COMPUTACENTER INSIGHT SERVICE DESK OF THE FUTURE

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1 SERVICE DESK OF THE FUTURE The robots are coming but don t rush them 360 approach to services is all about the user Taking a user-centric approach Four steps to successful adoption New skills for the IT service desk agent

2 INTRODUCTION What will the service desk of tomorrow look like? How will automation and intelligent machines redefine the help-desk service? Why is user experience so important to the success of today s digital workplace? This Insight Guide looks at the many different aspects of the modern IT service desk and how it is evolving to meet the needs of a technically-savvy workforce. We ask what will be the impact of greater automation on IT support professionals indeed, will there still be a need for them at the service desk of the future? As organisations seek ways of Making Digital Work, the IT service desk has come to the fore as a critical strategic enabler. When things go wrong and let s face it, they do today s workforce expects to be able to interact with service agents and support via the channel of their choice, and for the issue to be fixed in real time. In July 2017, Gartner wrote: By 2018, 25% of large organisations will have an explicit strategy to make their corporate computing environment similar to a consumer computing experience 1. For the service desk, this means adopting a knowledge-based approach, using interactive and intuitive portals, deploying mobile apps and using data analytics and smart technology to personalise the user experience. But let s not run away with the idea that Artificial Intelligence (AI), chatbots, virtual assistants and more are de rigueur. As one of our contributors writes, many of these technologies are still relatively immature and yet to yield their full potential. What s important is how you adopt these new technologies as you evolve your service desk around user needs in the digital workplace. 1 Recipe for Digital Workplace Execution: Transform the Corporate Culture, Gartner

3 THE ROBOTS ARE COMING BUT DON T RUSH THEM User experience is a driving force in the evolving enterprise IT service desk. Artificial Intelligence, chatbots, Robotic Process Automation (RPA), Virtual Support Assistants (VSAs). These will be among the essential ingredients of the future service desk. Yet, while they promise so much, organisations adopting them must recognise that the benefits (however large) will only accrue over time. This is the assertion of Paul Anderson, Computacenter s Director of Operations, Global Service Desk, as he looks at what s driving the current service desk evolution and what the future might hold. The critical driver is the new user experience, he says, Employees are used to a technologyled world in their social lives and at home, and this has raised their expectations within the workplace. Employees shop, book their holidays and pay their tax online. They activate their central heating and check on their pets remotely via their mobile phones. The natural assumption is that robotics and secure servers will enable them to have a similar, consumerised experience in the workplace. Paul Anderson, Director of Operations, Computacenter 3

4 Automation on the increase There is an assumption that most organisations have a voracious appetite for automation, but just how close is the modern IT service desk to this in practice? There is clearly a move to greater automation, where IT seeks to replace aspects ofits traditional support to reduce costs and meet user expectations for a faster, predictable response. Self-service portals, web chat, and automated password resets are among the digital tools beginning to re-shape the service desk function. Although representing the first wave of AI in the service desk operation, chatbots, RPA and VSAs are still relatively immature. Indeed, Paul believes many vendors over-promise the expected transformational outcomes. He explains. For example, chatbots typically solve problems through pre-defined rules in a decision tree and operate in areas of narrow expertise, where experts have defined the answer to common problems. They re simply an engagement channel and not intelligent enough to replace humans yet. This will happen, but it s not a done deal, no matter what some infrastructure and operations leaders have been led to believe. That s because robots/chatbots/vsas must first learn from the information they gather in order to be truly responsive to user need. 2 When Will AI Virtual Support Agents Replace Your IT Service Desk? Gartner, 2017 Data is king For Paul, data analytics is the starting point on this journey. Data or more specifically, the knowledge it brings through analytics will be vital to the IT service desk of the future. It s important to be knowledgeable about the use cases and desired outcomes of new service desk capabilities, he says. Analytics can help us understand where and which digital tools, such as chatbots, intelligent voice recognition, or web channels, might be best used. The machine learning in these tools builds intelligence around user needs based on each interaction over time, which is why it s wrong to assume simply investing in an AI solution will bring an immediate return on investment. It takes time for the full benefits to be realised. Gartner concurred with this point of view in a 2017 report, saying: Virtual agents without access to a rich source of knowledge cannot provide intelligent responses, forcing I&O leaders to establish or improve knowledge management initiatives 2. Taking our own medicine Paul continues: As an early adopter of the Next Generation Service Desk (NGSD) within our own IT support organisation at Computacenter, we understand the need to take the service desk on this knowledge-based journey to more AI, robotics and automated engagement. We ve developed a standardised toolset for bringing new, intelligence-led capabilities and automation on board and expect to extend this toolset to our clients within the life of their managed service contracts. The service desk of the future starts here. But, be pragmatic. It takes time, so don t expect massive benefits to accrue overnight, no matter what others might tell you. Paul Anderson, Director of Operations, Computacenter 4

5 360 APPROACH TO SERVICES IS ALL ABOUT THE USER Nat Ives, Group Service Development Director, Computacenter Seeing the complete picture of IT support in the digital workplace The evolution of the IT service desk is being driven by the emergence of different channels through which users can engage. From self-help portals and chatbots, to mobile apps and tech bars manned by real humans, as well as traditional agent support, the key to providing users with a consumer-like experience is to offer them choice. In the digital workplace, employees want the freedom to choose how they engage with IT support, when and where they need it. Nat Ives, who heads up Computacenter s lines of service, believes that interest in a multiple channel service desk model is gaining momentum. Our enterprise clients engage with their own customers via a range of channels, he says. And now they want to go on the same journey with their internal IT. For example, the advent of more mobile use in the workplace sets an expectation in users to engage with IT support services in a mobile way with apps and chat on their mobile devices. 5

6 Simply throwing new technology into the support mix won t deliver the goals of your digital workplace; your technology must be designed around the user. Nat Ives, Group Service Development Director, Computacenter Delivering IT service excellence Regardless of whether the touchpoints are digital or physical, the ambition of the CIO is to ensure the service experience received in the world of Digital Me is well thought through and consistent. Nat continues: That s not easy. Often the different components (portal, agent, etc.) are provided by different functions or service providers as standalone offerings. At Computacenter, we re keen to bring the conversation together and get all parties working towards a single support experience. I believe that the evolution of IT service management (ITSM) practices and tools will allow this as we begin to see more joined-up support centred on the user, rather than being driven by the different point solutions. At Computacenter we refer to this as a 360-degree view of IT services; an all-round picture of IT support. It s our vision of the future service desk which, although not fully a reality in most organisations, is getting closer to fruition. Take our tech bar service, for example. Operating at a number of customer sites, tech bars are typically viewed by customers as a field-based service, but we see them as an extension of the service desk itself. Like the service desk agents, people manning a tech bar also known as walk-in kiosks, tech lounge, tech deck or tech café need to have wide-ranging knowledge, as well as good interpersonal skills. They must have access to the same systems, analytics and tools that the service desk agents use. As a channel for IT support, tech bars combine the human touch with digital tools. For example, a touch screen ticketing system might hook into the ITSM system running in the back-end, while users can physically drop off faulty or obsolete equipment in swap lockers. We ve also set up virtual tech bars for a customer, whereby users can engage with service agents via a video interface and the agents are able to access the user s device to fix an issue. This is a good example of the 360-degree approach to services, whereby a user can seamlessly switch between physical and digital channels. And that s the crux of the service desk of the future, according to Nat. He explains: IT support must put the user at its heart. Defining the different channels and technologies that make up your support experience is a collective responsibility. It should be led by the CIO in conversation with business area representatives to ensure how and what you deliver enables users to meet their business objectives. Simply throwing new technology into the support mix won t deliver the goals of your digital workplace; your technology must be designed around the user. continued 6

7 The value of analytics This new technology includes chat channels and portals. Nat believes these are on a journey, becoming more sophisticated as the technology evolves. Analytics will play an increasingly important role in getting maximum benefit from these new technologies and in helping service agents and tech bar teams to do more, and do it faster. For example, Computacenter has used analytics in a service desk solution to enable the correct diagnosis of an issue in 35% of calls before the user says anything. Preventative analytics takes the service desk from its former reactive approach to a new proactive model, says Nat. IT issues can be pre-empted and fixed with the aid of analytics engines running in the background. While I don t believe that it will ever be possible to achieve zero IT issues, analytics can ensure that such issues result in less and less intrusion on the user experience the more that s known about common faults and user events. And once again, we come back to the user: the service desk of the future will bring together diverse channels, technologies and skillsets all focused on the user. 7

8 How connected is your IT service desk with real user needs? Computacenter s Group Innovation and Change Director Steve Rayner believes it is essential that when you design an experience with which humans interact, it is built around the people using it. TAKING A USER-CENTRIC APPROACH Adopting a new IT service desk begins with the user experience CIOs and other leaders recognise that understanding what users need must be a starting point for your new IT service desk. Computacenter s Steve Rayner says, it s what individual users need. So, design well at the outset, because if you don t, no matter what effort you put into adoption, your employees won t use it. Steve says that although design and adoption are two separate entities, they are nonetheless wholly complementary. For Computacenter, this begins with the user journey and three specific requirements: I need to fix something that s broken or under performing I need something incremental e.g. a tool, a new app, or a headset I need some knowledge e.g. how do I do something Steve continues: Each of these requirements results in a different emotional status on the part of the person asking for help and you need to build that into your user experience design. Giving users control When something is not working, a user is likely to be frustrated or even angry, so there is an urgency about their request. An employee in need of something incremental is more accepting of delays because they know what they re asking for is new. In this instance you do need to bear in mind that there is a certain level of expectation due to their external experience, for example with the rapid response of the likes of Amazon. A user in need of advice is in a position of insecurity. They don t know how to do something, but they won t ask their manager in case they look foolish. Putting users in control of their support experience is central to Computacenter s approach, as Steve explains: We ask how they can seize control of any given situation, such as with self-help, via a portal, web page or mobile app. continued 8 Steve Rayner Group Innovation and Change Director, Computacenter

9 We aim to get these items pre-authorised where possible to create an Amazon-like experience. Steve Rayner Group Innovation and Change Director, Computacenter One aspect of this user control is to ensure the product set users log their service requests against is comprehensive and accurate. This should give the service team full visibility of the organisation s complete product and application portfolio, ideally down to the user level. This will mean the request can be actioned quickly because all incidents are directed to the team or knowledge resource that can best resolve them, preferably with a personalised interaction, such as knowing what device the user has. Speed of action Computacenter enables Google-like knowledge-search so that users can manage certain issues themselves. For example, they might need more capacity and a quick online search will yield both incident knowledge and request knowledge in the same set of results. They can then fix the issue themselves on the spot, or request someone else to do it. This ensures speed of action, which is critical for the user journey, Steve adds. The more that can be logged digitally, the more you can run analytics on it to offer a proactive support service. For example, we have used analytics to identify the top 20 most frequently requested help items and list them on the front page of a service catalogue. This supports right-first-time incident logging, enabling the subsequent action to be automated. At Computacenter we also keep the user updated constantly at every stage, using either the portal or push notifications if the user is mobile enabled. Of course, for all three use cases, you have to ensure your delivery organisation is transformed to support these needs. For example, if the business is rolling out Windows 10 or a product upgrade, it s not enough to send out an alerting users; your Service Desk Manager and the wider team must be fully prepared and ready to support the change. Your knowledge resources should be updated to reflect new user needs, and all channels, whether remote or physical, must be entirely consistent in their support and information. Minimising disruption Steve continues: To achieve this, Computacenter s end-to-end process includes a hothouse involving our partners, service desk team and key client stakeholders, as well as an incubation period before full acceptance into service. This enables us to iron out any support inconsistencies and signpost process failings or information gaps. It also ensures that everyone, from security to communications, understands the user experience vision, rather than just their component part of it. In the end, our online and digital support is all geared around minimising disruption. We don t want the user to be unable to focus on what they are paid to do because they re struggling to get the right IT support. Our task is to find the quickest route to get them back to work with the most appropriate user support experience for their needs with a smile on their face! 9

10 FOUR STEPS TO SUCCESSFUL ADOPTION Cultural and behavioural change brings your new IT service desk to life 10

11 So, you ve invested in new IT support capability as part of your digital workplace. Perhaps you re using a portal to log and track service requests, complemented by a tech bar for face-to-face support. Or you might have deployed a mobile app to ensure access to IT knowledge and help from mobile devices anywhere, anytime. These are all components of the modern IT service desk, but without the right behavioural change and a new mindset when it comes to IT support, you could be pouring money down the drain. Why? Jacky West, Computacenter s Head of Group User Adoption, explains: Everything begins and ends with the user. If you don t get your users on board from day one whether that s the people seeking help or those providing it your adoption rates will be low. So, winning hearts and minds is critical to successful deployment it s about bringing change to life for the end user across your organisation and putting yourself in their shoes. That s why Computacenter has developed a four-step framework, both for creating the right behaviours and for communicating and embedding change so that it delivers the anticipated outcomes. Computacenter used this staged approach in the planning, rollout and user adoption of its own Next Generation Service Desk but, as Jacky points out, it is equally valuable whether you are adopting just one new service desk component or a full NGSD solution. The four steps are: Discovery, Awareness, Engage & Launch, Adoption & Advocacy. Jacky continues: While our customers are becoming more attuned to their end users, we still see companies viewing adoption purely as a training challenge. It is so much more than that. You have to take the end user with you, from discovery around user needs, what it means for them and why it is being done if you have a great production with great user experience, you will have successful, sustained use of your new IT service desk capability. And this should all be wrapped up in an overarching strategy for enabling users in the digital workplace. We achieved that for recruitment specialist Hays, for whom a successful transition to our NGSD has seen 76 per cent of its IT service transactions now taking place online. The cost savings and speed-to-service implications of this make a compelling case for our user adoption model. Jacky West Head of Group User Adoption, Computacenter 11

12 HOW WE DO IT COMPUTACENTER S FOUR-STEP APPROACH TO ADOPTION Discovery A company-wide discovery phase asks questions about how end users work and interact with the IT service desk. For example, where are users located? Jacky West explains: We assess the user community demographics to create a baseline on which to build end-user profiles. Consultation with stakeholders is critical and ensures the adoption aligns with the company s communications strategy. We consider how users lives can be made easier, for example by enabling them to log issues quickly, or with an inherently intuitive experience. We might use a survey to better understand the experience today and what users want tomorrow. This enables us to get the what s in it for me messaging correct. We also identify business champions within the business. They are key to helping us drive adoption and are the voice of the end user. They are also vital for feedback and spreading the word. This really ensures we have an IT service desk that has great user experience. It is also key to engage with the senior stakeholders who are leading the change. Awareness People need to know why the changes are being made and, crucially, what s in it for them. Jacky is adamant on this latter point: If users can t see the benefit of using a new service desk tool or channel, or why we re replacing a particular product with something new, and don t get a great user experience, they simply wont bother with it. So, this what s in it for me? approach is vital. We work with the business champions, as well as with a client s adoption lead, communications team (and branding people where relevant) to raise awareness and ensure we have a varied and engaging communications plan. We try and use new technology, such as Yammer and digital screens, but more traditional communications are also part of the mix, including posters, and on-site launch-day activities. The key is to communicate change clearly in language the users understand and that aligns to the business culture. Engage and Launch This is an opportunity to finalise and execute the communications plan before the full new service desk functionality is rolled out. Service desk agents must be engaged in this process and will have been trained in any new functionality and ways of working. Feedback is encouraged from business champions and the end user through easy communication channels to ensure continuous learning and to enhance the post-adoption communications plan. Adoption and Advocacy This phase aims to measure success, user satisfaction and adoption trends to enable continual service improvement. Jacky says: Adoption and advocacy does not stop at launch. That s why it is critical for our customers adoption and communications leads to continue the work with the customer through service management and to join workplace forums to share ideas and results. A regularly reviewed post-launch communications plan should include user stories. Behavioural change does not happen overnight, so the aim is to improve and increase adoption of the new service. 12

13 NEW SKILLS FOR THE IT SERVICE DESK AGENT 13

14 Nearly 80% of CIOs and IT leaders project that the skills and knowledge their organisations will need in 10 years will have little resemblance to the skills and knowledge they have today. Diane Morello, Gartner, IT Workforce transformation is the next Wicked Problem for CIOs, February 2017 Gartner predicts that it will be 5+ years before AI-based support channels replace humans in the IT service desk. Will there still be room for IT support professionals? And if so, what will the service desk agent of the future look like? Paul Anderson: If an organisation s automation, AI, chatbots and more are hugely successful, the transactional first-line service desk will disappear. But that doesn t spell the end for IT support professionals. Rather it will change the game, turning them into experts in analytics and more. For example, it will drive them to acquire new skills in knowledge management systems in order to understand what s needed to improve the user experience. IT, infrastructure and operations leaders will need to support the transition to a higher level of skill, where IT service agents are able to use diagnostics in the back office to react and respond to support tickets they ve received via a portal or other channel. There will still be a need for a human interface in an IT support environment that blends the digital with the physical. At Computacenter, for example, we offer tech bars as the face of IT in the customer environment. We know that not everyone wants to talk to a robot and that, understandably, some people will be nervous if they feel there are no humans around to talk through an IT issue. This human face will also play a part in ensuring user adoption of new IT support tools. Nat Ives: What s left when you ve removed first line support from service agents and routed it via chatbots, portals and self-help? Clearly, what s left is something more complex and difficult to handle via digital channels. This means that service agents and tech bar personnel will need to be more skilled in more aspects of the IT environment. They will have to understand not just the technology, but how it enables the digital workplace. They should identify what apps and hardware enable users to deliver business strategy. And they must hone their interpersonal skills in order to engage with the user and find the root cause of an issue. It will be an interesting evolution going forward, but yes there is a place for real people in the IT service desk of the future. 14

15 WHY COMPUTACENTER FOR FUTURE SERVICE DESK? PAUL ANDERSON, DIRECTOR OF OPERATIONS, COMPUTACENTER NAT IVES, GROUP SERVICE DEVELOPMENT DIRECTOR, COMPUTACENTER Paul is Head of the Computacenter Global Service Desk business with the responsibility for ensuring we deliver our commitments to over 300 clients across the Globe. Paul has played a key role in Global Service desk strategy and direction over the past 5 years since his move to Computacenter from Capgemini. Key responsibilities/ accountabilities are to continue to truly globalise our Service Desk and take advantage of scale, skills and experience to enhance our offering to our clients. Over the past 3 years Paul has played a key role in the specification, design and Build of the NGSD platform which is now a key growth play within Computacenter as well as a market leading Service Desk offering. Paul has a passion for Customer Service and is wholly invested in enabling our users to consume IT support as and when they want to in the style of their choosing. Nat started his 17 year career in IT as a graduate at PA Consulting Group and has spanned consulting, sales, product management, transition, and service management. He now leads Lines of Service function in Group Design and Delivery (GDD), having previously worked in Business Enablement and Contractual Services (BECS) and prior to that the Major Accounts services unit in the UK. In his new role, Nat will build and lead a team that will define and own the various service offerings within Computacenter s portfolio. Key accountabilities include: Services Strategy, Thought Leadership and Target Delivery models. Nat s main passion is sailing, having competed as a professional navigator at some of the highest levels in international yachting. More recently his three young children command most of his leisure time attention. 15

16 JACKY WEST HEAD OF GROUP USER ADOPTION, COMPUTACENTER STEVE RAYNER GROUP INNOVATION AND CHANGE DIRECTOR, COMPUTACENTER Jacky is Head of Adoption for Computacenter accountable for creating and implementing change management strategies, in particular Next Generation Service Desk (NGSD) with multiple customers ensuring maximum employee adoption and user experience whilst minimising resistance to the change. Steve is accountable for transformation of the services portfolio covering all IT propositions. Steve works with customers at executive and C-suite level to understand their needs and build services to meet them. Steve has delivered Next Generation Service Desk (NGSD) and owns Computacenter s ServiceNow capability, enabling many customers to exploit their investment. Steve also leads our agile development practice, and helps customers to improve their speed of execution. 16

17 GET IN TOUCH Talk to us about how we can help you transform your IT service desk and ensure it is fit for the future. computacenter.com Enabling users and their business Computacenter is a leading independent provider of IT infrastructure services, enabling users and their business. We advise organisations on IT strategy, implement the most appropriate technology, optimise its performance, and manage our customers infrastructures. In doing this we help CIOs and IT departments in enterprise and corporate organisations maximise productivity and the business value of IT for internal and external users. computacenter.com Service Desk of the Future Insight Guide 2018