Process awareness - key points to keep in mind when designing your service strategy - SEE UK - 2016
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Twitter: #SEE2016 Process Awareness Andreyna Gonzalez
Transcript of Process awareness - key points to keep in mind when designing your service strategy - SEE UK - 2016
Twitter: #SEE2016
Process AwarenessAndreyna Gonzalez
Twitter: #SEE2016
Twitter: #SEE2016
Twitter: #SEE2016
"I really want to clear my life to make it so that I have to make as few decisions as possible
about anything” Mark Zuckerberg
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ProgrammeWhy are processes necessary?
TOPdesk’sbest
practices
What is a process?
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"A repeatable series of actions or operations
that consume resources to transform
material, energy, or information into outputs that are provided to customers”
……….
What Why How
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DecisionsSteps
What Why How
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Processing time and interdependencies Assignment of
resources
What Why How
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Service QualityService Quality• Tool• Process• People
What Why How
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What is a process?Elements of a process?
Other influences
What Why How
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GAINS FROM A WELL-DEFINED PROCESS
IMPROVE QUALITY OF SERVICES FOR CUSTOMERS
STREAMLINE
OPERATIONS
COST SAVINGS
MEET DEMANDS BY CUSTOMERS
What Why How
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WHAT ARE THE LARGEST HURDLES?
What Why How
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Process MaturityProcess Maturity LevelsLevel 1 – Ad-HocLevel 2 – Repeatable processLevel 3 – Defined processLevel 4 – Managed processLevel 5 – Optimized process
DreamSave the worldTribal KnowledgeMagna CartaComprehensive DashboardContinual Improvement
NightmareIndependence DayWitch DoctorsBureaucratic SwampBig brotherDystopian Factory
Ad-HocChaoticHeroicIll-definedUnpredictable
RepeatableSectional knowledgePartially documentedSome repeatabilityVaried successCoaching approach
DefinedProcess repositoryAdopted processesStandardised proceduresCorrecting behaviourSome predictabilityAgreed methodologyTraining provided
ManagedMetric-drivenCompliance enforcedBest practicesCo-operative cultureQuality assuranceQuality controlKPIs in placePerformance targetsAligned to Strategy
OptimisingContinuous ImprovementPredictable resultsAdaptable modelFocus on improvementLean ManagementCollaborative cultureInnovativeTeam drivenInitiative driven
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Where to start?
Going back to basics. Continuous
improvement
Combine different ways of working
TOPdesk Simplifies to:
What Why How
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Where do you want to focus?Customers
External Suppliers
IT & IM
FM HRM
SupplierIntegration
CustomerCentric
OperationalExcellence
What Why How
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Customers
External Suppliers
IT & IM
FM HRMCustomerCentric
What Why How
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Customer Centric
What Why How
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Customers
External Suppliers
IT & IM
FM HRMOperationalExcellence
What Why How
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Operational Excellence
What Why How
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Implement with your focus in mind
What Why How
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TOPdesk Best-Practices
CUSTOMERS
Reactive Mgt.:• Malfunction• Question• Service
Request
Services:• Service
Catalogue• Assets• CMDB
Relation Mgt.:• Request
outside Service Catalogue
Changes:• Adjustment
s to provided services
Proactive Mgt.:• Planned
Maintenance
• Service reviews
Improvement:• Info from
reactive and proactive mgt.What Why How
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• Over 7,000 requests handled in the first 4 months
• 95% resolved within SLA
• Self-Service tool takes majority of service requests
• Positive feedback received from across the British Library
• Before TOPdesk only 10% of calls were logged via Self-Service
• About 66% of calls now come in via the Self-Service Portal
eMail Telephone Verbal Self Service0%
10%
20%
30%
40%
50%
60%
70%
Old HelpDesk TOPdesk first 4 monthsTOPdesk after 13 months
Jason Mason, British Library
What Why How
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Happy customers tell the real story“Morning Chaps,
I’ve utilised the TOPdesk system to log calls which have been placed into the correct support queues and turned around very quickly - in most cases the same day.
I’m very impressed.
Thanks” Service Desk Manager and Head of Personal Computing Services
What Why How
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What do we want to
achieve?
TIME
QUAL
ITY
What is
often
expe
cted
What yo
u can
achiev
e
Where do we stand?
Summary
What Why How
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FOCUS ON THE PROCESS
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