A major manufacturer replaces ServiceNow with assyst to create a better service desk.
Multi-billion dollar manufacturer with over 6,000 staff and 100+ sites across 15 countries.
Before moving to Axios assyst, IT customer satisfaction was measured at 78%. The service desk was reporting good SLA results but their measurement was based purely on time-to-resolve. Pressure to maintain performance against targets meant service desk and agents were stopping the clock to achieve SLA goals. It's a common problem—when service desk analysts are measured against a metric, there can be a temptation to bend the rules to achieve the right result.
The customer's IT team asked "Why not consider the impact from an end-user point of view?"
They looked at the results from the user perspective and found that the reported SLA metrics didn't reflect the IT customer experience. The true time-to-resolve was longer than the SLA clock time and IT customer expectations were not being met.
Email was the main channel for interaction with the service desk. Without digital and automated support channels like web/mobile self service and chatbots, the full burden of work ran through the service desk team. The service desk was a bottleneck—struggling to cope with increased demand from a growing organization. Part of the problem was that incidents and requests coming in via email had to be re-keyed into ServiceNow before any action was taken and often the tickets lacked some of the information required to begin routing, diagnosis and resolution. Agents often had to request more information from end users—and they would stop the SLA clock while they waited. Meanwhile, the clock was still ticking for the IT customer.
|SOLUTIONS: Reduce calls by 30% with a Service Desk Chatbot|
Technical knowledge was an issue. The service desk was not perceived (by customers) to have the knowledge to analyse and resolve issues quickly and efficiently. Like many service desk teams, most of the knowledge was there—it just wasn't being shared effectively by the people who had it across the whole team. Knowledge Management tools were needed to facilitate the pooling, curation and sharing of technical knowledge to drive an uptick in first line resolution.
In addition to this, their ServiceNow ticket tool wasn't easy to use. It was slowing down issue logging and resolution. The impact of clunky ticket logging can have a profound impact. For example, a service desk logging 5,000 tickets each month loses the equivalent productivity of one full-time service desk agent when ticket logging is slowed down by just 60 seconds. This is not helpful for a service desk which is already overloaded.
Broadly speaking, when a service desk's capacity to resolve incidents falls below the rate at which incidents flow in, there's a real problem that needs to be solved fast.
New ITSM technologies such as chatbots and mobile apps can really transform a service desk, but small improvements to the "volume processes" such as incident management help a service desk fight back against a growing backlog of cases—because the benefits of a small change are scalable.Why They Chose assyst
The customer needed modern ITSM technology and they wanted a quick implementation. That meant they needed out-of-the-box power and codeless customization—not a complex platform that would need a string of development projects to get what they needed.
Axios were the right partner for us to meet our changes in a short timeframe and their flexibility and buy-in to our journey was critical in its success.
They based their service improvement plan on four pillars, which their new ITSM solution must support:
(1) Service Portfolio: Define what IT does in the context of business strategy and ensure the service portfolio is aligned with business need—now and in the future. Our assyst ITSM platform makes managing a business-aligned service portfolio simple for IT, and transparent for business executives and stakeholders who appreciate the clarity of a portfolio perspective.
assyst gives each stakeholder group the visibility and control they need to manage the different aspects of IT service delivery, operations, and governance.
assyst gives you this portfolio perspective. With it, you can manage a pipeline of services through the full lifecycle—from strategic inception, through design, transition, operations, and improvement to retirement (whether you want to use the ITIL 3 Lifecycle Model or the ITIL 4 Service Value System). The assyst service-view CMDB and service-oriented dashboards enable more effective and efficient management of the services within a strategic portfolio. Through close alignment between services and business needs, IT can cut the waste (e.g. Lean IT) associated with redundant services to become leaner.
(2) Service Catalog: The customer wanted to present an easy-to-use service catalog that lets end users directly access services that help them get more done—while diverting service desk traffic from the phone and email channels to the more efficient, low-cost, web and mobile channels.
A web and mobile service catalog can divert significant call volumes away from your service desk
On the user side, assyst’s award-winning service catalog exposes the service portfolio through a digital web and mobile interface. Native integration between service portfolio management and service catalog management make it uniquely simple to publish. operate, and optimize services delivered across all traditional and digital channels.
(3) Service Desk: They wanted a more modern, omnichannel service desk offering customers a choice of channels (and giving the service desk a seamless cross-channel view of the IT customer)—so that they could respond more quickly and decisively to incidents while keeping customers in the loop through the channel of their choice.
It's been a significant change. We had only 6% of incidents being fixed by the service desk. Now we have 40% of tickets being solved by the service desk directly.
(4) One-Touch Service Commitment: Before they implemented assyst, the flow of information between support tiers was awkward and tickets were "thrown over the wall" from one team to another without the full set of information they needed to take action. The resulting confusion and re-work was killing productivity. They needed a clean flow of information to 2nd Level teams, giving them everything they need to resolve tickets with a single touch—and avoiding the need to pick up the phone to another team to get all the details.
They required an ITSM platform with seamless data integration between 1st, 2nd, and 3rd lines of support, as well as integrated Incident, Problem and Change processes—so that different IT teams could have complete visibility of the ticket information, infrastructure data, and customer context information they needed to make decisions and take actions. Built from the ground up as a single app for ITSM, assyst was the only solution in the market that could provide them with the visibility and automation that they needed to be fully efficient.
Rollout in 9 Weeks
From workshop to go-live took 9 weeks and 5 days and included:
- Self-service incident logging with custom-configured forms to ensure the right information is captured every time.
- Defining/modelling the service portfolio.
- All support processes implemented to fit their organization.
- Launching a "store front for IT" service catalog with integrated service request management to automatically trigger relevant service delivery processes.
- Automatic routing of tickets to the right teams.
- Knowledge Management implementation to better leverage technical know-how.
- Ticket quality measurements that were better suited to achieving a true picture of service desk performance.
- Closure codes to enable better incident reporting.
- Service desk site relocation from Noida to Manilla.
|Increased first-line fixes from 6% to 40%|
|70% of tickets solved within 3 hours|
|Volume of incidents reduced|
|Mean Time To Resolve (MTTR) reduced from 10 hours to 2 hours|
|Knowledge Management facilitated resolution of 90% of aged tickets|
|Their service desk now has the intel they need to run effective monthly continual improvement reviews of ticket responses|
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