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© 2014 Unisys Corporation. All rights reserved. 1

IT Service Management – Responding to The Digital Workforce

24th August 2017

Jaspreet Singh

ITSM Solution Architect, Unisys


Introduction and Background

• Intro of myself and background– 2 mins

• Evolution of Traditional Service Management to Digital Service Management – 5 mins

• How Digital Service Management Maturity Model can assist as a roadmap – 5 mins

• Define Digital Service Management and associated framework – 5 mins

• Digital Service Desk, why is it needed and what does it look like – 10 mins

• Describe some of the key technical components of Digital Service Desk such as autonomics, analytics, personas and cognitive agents highlighting the operational benefits – 15 mins

• Future trends and closing statement -3 mins

• Questions – 5 mins


Service Desk1990’s

Digital Support Today

Help Desk1970’s

Self Service2010’s

WE ARE LIVING IN A DIFFERENT ERA

© 2015 Unisys Corporation. All rights reserved. |

© 2016 Unisys Corporation. All Rights Reserved.

IT’S TIME FOR DIGITAL BUSINESS

of IT spending will be “inside” the IT budget, but that much digital innovation

can and will be funded outside the planned IT spending.

2015 Gartner CIO Agenda Report

“Digitalization is no longer a sideshow —

it has moved to center stage and is changing the

whole game.”2015 Gartner CIO Agenda Report

79 %


Evolution Driver - The IT Balancing Act


Gartner’s Third Era of Enterprise IT

IT Craftsmanship IT Industrialization Digitalization

Focus Technology Processes Business Models

Capabilities Programming, System Management

IT Management,Service Management

Digital Leadership

Engagement Isolated, Disengaged Internally and Externally

Treat Colleagues as Customers, Unengaged

With External Customers

Treat Colleagues as Partners, Engage

External Customers

Outputs andOutcomes

Sporadic Automation and Innovation, Frequent Issues

Services and Solutions, Efficiency and Effectiveness

Digital Business Innovation,

New Types of Value

ADOPT IDEATE

ENGAGE

CREATE

OFFER

MONETIZE

Gartner

Vision

Client Actual


Service Management Maturity Level 1

Chaotic


Reactive

Service Management Maturity 3

Proactive


Service Oriented


Value Creation

Service Management Maturity Model

• Wait until something

breaks or causes a

major service

disruption to figure out

the process

• Manual processes

• Multiple vendors

performing work

• Decentralized support

• Process standards in

place but not

consistently executed

• Reporting is

inconsistent and

untimely

• Hybrid support

structure-some

centralized/decentralize

• Centralized support

model for most key

processes

• Process innovation

workshops with end

users at least annually

• Measurement of

efficiency (employee

productivity) and

effectiveness (End

User satisfaction) of

business processes

across business

• Loosely defined

roadmap of future

processes

• Lack of governance

• Long delivery lead

times and time to

value

• Minimal centralization

of process

• Produce monthly

reactive reports

• Long lead times to

new features/functions

• Reporting turnaround

lengthy

• Report on aging

incidents weekly

• Varying governance

models

• End user acceptance

of tools, processes is

low

• Clearly defined

processes with

accountability that

detail the practical

application of people,

processes and tools

that support the

service management

program

• Standardized

reporting and metrics

that deliver

meaningful data

• Defined roadmap to

the future with clear

value statements and

objectives

• Conduct regular

reviews of service

delivery quality

• Have a well defined

governance structure

in place

• Continuous process

improvement with

improving metrics

• Processes are the

core operating

principle that

contribute to service

quality

Norm Stabilize, Mature & Optimize Innovate Innovate

ExistingExisting*

(most accounts)Phase 1 Phase 2 Phase 3


Service Management Maturity Model Progression

Moving one level on scale usually takes 18-24

months

Asset

IT Score

Level 1

IT Score

Level 2

IT Score

Level 3

IT Score

Level 4

IT Score

Level 5

Value

Service

Process

Process-to-Service Map

IT S

erv

ice

Ma

na

ge

me

nt

IT S

erv

ice

Le

ad

ers

hip

ITSM ToolsConfiguration Repository

ITSM

ProcessesIT Service View CMDB

IT Service Catalog

2017

IT Service Management Maturity Model


SIEM

Resolvers

Digital Service Management Framework

Integrated Service

Views

Strategy Portfolio Catalog Portal Support

ITSM Core

Reporting Databases

Service Reports

CMDBGovernanc

e

People Focused Systems of Engagement

Data Focused Systems of Automation

Discovery Monitoring Event Capacity Service Impact

SecurityCloudBig DataDevOps

Analytics Mobility IT Asset End Point

People

Operations

Business


Digital Service Management Foundational Elements

Integration

Service integration of

external business

processes and applications

into a Service

Management ecosystem

Insight and Optimization

Through the use of Analytics and Real-time

dash-boarding provide recommendations

and improvement actions to remove defects

that are causing poor Service Delivery

performance or quality of services being

delivered which then lowers operating costs

and improves customer satisfaction

Mobility

Providing the

development of Service

Management

applications for mobile

devices

Management

On-going management for

Service Management

applications residing on a

workflow management

platform

Creation and Modernization

Defining a new Digital Service

Management ecosystem and

modernizing and existing Service

Management environment to be Digital

enabled by creating a service portfolio,

defining descriptions, maps,

dependencies and workflows to

implement, manage and maintain

digital services

Aggregation

A single source multi

channel user experience

provided via an app store

that is underpinned by an

enterprise service catalog

for automating the ordering,

billing, and provisioning of

business services

Orchestration and

Automation

The ability to orchestrate the

provisioning and automate the

healing of events that impact

business services



DOES YOUR BUSINESS HAVE WHAT IT NEEDS TO SUCCEED?

• The Digital Generation expects

an exceptional experience – and

are more than willing to go

around IT to get what they want

• Transforming into a digital

business will help organizations

deliver the experience today’s

users demand

• Business organization’s end-user

services portfolio needs to

provides the capabilities IT

needs to effectively empower the

Digital Generation



THE DIGITAL GENERATION IS HERE!

CloudMobile Social

Big Data & Analytics

The Internet of Things

Forces of Digital Business



THE DIGITAL SERVICE DESK

Optimizing user productivity and satisfaction

Flexibility and Choice

▪ Social Self-Service▪ Chat, email, remote

▪ Self-help portal

Persona-Driven Resolution▪ Relevant support routing and SLAs

Continual Optimization

▪ Automation and analytics

▪ Proactive service

Culture and Empowerment

▪ Change management and communications

to drive desired usage



CTI / AUTOMATED ENTITLEMENT

Advanced Support

Channels

Familiar Support

Channels

CONTACT CHANNELS

Phone (Automated Entitlement & IIVR)

Web (SRM) – Self Service

Chat/Video – Self Service

Techcafé

Phone (Basic)

Web Submit (Basic)

Email (Non-Structured)

Shoulder Taps & Users that don’t contact the SD

Drive

Se

lf-S

erv

ice A

do

ption

Social Self-Service

for auto-routing and specific

support requests

CLIENT INTEGRATED SERVICE

CATALOG

Reduce the use of

email

ENABLE SOCIAL MEDIA AS A

CHANNEL TO THE SERVICE

DESK

for high-density

locations

TECHCAFÉ



DESIGN SERVICES AROUND END-USER NEEDS

WHAT DO I EXPECT?

Emotional profile, attitude to technology, service expectations

WHAT DO I NEED?

Mobility, data access, security, connectivity,

collaboration,responsiveness

WHAT DO I DO?

Role, activities, KPIs, work patterns,

workplace

FASTER RESOLUTION FASTER RESOLUTION



Example - SEAMLESS ISSUE RESOLUTIONWith Automation Techniques (self-service example)

User

encounter’s

an issue…

...goes to KM

center, finds

the

appropriate

article…

…article has

“click to fix”

option…

…downloads

the program…

…executes

it…

…issue is

resolved…

No incident

logged

User quickly

resolves his own

issue

Frees up IT

resources for other

critical issues

Applying automation resolves issues faster and improves

consistency, resulting in improved customer satisfaction



MOVE TO SELF-HELP Through Dynamic Knowledge Management

SAAMPLE Self-Service APPLICATION SOCIAL

Integration with FB, YouTube, Twitter, etc.IntelliSearch (Intelligent

Search capability)

IntelliSearch Quick Launch Tool Bar

Auto Suggestion

Query Spell Check

Relevancy and Rank

Document Preview and Highlighting

Problem Pattern based Taxonomy

SEARCH

Knowledge Data Base (Internal Documents)

External Sources Support (videos etc.)

Enhanced Knowledge DB relevancy

Auto Heal & Click to Fix Algorithms

Update Experts and Groups Conversation

to KDB

KNOWLEDGE BASE COLLABORATION

Social Collaboration

Social Network Analysis to Identify Experts by

Problem Type

ANALYTICS

SERVICE DESK OPERATIONS

Generate incident with contextual data

Sentiment Analysis

Proactive Complaint Handling

Persona Analytics

Reporting and Visualizations

"The New Digital

Workplace"

Support Community

Conversations

Monitored and supported by Service Desk


IT Productivity

People Productivity

AUTONOMICS: THE “INTELLIGENCE” IN COMPUTING

What: Self-learning and managing computing

• Autonomics are self-learning/remediatingcomputing engines that makes autonomous decisions.

Challenges: Lots of Hype, Lots of Noise, Lots of Possibilities/Uses • What is real?

• What are the focus areas for success?

• What will it take to get started?

Benefits: Lay the foundation to transform to the next generation Digital Service Support Center

Traditional“The Ad-hoc Service

Desk”

Revolutionize!“The Proactive Service

Desk”

Autonomics Requires a Solid

Foundation to be Successful

Business Productivity


INTELLIGENT COGNITIVE AGENT

What: An Intelligent, Conversational Virtual Service Provider• A cognitive, human like, virtual

agent engages with end users to resolve typical service questions in a personalized manner

Challenges: Increased End User Expectations • 65% of Millennials surveyed don’t want

to deal with a live agent1

• Gartner predicted by 2020 “users will manage 85% of their relationship with the enterprise without interacting with a human”. 2

Benefits: Improved end user satisfaction increased productivity, reduced costs• Responsiveness: 365x24x7, No queuing

• Productivity: Repurposes L1 functions and resolves issues (can be extended to L2)

• No Rip and Replace: Integrates with support technology (KM Automation, incident management, Social, IVR, etc.)

1 2016 IBM Millennials Customer Survey2 2011 Gartner Customer 360 Summit


CONTINUOUS SERVICE IMPROVEMENTThrough Service Delivery Analytics (SDA)

Service Delivery Analytics

Industry Best-

Practice Guidance

Alignment

Multi-Dimensional

Metric Methodology

Quality Oversight

and Defect

Management

Resolution

Optimization

through SDA

Analytics

Service Management

Optimization

Customer

SatisfactionResource

Optimization

Continuous Service Improvement

Large Financial Services Firm

• Improved CSAT from 93% to

96%

• Reduced Service Desk Staff by

40% and Field dispatch staff

by 33%

• 27% Cost savings

Manufacturing Company

• ASA improvement of 65%,

FCR improvement to 90%

• Improvement of C-SAT by

13%

• Reduced Service Desk staff

by 30%

One of the world’s leading life sciences

company

• Reduced desktop support personnel by 36%

Large Software Company – Northwest

• Significantly outperforming 4 year service

incumbent in productivity and quality after 3

months and 32% cost savings

Service

Quality



A ROADMAP TO BETTER USER EXPERIENCES

Traditional“The Reactive Service

Desk” (and Service

Provider Optimized)

Next Generation“The Proactive Service

Desk” (with Productivity

Loss Reduction)

Next Gen +1“The Intelligent Service

Desk” (and User

Productivity Focused)

Next Gen +2“The Influential Service

Desk” (and Driving

Business Change)

▪ Reactive with Optimised Resolution & Fulfillment at L1 & L2 – self-service limited to

automated Password Reset and passive self-help content

▪ Focus on consistent user experience across all users

▪ Consistent measurement and reporting

▪ Pioneering/piloting prevention (for high severity incidents)

▪ Prevention becomes pervasive (Productivity Loss Reduction) across all

severity issues

▪ Self-service becomes more the norm including self-healing/auto-healing capabilities

▪ User experience is personalized in an industrialized way

▪ Still IT focused but expanded to include ANY device AND key Business Applications

▪ Business outcomes are measured and become the focus – Customer growth and success are the focus

▪ Focused on optimizing the user experience to deliver the business outcomes ▪ Content delivered with business context▪ Prediction moves beyond Productivity Loss Reduction – Analytics harvesting &

correlating Business data

▪ Focused on changing and improving customer’s business and business models

▪ User experiences driven to shape our customers’ outcomes & perceptions

▪ Content aimed at improving user behaviors

▪ Analytics harvesting data from multiple business and environmental sources -

measuring user responses and reactions to adjust technical and process operations

IT Productivity

People Productivity

Business Productivity


89% of business decision makers believe Digital will

disrupt their business in the next twelve

months.— Forrester

89%

Source: The Digital Business Imperative, Forrester, December 2015Gartner Press Release, January 2015, http://www.gartner.com/newsroom/id/2968317

However, only 30% of

digital business transformation efforts

will succeedbased on Gartner

expectations.

30%ONLY

THERE WILL BE WINNERS AND LOSERS

http://www.gartner.com/newsroom/id/2968317


Backup Slides

Additional Information


An Approach to Persona Based Design