Earlier today I was fortunate enough to participate in a BrightTalk webinar on the future of IT service management (ITSM) with these fabulous gentlemen:
If you want to watch the webinar on demand it can be found here (you will need to register if you are new to BrightTalk). What you won’t get with the on demand webinar (I think) is the full set of audience poll results, so I've included them here.
I didn't get the chance to jot down my thoughts after a couple of days at IBM Pulse last week but I didn't want to not share my observations and thoughts. So here we go as I fly off to itSMF Norway's annual conference ... It's somewhat random but what did you expect from me? A Katy Perry inspired title?
My view of the IBM Pulse keynotes …
The IBM keynotes covered many of the things you would expect (see my pics below) such as: big data, cloud, mobile, smart-things, and big data. And did I mention big data? It's a key challenge/opportunity for IBM and its customers.
What really resonated with me during the keynotes, however, was not big data but the use of a certain lexicon – with words like "value," "customer-centricity," business outcomes," and even "Outside-In." It was my first proper IBM Pulse so I was unsure whether this was the norm or whether IBM has started "thinking outside the data center" – a criticism I have previously used with other vendors.
Given IBM's traditional focus on enterprise-spanning deals and business, rather than IT challenges/opportunities, it's probably the former but IMO a key part of helping enterprise IT organizations support their customers is IT service management (ITSM). And IBM despite having a fit for purpose ITSM offering and probably thousands of ITSM "experts" throughout its organization has just not been in people's minds and ITSM conversations the last two years.
IBM markets at the enterprise level and this means many potential customers don't think “IBM” and then think “ITSM” (or the reverse) as they would with other ITSM tool vendors. It might seem a harsh thing to say but I believe it to be the reality. I think this might be about to change though – I'll come back to this after a quick detour.
Forrester recently published “IT Service Management (ITSM) Case Study: Making The Transition From On Premises To SaaS With BMC” which is available to clients here. For non-clients (or hopefully “future clients”) I thought I’d create a blog on the good practices distilled from the discussion with the BMC client.
The situation … does it sound familiar?
The customer had found itself hamstrung by a highly customized on-premises ITSM tool that was: 1) too costly to run; 2) a poor fit to operational and customer requirements; 3) complicated and cumbersome to use; 4) unable to keep pace with the latest service management thinking; and 5) stranded on an out-of-date version because it would cost too much to upgrade.
The solution …
The customer used a honed set of requirements to select BMC Remedyforce from a shortlist of six SaaS ITSM offerings. In their words, they chose BMC Remedyforce because: 1) it was best suited to the agency's existing and future needs; 2) it was built on the salesforce.com platform; 3) its user experience was similar to (but better than that of) the incumbent Service Desk Express; and 4) it was the most cost effective.
Here's what they did:
The initial deployment managed requests and tasks from both customers and internal IT.
The customer took advantage of subscription-based licensing's ability to flex with demand.
They also used BMC Remedyforce in different scenarios: in internally and externally facing call centers and, in addition to traditional IT support, addressing customer support, app development issues, and human resources (HR).
You can guess where I stand on this otherwise I wouldn’t be writing this blog and others like it ...
Yesterday I was a guest speaker in an Axios webinar, called “Using ITSM to Increase Business User Satisfaction and the Perception of IT,” during which we ran four audience polls. I thought it would be great to share the poll results and my thoughts.
The webinar story arc …
I set the scene using many of my favorite graphics including the following which shows the gulf between the business’ and IT’s own opinions of how well the average internal IT organizations is doing …
… Before starting to look at how what we do and measure either increases or decreases the customer experience – including the fact that we often seem to be too focused on what we do in IT rather than what we achieve through what we do in IT (and IT service management (ITSM)). I also included a section on common metrics issues which I’ve previous blogged on here and here; and the customer experience work of my Forrester colleagues and its applicability to internal IT.
The poll results and my thoughts …
1. Do you consider the people that consume your IT services to be:
It’s finally here. The Forrester Market Overview: SaaS IT Service Management Tools covers: a little ITSM tool history and how we have moved on, the benefits and risks of the SaaS delivery model, key selection criteria for selecting a SaaS (or on-premises) tool, and overviews of 23 tools (from 21 vendors) and their functional capabilities across the enterprise and midmarket marketplaces.
“Why on earth did you write a SaaS-only ITSM report?” I hear some cry
It’s simple – Forrester client demand. In 2012, a good 25% of my 400ish a year client inquiries related to IT service management (ITSM) tool selection; and the SaaS-delivery model (and the key vendors) was covered in nigh on all of them. That’s not to say the client ultimately went SaaS though, inquiries are very much about rapid information exchange in helping clients make important decisions. It’s not about making the decision for the client.
What the SaaS ITSM market looks like
The following figure shows the 23 vendor tools split by average customer subscription (seat) count (described as Enterprise, Upper Midmarket, and Lower Midmarket) and their degree of customer success (the number of paying customers):
There are of course other ITSM tool vendors who declined to participate for a variety of reasons. One would be that they were not briefing Forrester analysts and thus not on our radar.
As I write this, I am in seat 1A of United flight 1607 from Philly to Houston. playing on the screen in front of me is CNBC. I make no secret of my disdain for much of the so called "news media" so I won't launch into my usual rant there (there are some superb journalists out there, but Murrow and Cronkite must be rolling in their graves!). I am bristling over the coverage right now that is focused on the 787's latest woes. As usual, the talking heads are clueless and painting a doomsday scenario for Boeing! It's a bunch of finance people who don't understand the engineering realities. They're smart bean counters, but not engineers. I am an old engineer, so let me shed light on what the Wall Street mouths don't know. There is an important lesson here for I&O leaders!
The changing business and IT landscapes bring increased demand for IT (or IT services) AND increasing complexity. The slide below (a tweaked version of a genuine Glenn O’Donnell original) paints a picture of increasing complexity and an impending capability gulf; if it isn’t already here.
So can IT organizations cope by increasing their manual ability, usually by employing or buying in more people resource?
Even if they could get suitable resource (availability and recruitment can be issues), could the parent business afford the jump in labor costs as these continue to be a highly-visible element of overall IT service delivery costs? Adding more people doesn’t necessarily fit in with the now oft-quoted mantra of “do (or deliver) more with less.”
A recent webinar with ServiceNow looked at drivers for and opportunities from automation, and how to approach building the business case for service management AND automation. Where Forrester defines automation as:
“Tools that perform functions otherwise done by humans.”
If you want to cut to the chase (i.e. don’t want to read the blog) …
A Forrester-client inquiry call last night and the creation of some slides for a webinar with Axios really got me thinking about how we measure our success in IT. It just seemed so easy to take the IT version of success (and the associated measures) and create a snide customer retort. It’s a little tongue-in-cheek but please take a read of one of my Axios slides:
I'm sure there are many more to play with.
If you read my blogs on a regular basis you will have seen:
My most popular blog of 2012 wasn’t written by me … but I guess you might have expected this if you’ve already read a few. That blog's author, an end-user (or is that a customer of an internal IT organization), now returns to look at the IT service desk through a customer and customer experience lens. I’ll let them continue in their own words …
So how is your customer experience?
It’s never been more important to build strong customer relationships (regardless of what type of service you're offering). Long gone are the days when the customer purchasing path was straight-forward, and when the only route of post-sales contact was the phone. In 2013, we need to be proactive and embrace consumer-driven change, harnessing the power of new technologies as well as improving older methods of contact.
Whether your interactions with customers are face-to-face, via the internet including social media, or over the phone; and whether they involve physical or virtual products; they now need to generate a good “experience” for customers. In the age of the “empowered customer” failure to manage these “experiences” can lead to missed opportunities and/or customer loss. And not just with the affected customer(s).
So what is “customer experience” and could it apply to IT service desks?
Forrester’s definition is simple: “How customers perceive their interactions with your company.” So for an IT service desk, could it be: “How end users perceive their interactions with your service desk”? And if so, how do you deliver this increasingly critical “customer experience”?
I was part of a Forrester Team that recently completed a multi-country rollout tour with Emerson Network Power as they formally released their Trellis DCIM product, a comprehensive DCIM environment many years in the building. One of the key takeaways was both an affirmation of our fundamental assertions about DCIM, plus hints about its popularity and attraction for potential customers that in some ways expand on the original value proposition we envisioned. Our audiences were in total approximately 500 selected data center users, most current Emerson customers of some sort, plus various partners.
The audiences uniformly supported the fundamental thesis around DCIM – there exists a strong underlying demand for integrated DCIM products, with a strong proximal emphasis on optimizing power and cooling to save opex and avoid the major disruption and capex of new data center capacity. Additionally, the composition of the audiences supported our contention that these tools would have multiple stakeholders in the enterprise. As expected, the groups were heavy with core Infrastructure & Operations types – the people who have to plan, provision and operate the data center infrastructure to deliver the services needed for their company’s operations. What was heartening was the strong minority presence of facilities people, ranging from 10% to 30% of the attendees, along with a sprinkling of corporate finance and real-estate executives. Informal conversations with a number of these people gave us consistent input that they understood the need, and in some cases were formerly tasked by their executives, to work more closely with the I&O group. All expressed the desire for an integrated tool to help with this.