1. Info-Tech Research Group1 1 Info-Tech Research Group, Inc. is a global leader in providing IT research and advice. Info-Tech’s products and services combine actionable insight and relevant advice with ready-to-use tools and templates that cover the full spectrum of IT concerns. © 1997-2016 Info-Tech Research Group Inc. Adopt Lean IT to Streamline the Service Desk Turn your service desk into a Lean, keen, value-creating machine.

2. Info-Tech Research Group2 2 Service desk managers who integrate Lean principles will change the way their service desk operates. Lean’s focus on value delivery to customers has made it a powerful way of thinking. Originally conceived in the manufacturing industry, the Lean methodology has expanded to a variety of industries and management functions including IT. The focus of Lean is to eliminate wasteful processes, improve the flow of your work, and create freed capacity. The approach positions the service desk as an innovator within IT and the organization as a whole. Engagement is the key to sustaining the adoption of Lean principles. Each piece of the service desk is vital to creating value for the end user via knowledge- sharing, accountability, and proactive problem-solving. Ultimately, Lean is a cultural shift that will increase the efficiency and innovative capacity of your service desk, positioning it as a model component of your organization. Sandi Conrad, Senior Director, Infrastructure Practice Info-Tech Research Group Lean’s focus on customer value is a perfect fit with the service desk. ANALYST PERSPECTIVE

3. Info-Tech Research Group3 3 This Research is Designed For:This Research Will Help You:This Research Is Designed For:This Research Will Help You: Our understanding of the problem CIOs who want to improve services and eliminate wasteful processes. IT leaders who want to deliver efficient, customer-centric value to the business. Service managers of service desks that want to free up skilled employees to tackle strategic projects without sacrificing service quality. IT managers who want to increase employee engagement by enhancing learning and development. Plot out how the service desk can provide the most value with a customer journey map. Streamline service desk processes with value stream mapping. Eliminate wasteful processes that do not provide value. Create freed capacity to reduce the instances of skilled technicians getting buried in tickets. Introduce a new way of thinking that will improve how your team tackles problems.

4. Info-Tech Research Group4 4 Resolution Situation Complication Info-Tech Insight Executive Summary The service desk is the public face of IT. Its processes are critical to the effective and timely delivery of IT services. Yet, even organizations with relatively mature service desk processes can struggle to achieve the high levels of end-user satisfaction and productivity the business expects. Staff at each of the three tiers of the service desk often do not understand how the customer experiences end-user support. Service desk staff feel overworked and believe the service support organization is understaffed, yet they waste time on unnecessary tasks. They struggle to identify and prioritize activities that create the most customer value. Adopt Lean principles to streamline service desk processes. Identify how service desk activities align with the business and how service desk activities create customer value at each tier. Map out the customer journey for each of the key processes of the service desk to understand how customers experience end-user support. Use value stream mapping to tailor service desk processes to customer demand, focus on the activities that create the most customer value, and eliminate waste. 1.Lean is not a project; it’s a way of thinking Adopting Lean principles will encourage your team to become a proactive, value-generating unit. 2.Look before you Lean You need to view the service desk from 30,000 feet before you dive into adopting Lean principles. 3.Harness the value of freed capacity Lean will free up time through the elimination of waste. Use it to your advantage.

5. Info-Tech Research Group5 5 Info-Tech draws on the COBIT framework, which focuses on consistent delivery of IT services across the organization Evaluate, Direct, and Monitor EDM01 Ensure Governance Framework Setting and Maintenance EDM02 Ensure Benefits Delivery EDM03 Ensure Risk Optimization EDM04 Ensure Resource Optimization EDM05 Ensure Stakeholder Transparency Monitor, Evaluate, and Assess Align, Plan, and Organize APO01 Manage the IT Framework APO02 Manage Strategy APO03 Manage Enterprise Architecture APO04 Manage Innovation APO05 Manage Portfolio APO06 Manage Budget and Costs APO07 Manage Human Resources MEA01 Monitor, Evaluate, and Assess the System of Internal Control APO08 Manage Relationships APO09 Manage Service Agreements APO10 Manage Suppliers APO11 Manage Quality APO12 Manage Risks APO13 Manage Security Build, Acquire, and Implement BAI01 Manage Programs and Projects BAI02 Manage Requirements Definition BAI03 Manage Solutions Identification and Build BAI04 Manage Availability and Capacity BAI05 Manage Organizational Change Enablement BAI06 Manage Changes BAI07 Manage Change Acceptance and Transitioning MEA02 Monitor, Evaluate, and Assess the System of Internal Control BAI08 Manage Knowledge BAI09 Manage Assets BAI10 Manage Configuration Deliver, Service, and Support DSS01 Manage Operations DSS02 Manage Service Requests and Incidents DSS03 Manage Problems DSS04 Manage Continuity DSS05 Manage Security Services DSS06 Manage Business Process Controls MEA03 Monitor, Evaluate, and Assess Compliance with External Requirements

6. Info-Tech Research Group6 6 Info-Tech Research Group’s approach to service desk optimization focuses on building essential best practices Consolidate Build a strategic roadmap to consolidate service desks to reduce end-user support costs and sustain end-user satisfaction. Standardize Build essential incident, service request, and knowledge management processes to create a sustainable service desk that meets business needs. Extend Facilitate the extension of service management best practices to other business functions to improve productivity and position IT as a strategic partner. Our Approach to the Service Desk Service desk optimization goes beyond the blind adoption of best practices. Info-Tech’s approach focuses on controlling support costs and making the most of IT’s service management expertise to improve productivity. Complete the projects sequentially or in any order. Our Approach to the Service Desk Service desk optimization goes beyond the blind adoption of best practices. Info-Tech’s approach focuses on controlling support costs and making the most of IT’s service management expertise to improve productivity. Complete the projects sequentially or in any order. Adopt Lean Build essential incident, service request, and knowledge management processes to create a sustainable service desk that boosts business value. Improve Build a continual improvement plan for the service desk to review and evaluate key processes and services, and manage the progress of improvement initiatives. Select and Implement Review mid-market and enterprise service desk tools, select an ITSM solution, and build an implementation plan to ensure your investment meets your needs.

7. Info-Tech Research Group7 7 A Lean service desk is an innovative service desk Innovation in IT is strongly related to end-user satisfaction. IT innovation leadership explains 75% of variation in satisfaction with IT. Organizations without high satisfaction with IT innovation leadership are only 20% likely to be highly satisfied with IT. By following our process to adopt Lean principles, you can position your service desk as a lead candidate for innovation within IT, greatly increasing the reputation of the service desk within the business.

8. Info-Tech Research Group8 8 A Lean service desk can improve the speed and quality of service outcomes Improved business satisfaction: Improve key service desk metrics, including time to resolve, time to respond, and end-user satisfaction. Channel tickets through a single point of contact. Escalate incidents quickly and accurately to the right business function. Increased efficiency / lower cost to serve: Use FAQs to enable end users to self-solve. Use a knowledgebase to troubleshoot once, and solve many times. Cross-train to improve service consistency. Fewer recurring issues: Reduce percentage of tickets re-opened. Ensure tickets are created and categorized correctly. Reports can be used for root cause analysis. On average, end users who were satisfied with service desk effectiveness rated all other IT services 42.1% higher than dissatisfied end users. On average, end users who were satisfied with service desk timeliness rated all other IT services 38.0% higher than dissatisfied end users. 38.0% 42.1% Source: Info-Tech Research Group, 2015; N=19,349 Enhanced demand planning: Trend analysis and reporting improve service providers beyond IT through the ability to forecast and address the demands of the business. Empower other business functions to provide effective, timely services that meet business needs at a lower cost. Follow the steps in this project blueprint to guide non-IT partners through the process. Project Benefits

9. Info-Tech Research Group9 9 Implement a continual improvement plan to improve the performance of the service desk and consolidate your gains SortSet in OrderShineStandardizeSustain Financial GoalsCustomer GoalsProcess GoalsLearning Goals Why should you adopt Lean IT to streamline the service desk? Identification of previously unknown wasteful practices or processes Allows the service desk to respond to changes proactively Increased efficiency of your service desk Improve IT’s reputation within the business through improved end-user understanding Focuses the service desk on providing value to its end users Creates freed capacity to allow your highly skilled technicians to focus on project work Why should you adopt Lean IT to streamline the service desk? Identification of previously unknown wasteful practices or processes Allows the service desk to respond to changes proactively Increased efficiency of your service desk Improve IT’s reputation within the business through improved end-user understanding Focuses the service desk on providing value to its end users Creates freed capacity to allow your highly skilled technicians to focus on project work 1 1 2 2 3 3 4 4

10. Info-Tech Research Group10Info-Tech Research Group10 Differentiate between Lean and Continual Service Improvement The drivers are similar, but the components of the two processes are quite different. Lean 1.Improvement achieved primarily through eliminating waste. 2.Primary improvement target is the service desk value stream. 3.Improvement often (but not always) results in decreased process time as a result of core metrics. Lean 1.Improvement achieved primarily through eliminating waste. 2.Primary improvement target is the service desk value stream. 3.Improvement often (but not always) results in decreased process time as a result of core metrics. Continual Service Improvement 1.Improvement comes from a variety of triggers and is achieved through a variety of targets. 2.Primary improvement target can be any component of the service desk. 3.Improvement results in a variety of outcomes due to the flexibility and diversity of the process. Continual Service Improvement 1.Improvement comes from a variety of triggers and is achieved through a variety of targets. 2.Primary improvement target can be any component of the service desk. 3.Improvement results in a variety of outcomes due to the flexibility and diversity of the process. Lean and Continual Service Improvement are often confused with one another. While the two are both forms of operations improvement initiatives, they achieve their goals through different methods. The two can be used in conjunction as a powerful improvement project. You can even Lean your Lean processes or apply continual improvement practices to them. Lean isn’t just about speed. When implementing Lean, a common mistake is to focus solely on end-to-end velocity. Lean is about improving efficiency AND service quality. It would be like judging a pitcher only on the speed of their fastball without evaluating their command, endurance, or pitch selection. Lean isn’t just about speed. When implementing Lean, a common mistake is to focus solely on end-to-end velocity. Lean is about improving efficiency AND service quality. It would be like judging a pitcher only on the speed of their fastball without evaluating their command, endurance, or pitch selection.

11. Info-Tech Research Group11Info-Tech Research Group11 Project structure – adopt Lean IT to streamline the service desk Key Project Deliverables A balanced scorecard (Word document) to quantify and track objectives from four different categories. A future state value stream map (Visio Document) for service desks to visualize and streamline their key workflows. A value stream roadmap (Excel document) to keep track of all Lean initiatives, prioritize opportunities, break down selected projects into steps, and track your progress.

12. Info-Tech Research Group12Info-Tech Research Group12 Harness the value of freed capacity Look before you Lean Lean is not a project; it’s a new way of thinking Insight breakdown A common mistake organizations make when it comes to adopting Lean is that they treat it as just another project. Throughout the course of adopting Lean principles to your organization, your approach to many new projects will change. Lean teaches your team to approach projects with a different mindset. Delivering value to customers in an efficient way should be the underlying motivation for your team to tackle new challenges. Like any organizational change, integrating Lean principles to your service desk shouldn’t be done without first assessing your current situation. A 30,000 foot view of the customer journey and value stream associated with the service desk are crucial to integrating Lean. Perhaps some more basic fixes need to be made, or Lean may simply not be the right fit for business goals. Evaluate the situation before diving in head-first. A major goal of adopting Lean should be to free up your highly skilled technicians. Instead of getting stuck in the weeds with service requests, these individuals should be driving value for your organization by working on strategic projects. Use the promise of project work to increase buy-in from higher-level technicians; liberate your skilled employees and get them doing what they enjoy. Eliminating waste doesn’t equate to eliminating people During the value stream mapping stage, it is easy to equate wasteful steps with wasteful staffing; this is not the case. The product in the value stream map is the work, so any changes to the value stream should involve work and work alone. If old work is eliminated, take advantage of the freed capacity. Lower-level technicians can also be used more effectively. Work on developing your staff to increase the scope of their responsibility. Challenge your staff by developing their talents.

13. Info-Tech Research Group13Info-Tech Research Group13 A glance at the case studies present in this storyboard 1 1 2 2 3 3 4 4 Virgin Media: the British media giant implemented Lean IT for its service desk and revolutionized its service delivery. This case study is described on future slides. British Airways: The multinational airline implemented a Lean service desk and saved $100 million over a two-year period. This case study is described on future slides. McKinsey & Company: Thanks to waste elimination via value stream mapping, a 32% freed capacity increase was created. This case study is described on future slides. Bayer Pharmaceuticals: a visual Lean dashboard was used to increase employee engagement and customer satisfaction. This case study is described on future slides.

14. Info-Tech Research Group14Info-Tech Research Group14 Lean Transformation at Virgin Media Virgin Media Virgin Media Group provides telecommunications services to millions of customers in the U.K. Enterprise Information Management Initiative Virgin Media Group launched a transformation of its struggling service delivery department. The adoption of Lean principles within its service desk was selected as the solution to improve this struggling area of IT. VMG performed a scoping exercise of its Service Delivery Department and determined the key areas that were the most wasteful and detrimental to quality service delivery. Results Thanks to an effective scoping project and value stream mapping exercises that determined the key sources of waste in its service delivery value stream, VMG was able to identify and eliminate sources of waste. VMG used to deliver services on time 20% of the time; thanks to the Lean project, this rate increased to above 80% after the adoption of Lean principles. CASE STUDY IndustryTelecom This case study continues in the next phase. Customer Goals Process Goals Learning Goals

15. Info-Tech Research Group15Info-Tech Research Group15 Consulting “Our team does not have the time or the knowledge to take this project on. We need assistance through the entirety of this project.” Guided Implementation “Our team knows that we need to fix a process, but we need assistance to determine where to focus. Some check-ins along the way would help keep us on track.” DIY Toolkit “Our team has already made this critical project a priority, and we have the time and capability, but some guidance along the way would be helpful.” Workshop “We need to hit the ground running and get this project kicked off immediately. Our team has the ability to take this over once we get a framework and strategy in place.” Diagnostics and consistent frameworks used throughout all four options Info-Tech offers various levels of support to best suit your needs

16. Info-Tech Research Group16Info-Tech Research Group16 Best-Practice Toolkit 1.1 Use a balanced scorecard to form your service desk strategy. 1.2 Construct a customer journey map to enhance end-user satisfaction. 2.1 Construct a current state value stream map to analyze service delivery. 2.2 Identify and eliminate sources of waste to synchronize your value stream. 3.1 Implement the Lean service desk plan. 3.2 Sustain the Lean service desk plan. Guided Implementations Determine the financial, customer, process, and learning goals of the service desk as they relate to the business. Identify your customer personas. Brainstorm customer stages, goals, and touchpoints for the journey of each persona to complete a customer journey map. Map out the current value stream and assess its efficiency using core metrics. Identify wasteful steps and work, eliminate them, and add other value- adding steps if necessary. Improve the flow of work in your value stream and develop a future state map. Select KPIs and metrics to measure progress and prioritize initiatives using the Value Stream Roadmap Tool to implement a Lean service desk. Complete the Lean service desk plan and develop a strategy to sustain the activities of a Lean service desk. Onsite Workshop Module 1: Integrate business and IT goals. Module 2: Construct a value stream map. Module 3: Implement the Lean service desk plan. Phase 1 Outcome: Strategy outlined with a balanced scorecard Customer goals outlined with a customer journey map Phase 2 Outcome: Current state value map built to identify and eliminate waste Future state value stream map constructed Phase 3 Outcome: A strategic roadmap for the Lean service desk A communication plan to promote the benefits of the project to various stakeholders 1. Integrate business and IT goals to drive customer value 2. Construct a value stream map to identify and eliminate waste 3. Implement the Lean service desk plan Adopt Lean IT to Streamline the Service Desk

17. Info-Tech Research Group17Info-Tech Research Group17 Workshop overview Contact your account representative or email Workshops@InfoTech.com for more information.Workshops@InfoTech.com Workshop Day 1Workshop Day 2Workshop Day 3Workshop Day 4Workshop Day 5 Activities Preparation 1.1 Confirm workshop scope. Send agenda to workshop participants. 1.2 Analysts review service desk organizational structure. 1.3 Identify organizational goals. 1.4 Complete balanced scorecard. Develop Customer Journey Map 2.1 Identify customer personas. 2.2 Break down “jobs to be done.” 2.3 Identify customer stages, goals, and touchpoints. 2.4 Build customer journey map. Assess Current State Value Stream 3.1 Perform a physical walkthrough of the value stream. 3.2 Plot and assess current state map with metrics. Build Future State Value Stream Map 4.1 Identify physical wastes in workflows. 4.2 Perform a Pareto Analysis of tickets. 4.3 Identify and eliminate wasteful steps. 4.4 Complete future state map. Develop Implementation Strategy 5.1 Complete Lean service desk roadmap. 5.2 Finish Lean service desk plan. Deliverables 1.Defined IT mandate 2.IT and business leadership alignment report 3.Business leadership communication and reporting plan 1.Customer journey map1.Current state value stream map 1.Future state value stream map 1.Lean service desk plan 2.Lean service desk roadmap *Day 1 is conducted offsite

18. Info-Tech Research Group18Info-Tech Research Group18 Use these icons to help direct you as you navigate this research This icon denotes a slide where a supporting Info-Tech tool or template will help you perform the activity or step associated with the slide. Refer to the supporting tool or template to get the best results and proceed to the next step of the project. This icon denotes a slide with an associated activity. The activity can be performed either as part of your project or with the support of Info-Tech team members, who will come onsite to facilitate a workshop for your organization. Use these icons to help guide you through each step of the blueprint and direct you to content related to the recommended activities.