One of the key themes we have seen over the last few years is that a large proportion of customers are considering Enterprise Service Management as a solution to a number of business challenges.
Through our leading IT Service Management (ITSM) solutionassyst, we have a very diverse range of customers ranging from public sector to local government, higher education to retail, food and drink and legal.
Adopting an ESM model for any organization can be a complicated process, but with the right objectives and due diligence in place, it should not be something which is feared by the wider business.Axios Systems’ Regional EVP Markos Symeonidesexplains howassystis built to overcome the five key hurdles to a successful ESM adoption.
They have to demonstrate being able to do more with less.This is challenging as services to the public cannot be reduced, so sharing systems and service desks is a good place to realise this. In the private sector, organisations also need to increase efficiencies and avoid duplication of systems.”
“Althoughassystwasinitiallydesigned for IT, the sameinstancecan be used for any department or business area.There is a huge variety of functions outside IT where customers have extended their use ofassyst. The separate business areas can be partitioned to keep Facilities or HR information away from IT information, for example, while still allowing all the existing data within the CMDB to be used across all functions,such asuser names, contact details, locations, buildings, rooms etc.”
“Many organisations have disparate tools for managing incidents and service requests across different business areas. Orsome business areas arelacking an appropriate toolorresource to formally manage requests from users. In both of these instances,assystcan help, either by replacing an existing tool where there is already duplication, or by becoming the systemof choiceused for ESMacross multiple business areas or shared service desks.”
“Productivity is also a key driver.Many organisations arekeen to improve productivity by poolingtheirresources and pushing the responsibility for incident logging to the end user. This is sometimes calledshift left, and in relation to service management, it means seeking to reduce costsand improve productivity by moving issue resolution as close to the customer or end user as possible.
“Often business areas are operatingtheir owninformal service desk function(perhaps not even classing it as a service desk),however havingmultipleservice deskscanmeanthat there is nocommon approach to service management in terms of resources, management of events, SLAs etc.”
Improving employee experience
“The end user’s experience can be improved through effectiveESMroll-out and adoption. The problem for many employees and organisations is that they don't know where to go for non-IT help, and if they do, can find themselves falling into a service 'black hole' of sorts, leaving them frustrated and unproductive.
"One of the ways our customers combat the above is by rolling out self-service to take care of incident or service request logging. End-users can do this at anytimewithout having to wait to speak with an analyst. This would also be even more applicable once self-service is extended to self-help or self-resolve.
“In terms of satisfaction ratings, these can be tracked from launch onwards and positive results can bolster the team approach as well as improve the relationship between IT and the business by working together on a common approachto customer satisfaction.”