outcomes-driven, innovative senior IT leader with extensive experience at delivering year-over-year success in leading complex challenging IT initiatives. With a proven track record in initiating profitable alliances with global vendors and suppliers, providing strategic visionary leadership through effective planning, execution and communication, Lewis has a reputation as a relationship-builder with a demonstrated ability to instill a common vision and develop a dynamic team based on trust and mutual respect.

Anna Rahmani is the DXC Solution Architect with a strong background in IT operations as well as SIAM and Service Management expertise. At DXC she has contributed to creation of the SIAM managed service. Anna is known for regularly employing, lending and sharing her SIAM knowledge to enable DXC solutions best fit the clients changing organizational model needs.

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