Coping and Leading the Change Rapid and breathtaking technology advances are forcing radical changes in how IT delivers serviced, the Service Desk supports these services and the business utilizes these services. "If you don't like change, you'll like irrelevance even less" stated four-star US General (Ret.) Eric Shineski reflecting on the consequences of not embracing change. This session explores the impact of rapidly changing technology and business trends on the Service Desk strategy, structure, services, processes, tools and most importantly – the Service Desk professionals. In coping with this accelerated change, Service Desk leaders must take action now. McGarahan will share lessons learned from Service Desks who are incorporating practices in supporting mobility, social knowledge, multi-generational and cultural customers, virtual and cloud computing and the change in service level expectations. Please join Peter McGarahan he relates insights into: • The urgent and undeniable need for Service Desk leaders to assess their current strategy, structure, services and skills against the current realities of business and technology advances. • Recent game-changing developments, including virtual and cloud computing (hosted services and software solutions) mobile computing, strategic sourcing, and remote / virtual workers. • The resulting impact in designing services with the customer top-of-mind, delivering resolution closest to the customer and knowledge at the ‘speed of conversation’ by integrating best practices with the tools, people, and existing processes.

1. The Service Desk Evolution
Peter McGarahan
Senior IT Director
First American
pmcgarahan@firstam.com
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2. • 12 years with PepsiCo/Taco Bell IT and Business Planning
• Managed the Service Desk and all of the IT Infrastructure
for 4500 restaurants, 8 zone offices, field managers and
Corporate office
• 2 years as a Product Manager for Vantive
• Executive Director for HDI
• 6 years with STI Knowledge/Help Desk 2000
• Founder, McGarahan & Associates (9 years) - delivered
service and support best practice consulting delivered
through assessment / findings / recommendations /
continuous improvement roadmap.
• Retired Chairman, IT Infrastructure Management
• Senior IT director – Infrastructure Services for First
American
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About Peter McGarahan
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3. 3
Pay It Forward
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4. As we sit here ……….
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5. The IT Change Imperative
• The development of all IT professionals should be a priority of IT
Leaders.
• It’s a continuous process of learning, acquiring and utilizing highly
valued and marketable skills.
• Prepare and position them for a long-term, successful and rewarding
career in IT and Business (soon to be one-in-the-same).
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6. IT Leadership
“It’s tough to be strategic when you
are delivering daily operations
tactically.”
Shift Focus, Time and Energy
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7. Operational Excellence
1. Know where you are
– Assessing your current performance around service strategy, structure
(support model), process, people, tools and metrics is an all-important
baseline.
2. Know where you are going
– Envisioning the end result is a core part of defining your service
strategy.
3. Know how you plan to get there
– The continuous improvement roadmap is the result of your gap-analysis
assessment against your future-state.
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8. Service Strategy
Service leaders must allocate
the right amount of time for
strategic thinking and
initiatives to:
1. Align goals and objectives
(business / IT / Service)
2. Establish directives to govern
scope of services
3. Build success metrics to
measure business value.
“Strategy without tactics is
the slowest route to victory.
Tactics without strategy is
the noise before defeat.”
Sun Tzu (Chinese General and
Author, b.500 BC)
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9. Mobility – The Game Changer
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Mobility, BYOD and
Cloud access to data
means more devices,
more locations, and
more apps a concern
for Global CIOs says
Forrester.
According to data
Gartner – there were
2.5 billion devices (PCs
are declining / Tablets
and Mobile Phones
(1.2 billion)) shipped
as of June, 2013.
Gartner forecasts that
computing devices bought
by consumers will grow
from 65 percent in 2013 to
72 percent in 2017. This
signifies the growing
importance of designing
for the consumer inside
the enterprise.
“Consumers want anytime-anywhere computing that allows them to consume and create content with ease,
but also share and access that content from a different portfolio of products. Mobility is paramount
in both mature and emerging markets,” said Carolina Milanesi, research vice president at Gartner.
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10. Changing Customer’s Expectations
1. The principle of putting the customer first starts with the design of the
Support Center strategy and structure.
2. It defines how all services are delivered against customer
expectations.
3. Putting the customer first is a corporate strategy where the executive
team champions the customer and leads by example on a daily basis.
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11. Service Design
• Design Services from the “inside-out” with the
customer “top-of-mind.”
• Be the “Voice Of the Customer” / Customer
Advocate.
• Listen to / Learn from your customer / know
what’s important to them.
– Ask what you are NOT doing, not just what you are
doing well and not doing well.
– Survey customers who are NOT using your
services.
• Identify and leverage customer champions
(external) and senior customer sponsors
(internal).
• Know why you win customers (attraction / what
they like), why you lose them (defection / what
they hate) and what can you do to prevent
losing them (loyalty, retention & profitability).
• Don’t be “the smartest guy in the room”
– Arrogance prevents listening, learning and improving!
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12. Preparing For Change
1. Instill a sense of
urgency.
2. Pick a good team.
3. Create a vision
and supporting
strategies.
4. Communicate.
5. Remove obstacles.
6. Change fast.
7. Keep on changing.
8. Make change stick.
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13. Shift-left Strategy
Self-service Level-1 Level-2 Level-3
$100 - $500
$35-$250
Mean time to resolution
Cost
Technologist/
Developers
Categorize Call
Types in Level they are
Resolved in
Escalated call
$1-$10
Call
Elimination
$10-$37
Automated
self-service
First contact
resolution
Bring visibility to where repetitive, costly issues, questions and requests are resolved / fulfilled.
© 2012 Gartner, Inc. Cost Data
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14. The Supporting Structure
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15. Areas of Opportunity
• Improve efficiency, integration and
cooperation across all customer
‘touch-points”.
• Provide the same customer
experience across all “touch-points”.
• Discontinue supporting customers
through different “band-aided”
processes/systems!
• Automate and integrate all
processes into one tightly unified,
efficient system.
• Anticipate the customer’s needs
and be proactive.
All Customers
All Access Channels
One, consolidated, streamlined,
efficient, cost-effective and
integrated process /tool / people
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16. Self Service Structure
• Fix It – contains self-service
functionality, tools and Knowledge
Articles targeted and written for
customers designed to resolve their
issues on First Contact / Attempt.
• Order It – contains standard Service
Request forms that provide a means for
customers to order from the Services
Catalog.
• Learn It – contains instructional “How-
To” Videos, procedure-driven Knowledge
Articles and any lessons learned that
can be easily shared (Collaborators) with
customers looking for assistance on how
they can get something done.
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17. Purposeful Support Practices
1. Achieving First Contact
Resolution
2. Making UFFA a Priority
3. Mapping Call Types for
Action
4. Introducing Customer-
Impacting Technologies
5. Balanced Scorecard
Storytelling
Resolve difficult
problems faster
Increase first contact
resolution
Deliver a more consistent
and memorable customer
experience.
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18. Challenge Yourself / Your Team
• Attitude
– It’s yours to control /
change
• Ownership
– It’s yours to follow-up
and follow-through
• Service
– Is it the way you
would want to be
treated. “Sign Your
Service.”
• Be a Continuous
Learner
– (Leaders are Readers
/ Readers are
Leaders)
• Skills
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– Track market demand for
skills, watch industry trends /
turning points and
continuously improve / grow.
• Teamwork
– Together
– Everyone
– Achieves
– More
• Career
– Is YOUR business
– Conduct a "mental fire drill"
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19. Separating professional from
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personal computing (e.g.
Social Media Restrictions)
will become increasingly
difficult as each graduating
class transitions into the
workforce.
From the perspective of adoption,
use, productivity, and training, the
“new” professionals are very
comfortable with browser based
collaborating, texting and Instant
Messaging (IM).
The development opportunity for
this soon-to-be-dominant
platform lies in the ability to
simulate features and
capabilities that mimic the social
media sites and tools younger
workers exploit today.
The New Professional
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20. The New Professional
Successful eBusiness leaders will take a life-cycle view of their customers, invest in
technology that will support multiple touchpoints and devices, and re-evaluate
ownership of online customer service strategy and operations.
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21. Changing Workforce / Managing Virtual
Agents
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• Make it performance-based
(scorecard) with clear goals,
expectations and
consequences
• Hire and lead star performers
• Set a vision, clarify your
expectations, then get out of
the way
• Develop self-managing teams
and remote best practices to
consistently achieve desired
results
• Anywhere, Anytime and
Multiple Channels!
• Hold them accountable
• Provide resources (training,
coaches, knowledge) for them
to utilize
• Stay in touch (IM, Video,
Meetings, Visits, etc.)
• Reward, recognize and give
credit

22. Growing People / The Plan
Senior Leadership
Skills and Focus
• Provide quick technology innovations
• Focused on business capabilities
• Know technology limitations
• Top notch negotiation skills, a realistic approach and the
creditability card
• Envision the art of possible
The Market Demand
skills
• Leadership / Relationship building
• Passion for business systems
• Strategic & Digital thinking
• Communication / negotiating expertise
• Influential power / Problem Solver
• Logical / engineering skills
Taking Action
Now
• Fund Training
• Fund Internships
• Mentor / Coach
• Reward / Recognize
• Create new positions / roles
• Promote ‘Good’ Turnover
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23. Questions / Thank You!
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