This document provides a summary of a presentation on improving customer and employee experience with IT service management. It introduces the presenter, Chris Gallacher, and his background in IT service delivery and consulting. It then defines customer experience and employee experience, explaining that both are based on perceptions of interactions with an organization. The presentation discusses why digital customer experience is important for IT organizations and outlines a framework for measuring CX and EX maturity. It also provides tips on adopting an outside-in perspective, developing a clear vision and strategy, and getting started with initiatives like journey mapping and defining moments that matter.

1. June 18, 2020
How to Improve Customer &
Employee Experience with ITSM
Chris Gallacher
Principal Consultant

2. Chris Gallacher
Principal Consultant
Strategy Consulting
Forrester Research
› Started career working for a major IT managed
services provider (EDS now HPE)
› Transitioned to industry working for BP for 10
years embarking major IT service management
journey
› Moved into management consulting helping IT
organizations transition to becoming a strategic
partner before coming to Forrester
› Pioneered ‘CX4IT’ framework using design
thinking principles to help IT organizations think
Outside-In
› Contributing author to forthcoming ITIL 4 Digital
and IT Strategy book

3. Poll Results
1. As a result of the recent epidemic, have you had to deploy a new
technology/service or make changes to an existing
technology/service to improve employee productivity?
2. If you were to ask an employee who you have recently deployed a
new solution to, what ONE thing they would want improved?

4. © 2020 Forrester. Reproduction Prohibited.
How Forrester defines CX and EX
Employee Experience
Employees' perceptions of their experiences working within an
organization
Customer Experience
Customers’ perceptions of their interactions with an
organization

5. © 2020 Forrester. Reproduction Prohibited.
Customer Experience is Not…
Customer Service
User Experience (UX)
Lean Six Sigma, Agile,
Value Stream Mapping,
etc.
Interacting with customers to handle
their specific requests and needs, or
recovering from problems
Design, test and deploy specific user
interactions (mainly) with a digital
interface
Streamlined, optimized delivery
(people, process, technology)

6. © 2020 Forrester. Reproduction Prohibited.
We have a more
“Empowered Consumer”…
…and guess what? They
are bringing these
expectations into the
workplace.
Why does Digital CX Matter for IT organizations?

7. © 2020 Forrester. Reproduction Prohibited.
Workarounds
Outsourcing/
Shadow IT
Bureaucracy of NO!
Wasted Money/
Duplication of
Efforts
..and when users feel like their voice isn’t being heard you
get….

8. Understanding competencies of CX and impact of EX

9. © 2020 Forrester. Reproduction Prohibited.
Adopting an outside-in approach
Internal perceptions
Internal “moments that matter”
Internal value
Employee perceptions
Employee “moments that
matter”
Employee value
Internal-centric
Inside-out
Employee-centric
Outside-in
Agent was
empathetic
Process
was quick
Did not
impact key
deadline
Could not find
information on
website
Was
transferred
multiple times
Lost
productivity

10. CX Management
Maturity
Framework

11. © 2020 Forrester. Reproduction Prohibited.
It all starts with a vision…
Vision
(North Star defining
the intended experience)
Strategy
(Provides a Roadmap on
how to implement the vision)
Experience
Today
› A vision helps align the
organization so the experience
isn’t disjointed
› It’s important to be clear and
aspirational so that the vision
describes what the experience
should feel (emotion) and look
(behaviors and delivery) like
› Without an agreed upon vision,
Experience Strategies lose
focus, adoption decreases,
and execution is ineffective

12. © 2020 Forrester. Reproduction Prohibited.
Here’s an example…
RELIABLE: We are trusted
by our customers. Whether we
are providing the right solutions
right when they need it or
solving their problem we get
the job done every time.
EFFECTIVE: We know our
customers. We partner with
them to ensure all their needs
are covered by us or another
provider and measure our
success as the agency’s
success.
INNOVATIVE: We are leading
the way across the government.
We onboard cutting-edge tools
and we quickly and securely
implement modernizing
improvements to existing
services.
Example
Vision
Statement:
We will deliver an experience which makes our customers
feel that End User IT is a reliable provider of a diverse
selection of effective and innovative world-class IT services.

13. The EX equation:
three factors lead
to engaged,
resourceful
employees
Empowerment: knowing what's most important with the
latitude and support to do it.
Inspiration: believing in the core mission and values and
having a voice.
Enablement: having the technology and resources to get
important work done.

14. © 2020 Forrester. Reproduction Prohibited.
Why should you focus on EX?
Creating a better work environment for employees will drive better outcomes
Be more
productive
Provide more
discretionary
effort
Stay for long,
fruitful careers
More user-friendly tools,
easily discoverable
information, and
enhanced collaboration
increase employee
effectiveness and focus.
Increase discretionary
effort, such as serving on
project teams, spending
time on innovation, or
investing time in culture-
building activities.
A better experience at work
means less voluntary
turnover, more employee
referrals, and lower hiring
costs.

15. Circling back to
CX
The virtuous cycle of
employee engagement and
customer experience (i.e.,
good CX depends on EX)

16. How to get started

17. Quick Poll
How do you solicit customer and employee
feedback, today?

18. © 2020 Forrester. Reproduction Prohibited.
Its all about the Moments of Truth
▪ Despite making customer experience a strategic priority – many companies still fail to deliver a great customer experience
across all customer touchpoints.
▪ This failure often stems from a lack of customer understanding around how they want to do business with you across
channels.
▪ Customer Journey Mapping allows organization to understand and define the Customer Experience aligned with customer
expectations, across key touchpoints, and around core products and services.
Detect Investigate Diagnose Resolve Recover Close

19. Two critical design
techniques are
personas and
journey maps
Personas
Journey Maps

20. © 2020 Forrester. Reproduction Prohibited.
Why use Personas?
Provide Focus
Establish Priorities
Create Empathy

21. © 2020 Forrester. Reproduction Prohibited.
What does a Persona look
like?
› Typically one page
› Focused on real data on their
perceptions on technology
› Are representative of the
workforce
› Provide perspective of the
end user for use during the
design process by
understanding what they
want

22. © 2020 Forrester. Reproduction Prohibited.
How do you create one?
Primary inputs What to reuse
Qualitative research Quantitative studies
• One on one interviews
• Focus groups
what
with who
• Customers
• Business stakeholders
• Employees
• Survey with ‘soft’ and
‘hard’ customer focus
what
with who
• Customers
• Employees
Customer segmentation Customer data
• Any existing end user
segmentation
approaches
• Including existing
customer data will
provide hypotheses
to test and guide the
research tool
development (i.e.
surveys or interview
guides)

23. © 2020 Forrester. Reproduction Prohibited.
Defining a Customer Journey Map
Persona overview
and journey context
Customer emotion
Customer journey
steps
Thoughts, questions,
and feelings
Ecosystem
components
Details around
customer touchpoints
Time intervals
Customer journey

24. © 2020 Forrester. Reproduction Prohibited.
Journey Mapping can occur at different levels –
create your atlas!Altitude Example Use Case
End-to-end
Set of scenarios across the life
cycle of the relationship with IT • Application / service
lifecycle
• Prioritize CX efforts
• Assess overall
health of the
experience
Scenario
Set of interactions to
accomplish a business / user
goal
• Request support
• Deploy a new
technology
• Improve satisfaction
• Streamline cross-
channel interactions
Task
Set of interactions to complete a
discrete task or milestone • Complete a request
form
• Navigate a helpdesk
IVR
• Design an interview
• Improve usability
• Define key features
or technical
requirements
Request
Service
Design &
Development
Training &
Comms
Use Support
Design new CRM application
User Acceptance Testing

25. Driving innovation in ITSM

26. 26© 2018 FORRESTER. REPRODUCTION PROHIBITED.
Define and continually refine your service portfolio!
What is your Customer
trying to achieve?
What is an enabler for the
Customer?
What is a barrier for the
Customer?
What can you provide to remove the
barrier for the Customer?
What can you provide to be an
enabler for the Customer?
What services and
products should be
provided?
1
3
2
6
4
5
Gain Creators
Products &
Services
Pain relievers
Customer
jobs
Pains
Gains
© Strategyzer https://www.strategyzer.com/canvas/value-proposition-canvas

27. © 2020 Forrester. Reproduction Prohibited.
Example Business Function: HR

28. Addressing performance and culture

29. © 2020 Forrester. Reproduction Prohibited.
Motivating a Change Culture
Hiring
Identify Employees with the right skills.
Target candidates who are Customer-
centric, nurturing, strong communication
skills, and empowered.
Socialization
Organizations must communicate their
Customer Experience objectives, train
employees to deliver the intended
experience, create champions, and
reinforce customer focus with routines.
Rewards
Organizations should change both formal
and informal reward structures so that
they reinforce the employee behaviors
that lead to better Customer Experience
outcomes.
3 Levers to Shift Culture
We’re
Hiring

30. Define your CX &
EX measurement
program
Forrester Report: Establish A CX Measurement Program In Seven Steps

31. © 2020 Forrester. Reproduction Prohibited.
Examples of measuring
Emotion
Ease
Effectiveness
CX Perception
CSR was empathetic
Website was visually appealing
Technician was friendly
Service Desk process was quick
Information was clear
Help was accessible in context
Incident was resolved
Information was available
Required help was provided

32. 32© 2018 FORRESTER. REPRODUCTION PROHIBITED.
To better support employees and customers, organizations must
shift their operating principles
The customer-obsessed operating model: A customer-obsessed enterprise focuses its
strategy, operations, and budget to enhance its knowledge of and engagement with customers.
Source: Forrester Research. The Operating Model For Customer Obsession report.

33. Questions?

34. Thank You.