Tag Archives: ESM

ESM

When Your Remote Work Solution is No Longer a Solution

December 13, 2020 Doug Tedder Leave a comment

CIOs led the overnight transformation from in-office to remote work environments for many organizations in 2020. All over the world, CIOs enabled their organizations to continue work and stay in business amid a global pandemic. The accomplishment was astounding and for many CIOs, it earned them a rightful place as a strategic leader in the company.

However, there’s a difference between the COVID-19 stopgaps many organizations put into place and true work-from-home solutions.

What is the difference?

The work from home solutions put in place enabled the organization to work in the way it was already working. Most of these remote work solutions didn’t introduce anything new to the organization. They really just moved the metaphorical water cooler from the office into employee homes.

However, what these solutions did do is open up a vision to what else could be possible in terms of remote work and having a flexible workforce.

It’s becoming increasingly important that organizations take their remote work solutions one step further and expand into new ways of working and supporting new business models through remote work.

The pandemic has changed work-life for good. According to a study from US-based Enterprise Technology Research, IT leaders “expect permanent remote work to double to 34.4% of their companies’ workforces in 2021, compared with 16.4% before the coronavirus outbreak.”

Not only are more employees working from home, but many businesses have also pivoted during the pandemic. Some organizations have developed new revenue streams. Others have adapted to different business models. In short, the business has changed.

IT needs to determine if the remote work solutions they put into place this past spring are actual remote work solutions – or if they are just bandaids. Why? Because this is just the beginning of change. The way we do business has been forever altered because of COVID-19. Traditional ways of working are a thing of the past. We’re going to see more hybrid office models and higher expectations from both customers and employees on what the business needs to deliver.

This is where the rubber meets the road for IT. Every organization has to adapt and they can’t do that without IT. Smart CIOs know they can’t point to this past spring and say “we’ve already innovated!” IT must be able to lead the business into a future that is completely reliant on technology-based solutions.

So where does that start? How can you ensure your organization is ready for the future?

We must start with the foundation – and that foundation includes service management. Now, before you roll your eyes and say “been there, done that”, let’s talk about why you should revisit your service management foundation right now.

The changes in your business may require a change in your foundation.

You may have had the smoothest, most cohesive workflows, value streams, and service management practices before COVID-19. But things have evolved and your service management practices need to also evolve to better support those changes.

Your foundations may have already had cracks in it.

Over time, foundations tend to shift. This is true for houses – and for service management. Perhaps pre-COVID-19, your service management practices were working well enough. Maybe there were one or two gaps in communication or service delivery but nothing significant enough to warrant restructuring or strengthening your service management practices. Well if something was only working well enough during the relatively stable period before COVID, then it’s not going to keep working well enough during the uncertainty of business during a pandemic.

Service management hasn’t been extended into the enterprise.

Enterprise service management is not a new idea. But many organizations have resisted it or many organizations thought they were implementing Enterprise Service Management when really they were just extending a few IT workflows. Silos, especially IT silos cannot be the norm anymore. With new ways of working, shifting business models, tightened budgets, and an uncertain business climate, it’s more important than ever for IT and other parts of the organization to collaborate to co-create value and drive the business forward.

Band-aid solutions will only make everything worse in the long run.

Finally, we all need to recognize that some of the solutions IT implemented in response to the pandemic were never meant to be long term solutions. I think IT departments and CIOs across the country produced some of their best work this year with the rapid transition to remote work. What was accomplished is extraordinary but it was only one piece of the puzzle. We didn’t know in the spring how much COVID would change businesses. We didn’t realize we had to create sustainable solutions for remote work, new business models, and new revenue streams. Most leaders made the best choices they had at the time. But now that we know this is a long term situation, we have to revisit the choices made and the solutions put into place to ensure if they are still the best options available. Because if they aren’t, they could slow down workflows, stress out employees, create silos, and hold back business growth.

All things considered, this is a unique opportunity for every IT organization. There’s never been a moment like this one that is so prime for strengthening service management, breaking down silos, and leveraging technology. The end of 2020 isn’t going to magically end the uncertainty in the world right now. The problems of today will continue presenting themselves until we make the necessary changes. Take advantage of this time of uncertainty to strengthen your service management foundation because that will help you in 2021 and beyond.

If you haven’t taken stock of the strength of your service management practices yet, here’s what you can do:

Align your service management goals with the organization’s strategic goals

With a new year right around the corner, IT needs to align themselves with the rest of the organization and create strategic goals that will support the entire organization. Revisit your plans for 2021 and make adjustments if necessary so you can prioritize service management initiatives that align with business goals.

Define and map your value streams

The way value flows through your organization to the end customer has probably changed. Your value streams and their supporting workflows will have changed as well. Value streams are cross-departmental so while you’re aligning strategic goals, collaborate with other parts of the organization to map your new value streams and ensure IT is supporting the entire journey — all the way to the end customer.

With clear strategic goals and redefined value streams, you’ll find yourself in a stronger position to help the business innovate and survive this chapter – and the ones to come.

Is your remote work solution no longer working? Book a free 30-minute consultation with me to discuss how to find longer

Leadership

How to Fix Your Broken Workflows — For Good

December 1, 2020 Doug Tedder Leave a comment

Every business leader wants the same three things: to reduce risk, increase revenue, and decrease expenses. Often, there is a general assumption that technology is the only way to accomplish these goals using IT. I’ve seen it time and time again. An organization will invest in a technology, thinking it is the silver bullet for success.

Instead of first paying a huge sum of money for technology, I suggest looking at one thing if you want to be an IT organization that reduces risk and contributes to the bottom line: your workflows.
Fixing ineffective or inefficient workflows is the way to work smarter, not harder — and without an added expense. So many organizations overlook the impact of their workflows on the overall business. But with tightened budgets and a remote workforce, your workflows are more important than ever.

Workflows Deliver Value

Value is the most important thing a CIO and the IT organization need to understand if they want to reduce risk, decrease expenses, and contribute to the bottom line of the business. You cannot accomplish anything without robust, effective, and efficient workflows. And when I mention value, I mean how the business delivers value to a customer — the business value that is realized by the end user.

This is something that a tool cannot do for you. Technology, no matter how new or fancy, cannot understand business value and structure itself to deliver that value as effectively and efficiently as possible. However, if the people using the technology understand how value flows through the organization and is delivered to the customer, they can ensure that the technology is used effectively.
That’s why the power lies in your workflows. When you improve your workflows, you get more out of your tools and technology, increasing the ROI on those investments.

Why Bad Workflows Happen to Good Organizations

Unfortunately, bad workflows are extremely common. They happen within many organizations and often for a variety of reasons. Currently, bad workflows are happening because with most organizations, value streams have evolved and changed, but the workflows supporting those value streams did not.

Right now we’re seeing this because of the pandemic. Most organizations are working remotely and some are working with a smaller, leaner team due to layoffs. But, the workflows that were in place before COVID-19 were likely designed for a different situation.

While the pandemic is a huge example of how much workflows can shift, there are other smaller, more common changes that happen in organizations that can turn a good workflow into a bad one. Small changes in how a product is delivered, the way a piece of software is used, or even changes in how organizations communicate throughout the value stream can negatively impact workflows. If these small changes aren’t reflected in associated workflows, value leakage occurs.

TaUB Solutions says value leakage is the greatest threat to value realization. Value leakage can occur throughout the value stream, as solutions move from conception to customer implementation. One small change can become a big one overtime and when that happens, value leakage can cause major problems.

You have to regularly audit your workflows to ensure they deliver value and if those workflows are the most efficient and effective way to support a value stream.

Fixing Your Broken Workflows

To fix your broken workflows, you first have to start with understanding the most important thing: value. If you haven’t mapped your value streams or your value stream map is from pre-pandemic, now is the time to give it an update.

Mapping value streams must be a collaborative, cross-departmental project. Because this is a detailed, step-by-step process that breaks down every step of the value stream and the workflows that contribute to them, you’ll have the opportunity to see how your workflows are contributing value, where any gaps exist, and what can be fixed or changed.

This process of mapping value streams may not sound like the most exciting initiative for people to spend their time on. But when it’s done correctly, it will save you needless expenses and improve efficiency which can contribute to a better bottom line and a happier customer.

But the job isn’t finished! It is very important that revisiting value stream maps becomes a regular practice. There’s a balance to scheduling your reviews. You don’t need to review it every week. On the other hand, if you only review once a year, you might not be doing it frequently enough. I recommend you start reviewing your value streams monthly and if you find after a few months that no changes are being made, you can move to reviewing them quarterly. Whatever the timing is, book it on your calendar and make it recurring so you never have an excuse to not review these.

In this time of higher user expectations, tightened budgets, and distributed teams, you have to leverage every advantage you can. Instead of looking outside of your organization for the next best thing or the next best hire, examine and optimize what you’re doing now. Taking these steps will strengthen your organization for the future, ensuring that when you do invest in something new, it’ll have the impact you’re looking for.

If you need support cleaning up your workflows, book a free consultation call. This is one of my specialties!

ESM

Can good ESM lead to better EX?

October 30, 2020 admin Leave a comment

What is employee experience (EX)?

A recent Forbes magazine article described EX as “the sum of all interactions that an employee has with her employer during the duration of her employment relationship. It includes any way the employee “touches” or interacts with the company and vice versa in the course of doing her job. And, importantly, it includes her feelings, emotions and perceptions of those interactions.”

What companies are learning is that EX is a really big deal and is becoming a critical factor in the success of the modern organization.

Why all the fuss?

There are a number of reasons why EX is getting so much attention across businesses today. First, happy employees make for happy customers. This Harvard Business Review article discussed the strong statistical link between employee well-being and customer satisfaction. A study conducted by Glassdoor showed that a happier workforce is clearly associated with an organization’s ability to deliver better customer satisfaction.

It is easier and less expensive to recruit, retain, and grow employees when there is consistently positive EX. When companies create outstanding experiences for their employees, people want to work for and stay with these companies.[1]

Another Forbes article discussed the correlation between good EX and profitability and value. For example, the stock prices of companies appearing on Fortune’s 100 Best Companies rose 14% per year from 1998-2005; stock prices only rose 6% for companies not on this list. A Globoforce-IBM study found that organizations that scored in the 25% on EX saw 3x return on assets and 2x return on sales.

Indicators of good EX

But here’s the thing. EX cannot be directly measured. Think about it – how can you measure how someone feels? Sure, you can conduct surveys or interviews and get a general impression of how employees feel about their employers and work environment, but this approach has some level of subjectivity.

Secondly, many organizations are under a mistaken perception that EX is just something to check off a list. But EX is not just about employee appreciation lunches or passing out gift cards, nor is it something that is just the responsibility of an HR organization. Rather, it’s the entire organization that influences and promotes EX.

Good EX is largely the result of an organizational culture that values employee contribution, collaboration, well-being, purpose, and other factors within the workplace. It truly does come down to how employees feel about their organization, their management, and their job.

Good EX might be indicated by high net promoter scores, high employee retention rates, or smaller time-to-hire measures. As mentioned above, good EX may even show up on the bottom line in the form of increased profits or market value. But none of these indicators are scientific measures good EX.

One thing for sure however – just as with a positive organizational culture, people know good EX when they experience it. Can good enterprise service management help enable that positive employee experience?

What is enterprise service management?

During his recent Cherwell Software CLEAR 2020 keynote address, Sam Gilliland, CEO of Cherwell, discussed how taking an enterprise service management (ESM) approach has helped many organizations weather the service support and delivery challenges caused by the pandemic. By having an organization’s service providers, such as IT, Facilities, HR, and others utilizing a common platform, those organizations were not only to respond to the operational challenges presented by the pandemic, but they are also able to thrive despite those challenges.

But what is ‘ESM’? Is it just dropping the “IT” from ITSM and replacing it with an “E”?

ESM is about taking an enterprise, not departmental, approach to managing, enabling, supporting, and delivering an organization’s products and services in a way that co-creates value and delivers measurable business outcomes.

In a nutshell, I believe that good service management can enable a better EX. Good service management brings transparency and measurability into organizational operations. Employee can see for themselves how the organization is performing, and how their contributions result in organizational success.

ESM encourages collaboration and teamwork by enabling and supporting holistic workflows. Each part of any organization must work well for all other parts of the organization in order to achieve success. Conversely, organizations whose departments work in isolation from others cannot react to or respond as quickly to changes in marketspaces and business as organizations that think and work holistically.

By having these holistic workflows in place, employees can be confident that they are doing the right things right. Holistic workflows also help employees avoid having to make multiple individual requests with individual departments within the organization just to achieve needed outcomes.

3 things to do to help service management enable better EX

Is your organization’s approach to enterprise service management enabling a better EX? If not, here are three things you can do:

Automate the obvious – not just within IT, but across the organization. Those simple, but repetitive and tedious tasks currently requiring human intervention can be better served by automation. Automation in turn enables employees to work at their own pace on their own schedule, which is a satisfier when it comes to EX.
Identify and map enterprise value streams. Most value streams within an organization cross departmental boundaries. For example, take onboarding a new employee. Not only is HR involved, but also IT and Facilities. Where are the handoffs? What work can be done in parallel? Mapping and understanding how work and value flows through the organization is critical for enabling positive EX. Are there any gaps or delays in how work and value flows through the organization? How does technology and process enable those value streams – and are there opportunities to optimize those value streams?
Develop employee journey maps. Employee Journey Maps (EJM) are similar to customer journey maps but are focused on the employee’s journey with an organization. Where does an employee encounter friction? Can the use of technology or automating processes eliminate that friction?

While good EX is largely the result of nurturing the desired culture within an organization, ESM can augment that experience through proactive management of work streams, well defined and streamlined processes, and delivering valuable products and services. Yes, good ESM can make for better EX!

[1] https://www.socialchorus.com/blog/future-of-work/the-employee-experience-in-2019/

ITSM

ITSM is More Than Just Numbers on a Spreadsheet

April 4, 2020 Doug Tedder Leave a comment

This article was inspired by Mel Kerner, whose insightful comments on a recent LinkedIn post of mine started my wheels turning about the heart of service delivery.

Measuring and demonstrating the business value of IT is one of the biggest struggles for CIOs and IT leaders. There are thousands of articles, webinars, and commentary on how to demonstrate the business value of IT (I’ve even written quite a few of those articles!).

There are endless equations of metrics, KPIs, budgets, and technology that one can put together to demonstrate the value of ITSM. CIOs are hyper-focused on that bottom line. What does the IT line on the spreadsheet say about you and your organization?

That’s always the question, isn’t it? I’m not here to argue that CIOs don’t have to prove the financial sense behind their decisions on investments and projects, but I am going to pose another question:

What is at the heart of your service delivery?

I can see some of you rolling your eyes at this vague question that can’t be answered with metrics or financial projections. But I think we need to ask it because there is a goal of ITSM that can’t be measured with specific metrics or financial projections.

People, processes, technology… every IT leader has strategized over these 3 words. They are the 3 parts of every ITSM initiative.

We can measure how much technology is costing or saving the business. We can create baselines from which to measure the improvement of the effectiveness of our processes.

We can’t effectively measure the importance of people. We can capture metrics like call volumes and incident response times, but that doesn’t measure the service being provided. It doesn’t accurately demonstrate the importance of that service to the end-user – or to the organization.

This is important because sometimes everything adds up on paper, but IT is still struggling. Sometimes all of the financial plans make sense and the team is hitting its goals for all of its metrics, but users are still unhappy and service is still poor.

This is a very real disconnect occurring in organizations today. According to PWC, 90% of C-suite executives say their technology choices deliver what employees need. But 50% of employees disagree.

Is IT really delivering services if half of the organization don’t believe they have the technology for what they need? Even when the numbers on the spreadsheet are adding up, if the people in the organization are not satisfied and able to do their jobs, IT is not doing its job.

Impeccable service delivery starts with understanding how much that service delivery means to the most important part of service management: the people.

Do service desk agents understand the true value of solving a user’s technology problem? Do they fully grasp the frustration that arises when a piece of technology is getting in the way of someone doing their job?

Studies have shown that there is a direct correlation between employee experience and company performance. It’s no wonder why employee experience has become one of the hottest topics in business today. For IT leaders, this is an opportunity. They can use this focus on employee experience to remind their teams what is at the heart of service delivery.

Consider author Simon Sinek’s famous quote: “People don’t buy what you do, they buy why you do it.”

Does your IT team understand the “why” behind their metrics?

For example, why is response time important?

Is it important because it’s a box to check off? Or is it important because a service desk agent providing a timely response is able to return a user to their job faster so that they can complete their own work faster. And completing their work faster may mean they are responding to a client faster, closing a sales deal faster, or they’re able to start another project. A timely response time helps a user be better, faster, and more efficient at their job.

Or why is recurring incidents an important metric?

Is it important because it’s annoying for the service desk agent to have to solve recurring incidents? Or is it important because recurring incidents damage the reputation of the IT organization and are a frustration for the user? It can cause their mood and productivity to plummet which can then impact their interactions with customers and colleagues. It can even impact their interactions outside of the office. If you’ve had a frustrating day at work, you may end up bringing that home. The service desk can impact that!

IT leaders must talk with end-users about their experiences with IT. They should investigate the pain points users experience when their service calls are poor and the satisfaction they feel when their work is uninterrupted and technology actually makes their jobs easier.

There needs to be a bigger “why” for IT beyond just collecting metrics and impacting bottom lines. There needs to be a heart to your service delivery and it may be as simple as this: Better service delivery improves the day to day lives of your end-users.

Why does all this even matter if you can’t measure it?

The work IT does is often misunderstood and unappreciated. Most service desk agents won’t be thanked by end-users. Feeling unappreciated and inefficient will lead to burned-out agents who deliver subpar service and that can create a ripple effect. Service management is directly related to employee experience, which is directly related to company performance.

The IT leader must constantly remind the IT team why good service delivery matters. IT leaders need to take the steps to dig into the true “can’t-be-measured” heart of service delivery and communicate that to their teams. Ask the hard questions, dig into how users use services and technology to enable business outcomes, and start capturing and pointing out those immeasurable wins, just as often as you count the measurable wins.

At the end of the day, the numbers at the bottom of the spreadsheet will still matter. But the real story of IT goes far beyond the numbers on the spreadsheet. The real story is the one that’s told and heard throughout the floors away from the C-suite. It’s the story that really matters- the story of the employee’s experience.

ESM

Future-Proofing Higher Education With Employee Experience

March 16, 2020 Doug Tedder 1 Comment

Higher education is facing many obstacles. The entire industry has shifted over the last few years and many higher education institutions are having to adjust how they operate to meet those changes. This article will explore how employee experience and good service management can help higher education institutions overcome those obstacles.

The Changes in Higher Education

One of the biggest changes in higher education is the shifting student demographic. Just a few years ago, student populations were made up of 18-22-year-olds, who lived on campus, went to school full-time, and were working toward a 4-year degree. Today, many students are adult learners, part-time students or taking classes completely online. Many individuals are questioning whether a traditional higher education degree is worth the financial burden and are opting out of traditional higher education altogether.

Additionally, students on campus are dealing with different struggles than past students. Many students are forced to balance multiple jobs while in school to make ends meet. This has resulted in students struggling with increased financial pressure and higher education has become plagued with mental health problems.

And on top of all of those changes, higher education is struggling with decreased funding, increased competition, and budget cuts. Higher education institutions must find innovative and cost-effective ways to engage current, prospective, and past students. The best, easiest and smartest way to do that is by engaging their employees.

The Need for Engaged Employees

Perhaps most worrisome among higher education institutions is that they are struggling with employee engagement. Simply stated – many higher education faculty and staff members are not engaged. Gallup performed a detailed study on employee engagement across several industries. After performing 258 million interviews including 75,000 with faculty and staff members, Gallup found that just 34% of faculty and staff within higher education are engaged at work. This engagement score is lower than most of the industries that Gallup measures.

Unengaged employees could be costing institutions at the bottom line. The faculty are often the institution’s frontline for their students. An engaged faculty can provide students with tools they need to overcome the obstacles they’re facing, which will not only help students stay at the institution, but can help create a dedicated and successful alumni network.

Also, engaged employees are more likely to stay at the institution. Studies have shown that focusing on employee engagement can result in better retention rates and cost savings over time. In fact, according to the American Council on Education, Iowa State University estimates an average savings of more than $83,000 per faculty member retained when engagement practices are applied. Employee turnover can be costly – so imagine how much that adds up over time when good faculty members are retained!

The Institution’s Role in Employee Experience

The question is what can the institution do to support employee experience? Mike Bollinger, global AVP of thought leadership and advisory services for Cornerstone OnDemand notes, “Faculty and staff members help create the student experience, and it’s up to the institution to provide their employees with the learning curriculum, professional development opportunities and recognition they deserve to help both higher education employees and their students succeed.”

Higher education institutions can leverage technology and services to create a better employee experience that includes professional development, learning opportunities, and better operational management.

Digital is an obvious choice for most of these experiences. Higher institutions are already successfully implementing digital-first experiences like digital workflows, online onboarding, training programs, and online learning management systems.

But future-proofing higher education with employee experience requires more than creating digital-first experiences. Technology alone won’t guarantee an exceptional employee experience. Good service management is necessary. The service management I’m referring to is not just IT service management. I’m referring to the holistic approach of delivering value through the use of services, based on the use of technology. Some refer to this as Enterprise Service Management. Whether you call it Enterprise Service Management, service management, or IT service management, one thing needs to remain the same: you must focus on how organizations can co-create value and then deliver that value using technology.

What can higher education leaders do to create exceptional employee experiences?

Institutions must acknowledge the silos that exist among their faculty and staff before they can begin to consider the technological needs. Silos are culturally embedded in higher education institutions. There are silos between faculty and staff. There are silos among adjuncts, full-time professors and tenured professors, as well as, silos among departments. Working to create open lines of communication and to empower the entire institution to collaborate to run higher education as a business. It’s important that both faculty and staff adapt their thinking and actions in terms of value and outcomes instead of activities and things.

This is where IT can take the lead within an institution. Higher education CIOs can work with the rest of the institution to understand the overall goals and determine how technology can help the institution meet those goals.

There are two steps a CIO can take to begin this process.

Identify, map, and manage value streams
When a CIO maps value streams across the institution and identifies where technology is used to support those value streams, they can begin to identify and eliminate redundant spending and waste. They can also begin to find process improvements that can support better employee experience.

Establish an experience center
An experience center is a little like an expanded IT service desk. It is a single point of contact for reporting and managing service issues. Successful experience centers have well-defined processes supporting defined value streams. The experience center can benefit both the student and the faculty and staff as it supports the entire engagement lifecycle of both the students and the faculty. It reduces any frustrations or problems using technology so they can be quickly solved.

Higher education is evolving and the evolution isn’t going to slow down any time soon. While there are many questions about the future of higher education, one thing that remains certain is that the time is now to engage employees and strengthen the brand, operations and bottom line of an institution. This approach of addressing and improving the employee experience of faculty and staff on the front line can create a ripple effect that will leave the end-users, the students, feeling satisfied, cared for and supported by their institutions.