Since we embraced a state-of-the-art Microsoft ITSM call system and supplemented it with our XLA/Regie proposition, we are naturally looking even more closely at other systems and solutions than before. We believe that an ITSM call system should form the heart of your I&A department and that an XLA/Regie approach is the only way to ensure successful digital innovation. Because we dare to say that there are apparently very few complete solutions available, we want to use this blog to first explain why it is logical that ICT and ITSM suppliers cannot meet your XLA and management needs, but above all: what should be done about this? In our opinion, it's not that difficult: first of all, stop looking for help from the wrong parties.
Let me start by promising that this blog is not a negative story about reputable ICT and ITSM suppliers. For years, they have been offering excellent partial solutions for classic interpretations of your needs. But that is precisely the big problem:
The XLA approach is not about individual parts, but about the totality of all parts, which together form the services as the ICT user wants to recognize them: 'as a service'.
The 'as a service' concept is difficult enough in itself, of course, but what makes it even more difficult is that you really have to think from the perspective of the end user's wishes. We often use a familiar example to illustrate this: how do you actually think when you yourself are the end user, for example when you go out for a nice dinner with your family?
If the evening was absolutely perfect, then at least two essential elements were fulfilled:
- The service in the restaurant was excellent;
- The food was delicious.
A good restaurant owner will always ask you this at the end of your evening. If there is something that could be improved, this will contribute to structural improvement. But: that will depend on the details. A great restaurant should have a good grasp of the whole picture:
The head chef is usually also the owner of the restaurant. At the end of the evening, he or she often comes to ask how the experience was and, importantly:
Whether the resulting improvements relate to service, food, or both, as the owner, the chef has the authority to make these improvements.
It makes sense, right? I think everyone understands this example. But what happens when we extend this comparison to your I&A department? After all, that also involves a service (food) and support (service), right? But then the picture suddenly looks very different in practice:
- The experience of a service and/or support for the service is not systematically requested/measured.
- When people do ask questions or conduct surveys, they often focus on specific aspects of the service (e.g., was it easy to make a reservation, was the steak tasty, etc.), rather than the service as a whole.
- Unfortunately, CIOs often do not feel like chefs or owners: any improvements are then taken up by those partially responsible, but not together and in collaboration with end users as those with overall responsibility and under the leadership of the CIO.
- And finally, the most common issue: the responsibility for improvement too often lies with the kitchen rather than the restaurant itself, even though it all happens in the restaurant—after all, that's what we're all there for, isn't it?
In short: ICT suppliers and administrators are often leading the way in improvements and believe that they know exactly what end users will appreciate. And that is precisely the essence of the problem:
We simply place the responsibility for improvement with the wrong parties, despite our best intentions.
How can a party that has always been responsible for providing only one part of the service suddenly take control and/or implement the XLA concept across the entire 'service as a service'? That's not possible; you (just like the head chef) really have to organize that yourself. ICT and ITSM suppliers are literally shouting from the rooftops that they can help you with management and XLAs. In practice, however, this does not seem to be the case, and once again: that is logical, and you certainly cannot blame these parties for this. Suppliers do this because you yourself have done nothing else until now:
- It is time to take control of your own services: naturally with temporary assistance and appropriate solutions, but always based on your own ultimate control over services that your end users will recognize.
- This will only be successful if the experience of your end users is central and permanently measurable.
- And finally: this will not happen automatically; all dependencies for continuously improving services and processes must 'participate' in this ambition.
That may sound incredibly complex and unfeasible for your specific situation, we hear you thinking. Well, it's certainly not easy, but in that case, just think of the chef at the Michelin-starred restaurant who has done an excellent job:
The chef did not start out as the owner of a complete service either: this began on a small scale, driven by an ambition to 'serve' the end user better and better. Step by step, he took ownership and the quality of the service and the experience became increasingly central by measuring it continuously. And finally, by gradually improving every aspect of the service over the years, the ambition has been turned into reality.
You can do this yourself. I am 100% certain of that. At TransitieProfs, we are happy to assist you with the right experience, people who truly understand the XLA philosophy, and solutions (such as our ITSM Call System) to measure/innovate your services and processes from the perspective of your end users.
Dennis Daalhuizen
Owner of TransitieProfs
