Yesterday BMC announced MyIT, which it describes as a “new enterprise software solution that empowers employees to take personal control over the delivery of the IT services and information they need — anytime, anywhere, from any device.” I was demoed it prior to the announcement, and it definitely does provide employees with greater insight into, and control over, the IT services they consume.
My initial reaction?
Once I had got the initial thoughts of “I don’t like the name” — because it seemed “dated,” and because something like this is about more than IT — out of my mind, the jigsaw pieces that make up my opinion started to fall into place:
It is embracing so many of the challenges faced by IT organizations (and their customers), such as increasing customer expectations of IT per se, mobility, personal hardware (corporate and BYOD), customer service and support … and I could go on.
It picks up and runs with, not so much social as many would expect, but the consumer-led penchant for self-service (both for service delivery and support).
It starts to leverage the capabilities of our “gadgets” that are often neglected in the corporate (software) environment.
It makes service catalog more relevant and more accessible — service catalog is really about self-service from the customer interface POV. This could be self-service on steroids.
Companies are grappling to maintain their traditional sources of competitive advantage in the age of the customer — a world where empowered consumers, commoditized products, and intense competition stretch organizational capabilities to their limits. Enter the customer-obsessed CMO who can transcend the operational status quo and lead a companywide journey to establish new sources of competitive advantage. In my presentation at Forrester’s Outside In: A Forum For Customer Experience Professionals EMEA in London next week (November 6th to 7th), I will be explaining how CMOs can positively change the corporate culture around customer obsession. I will also be leading the track “Why We Need To Build A Customer-Obsessed Corporate Culture,” which takes a closer look at the challenges involved.
In preparation for the event, I caught up with one of our industry speakers from this track, Veronique Tordoff, UK market customer experience leader, Philips Electronics, to talk about how Philips Electronics is dealing with these challenges. Check out a preview of Veronique’s session in the below Q&A, or join me in London to hear the full story.
Customer experience is fundamental to the success of every business. For most companies, in fact, customer experience is the single greatest predictor of whether customers will return — or defect to a competitor.
Customer experience goes to the heart of everything you do: how you conduct your business, how your people behave when they interact with customers and each other, and the value you provide. You literally can’t afford to ignore it, because your customers take it personally each and every time they touch your products, your services, and your support.
In our new book, Outside In, my coauthor, Kerry Bodine, and I explore the real meaning of customer experience; prove the business benefits of delivering a great experience; and describe the six disciplines of customer experience leaders like American Express, JetBlue, Office Depot, and Vanguard. Our goal is to help readers understand why and how customer experience leads to profits — which it does, but only if you treat it as a business discipline.
Why is customer experience so important?
“Customer experience” is literally how your customers perceive their interactions with your company.
Those interactions occur at each step along a customer journey. That journey begins when people realize that you offer a product or service they might want, then compare your offer to other options. If things go your way, they’ll buy from you. Then they’ll use what they bought. If they encounter a problem, they’ll call for support.
At our core we are “IT people” (hopefully you are shouting at your screen, “No, I'm a business person!” but please bear with me), so it is all too easy for us to look at the future of IT service delivery purely from a technology perspective; that is, to be absorbed by the opportunities and challenges such as bring-your-own-device (BYOD), mobility, social, shiny SaaS ITSM tools, and cloud per se.
For instance, my colleague Glenn O’Donnell can often be heard saying that “the future of service management is an automated one,” and, unless you have access to the report from which I lifted this quote (and much of this blog), it is too easy to forget about how the “yellow brick road” to the future affects our people. Glenn’s report covers this in some detail, and I have politely stolen some of it to include below.
Looking at the future from an employee perspective = fear
I bet in your head you just sang “What’s Going On” to yourself – I hope that you did, it’s a classic. Anyway, it’s that time again … my Forrester colleague Glenn O’Donnell and the itSMF USA are set to launch their annual itSMF USA/Forrester IT service management (ITSM) survey and I can’t help think that, as we are in a radically different ITSM world from when they did the last survey, the results will be significantly different – showing that we have upped our collective ITSM game.
What do I mean by “radically different ITSM world”?
I’ve been meaning to write about service catalog for a year now but I’ve just not had the bandwidth. It’s a common subject for Forrester client inquiries, mainly for my colleague Eveline Oehrlich who has several formal service catalog management outputs scheduled for 2012. Undertaking a recent service catalog webinar with ServiceNow, however, made me realize that I had already created the content for a quick service catalog blog. Hopefully it’s a blog that will help many learn from the service catalog mistakes of others.
What’s the big issue with service catalogs?
Service catalogs (or more importantly service catalog management) really hit the mainstream with ITIL v3 (introduced in June 2007) based on real world use of early service catalogs. So they are nothing new. However, many organizations struggle to start (and finish) service catalog initiatives AND to realize the anticipated benefits. The answer for many lies in that last sentence – they need more than “service catalog initiatives.”
As an aside, I often ask attendees of my presentations: “who has a service catalog?”, “who is planning a service catalog?”, and “who feels they have realized the anticipated benefits from deploying a service catalog?” While the answers to the first two questions can vary, the answer to the third is pretty consistent – organizations are consistently failing to realize the expected benefits from their service catalog initiatives.
So what goes wrong?
In my experience there are four key issues
It’s often seen as a technology project … “let’s buy a service catalog tool” rather than introducing service catalog management and enabling technology.
Following the recent announcement of Forrester’s Voice of the Customer winners and while we wait for the release of a new Forrester book on Outside-In thinking, it seemed an opportune moment to look at the IT service desk from the perspective of its customers (or end users if you are still that way inclined). So the main body of this blog has been written by such a customer – they don’t work in IT they are just heavily dependent upon IT to do their job. This is how they feel …
Pre-service desk - old skool IT support seemed to work
It feels as though life was much easier before the service desk was introduced into my life. One “IT guy” supported circa 100 staff and was accessible via phone, email, IM, and by simply walking across the office floor. Times change, businesses grow, and technology becomes more complex and so we have to move on. The local (and friendly) “IT guy” gets replaced by a faceless IT team, usually locked-up in the basement floor, and suddenly we have to jump through a series of hoops to get our IT queries answered. There are incidents, requests, catalogs, and tickets, and all my colleagues and I want to know is “Why can’t I log into my email?” and “Can you fix it quickly, please?”
Thinking bigger picture
That said in reality does it really matter to a customer whether:
Their IT support is run by one “IT guy” or via a service desk?
I bet you are thinking, “Oh no, this looks like a typical Friday IT blog post” and it has all the key ingredients – It’s Friday-tick-has science fiction references-tick-has a weird title-tick – but please go with the flow with this one.