This document provides guidance on establishing effective metrics for measuring service desk performance. It recommends focusing on internal metrics that are specific to your organization's goals and environment, rather than relying solely on benchmarks. The document outlines steps to take such as defining critical success factors and key performance indicators, choosing action-based metrics that align with goals and can be tracked over time, and establishing dashboards to monitor and report on metrics. It emphasizes the importance of metrics driving productive improvement and measuring what matters most to stakeholders.
how to successfully implement a data analytics solution.pdfbasilmph
The adoption of data analytics in business has demonstrated a transformative power in modern entrepreneurship. By analyzing vast reservoirs of data, businesses can make informed decisions, optimize operations and predict trends, thus fueling growth.
The document discusses benchmarking and function points as metrics for software projects. It defines benchmarking as comparing business processes and performance metrics to industry best practices. It outlines the benchmarking process which includes identifying what to benchmark, creating a team, collecting data from other organizations, analyzing gaps, and implementing an action plan. The document also discusses function points as a standardized software metric that measures functionality rather than lines of code. It notes the strengths and weaknesses of using function points for economic and quality analyses in software projects.
One of the most daunting challenges organizations face in making decisions on what technology is needed to fully enable the business to achieve its strategy and objectives. The key is ALIGNMENT.
9 Measuring and Improving Corporate IT Performance through the Balanced Score...wirtaagustin2
This document discusses how to align IT performance measurement with business goals through the use of balanced scorecards. It provides examples of how both an IT balanced scorecard and a business balanced scorecard can incorporate IT-related objectives, measures, and initiatives. The key aspects covered are:
- An IT balanced scorecard should address both operational IT concerns and how IT strategically supports business needs.
- Scorecards can be linked, with an IT scorecard focusing on IT effectiveness and efficiency supporting measures in a business scorecard related to business value from IT.
- Examples are given of how specific companies have incorporated IT-enabled goals and measures into their balanced scorecards.
The document provides guidance on improving IT governance through establishing effective processes, policies, and procedures. It begins by outlining common challenges organizations face regarding IT decision-making and governance. It then describes tools available in the "Governing IT Toolbox" to help IT leaders address these challenges in three phases - managing processes, defining policies, and enforcing policies. The toolbox contains templates, guides, and other resources to help organizations inventory and assess current processes and policies, identify gaps, draft new policies and procedures, implement them, and ensure ongoing monitoring and improvement of IT governance.
This document discusses how business intelligence can benefit financial institutions. It defines business intelligence and describes how it involves collecting and analyzing data to improve business decisions. It then provides examples of how business intelligence can help various parts of the financial industry, including retail banking, insurance, and investment banking, by identifying profitable customers, optimizing marketing, reducing costs and risks, and improving customer service.
how to successfully implement a data analytics solution.pdfbasilmph
The adoption of data analytics in business has demonstrated a transformative power in modern entrepreneurship. By analyzing vast reservoirs of data, businesses can make informed decisions, optimize operations and predict trends, thus fueling growth.
The document discusses benchmarking and function points as metrics for software projects. It defines benchmarking as comparing business processes and performance metrics to industry best practices. It outlines the benchmarking process which includes identifying what to benchmark, creating a team, collecting data from other organizations, analyzing gaps, and implementing an action plan. The document also discusses function points as a standardized software metric that measures functionality rather than lines of code. It notes the strengths and weaknesses of using function points for economic and quality analyses in software projects.
One of the most daunting challenges organizations face in making decisions on what technology is needed to fully enable the business to achieve its strategy and objectives. The key is ALIGNMENT.
9 Measuring and Improving Corporate IT Performance through the Balanced Score...wirtaagustin2
This document discusses how to align IT performance measurement with business goals through the use of balanced scorecards. It provides examples of how both an IT balanced scorecard and a business balanced scorecard can incorporate IT-related objectives, measures, and initiatives. The key aspects covered are:
- An IT balanced scorecard should address both operational IT concerns and how IT strategically supports business needs.
- Scorecards can be linked, with an IT scorecard focusing on IT effectiveness and efficiency supporting measures in a business scorecard related to business value from IT.
- Examples are given of how specific companies have incorporated IT-enabled goals and measures into their balanced scorecards.
The document provides guidance on improving IT governance through establishing effective processes, policies, and procedures. It begins by outlining common challenges organizations face regarding IT decision-making and governance. It then describes tools available in the "Governing IT Toolbox" to help IT leaders address these challenges in three phases - managing processes, defining policies, and enforcing policies. The toolbox contains templates, guides, and other resources to help organizations inventory and assess current processes and policies, identify gaps, draft new policies and procedures, implement them, and ensure ongoing monitoring and improvement of IT governance.
This document discusses how business intelligence can benefit financial institutions. It defines business intelligence and describes how it involves collecting and analyzing data to improve business decisions. It then provides examples of how business intelligence can help various parts of the financial industry, including retail banking, insurance, and investment banking, by identifying profitable customers, optimizing marketing, reducing costs and risks, and improving customer service.
This document discusses business intelligence (BI) in financial institutions. It defines BI as gathering meaningful information to help with analysis and conclusions. An ideal BI system gives employees easy access to needed information and the ability to analyze and share it. The document contrasts traditional reporting with BI and analytic applications. It also discusses identifying BI opportunities by evaluating where it could improve decision making. The benefits of BI include improved operational and strategic decisions from timely information. The document outlines the layers of a BI infrastructure from operational data to delivering intelligence to users.
Introducing Connected Insight. A transformation analytics platform that global companies use to drive operational improvements in focus, cost, and agility for functions such as finance, HR, procurement, IT, etc. Our most common use-case is GBS/BPO expansion and optimization
Developing Metrics for Financial Shared Services: Best Practices, Tips and T...Jeff Zwier
The document discusses best practices for developing metrics for financial shared services. It recommends focusing metrics on information rather than data, isolating processes to select the appropriate level of analysis, and ensuring metrics have clearly defined inputs, outputs, and impacts. It also provides tips on designing dashboards, scorecards, and reports to effectively communicate metrics to different audiences.
The document provides an overview of a playbook for data and analytics developed by a Center of Excellence to help agencies improve data-driven decision making. It outlines 10 key "plays" or steps for agencies to take including defining a vision, obtaining leadership commitment, evaluating the current state, developing future state requirements, conducting a gap analysis, and creating an implementation roadmap. The playbook is intended to help agencies progress towards more mature and effective use of data analytics.
Move from Business Intelligence to Advanced Analytics by Integrating IBM SPSS...Perficient, Inc.
Standard business intelligence reports and dashboards are effective tools to describe the state of your organization or department. However, there are many questions that these tools cannot address, such as:
Why is this happening?
How will my organization be impacted if these trends continue?
What will happen next?
How can we change the outcome of this situation?
Advanced analytics tools are necessary to accurately and quickly address these questions through statistical analysis, forecasting, predictive modeling and intelligent optimization. By integrating advanced analytics solutions with existing business intelligence platforms, your organization will be better positioned to extract actionable insight from your data to gain a true competitive advantage.
Learn how your organization can extend its business intelligence investments in IBM Cognos TM1 by integrating with IBM's leading advanced analytics platform, SPSS. We'll discuss the capabilities of TM1 and SPSS, integration methodologies and strategies, and demo an integrated analytics environment.
Optimizely building your_data_dna_e_booktthhciciedeng
This document provides guidance on how to build a company's data DNA by establishing key metrics, gathering both quantitative and qualitative data, and using that information to optimize business performance through experimentation and A/B testing. It emphasizes the importance of identifying a single "guiding light" metric that defines business goals and can be used to prioritize optimization efforts. The document also outlines how to map customer journeys and core conversion funnels in order to determine high-value areas of a website or product to test. It recommends using qualitative user research to identify major roadblocks or weaknesses before developing hypotheses for A/B tests aimed at improving conversion rates and the guiding metric.
Your Challenge
Companies understand the importance of business process improvement (BPI) and recognize the touted benefits: cost savings, waste elimination, and process efficiency.
With this said, 70% of companies that embark on process improvement initiatives fail.
The high probability of failure is attributed to a number of factors, including lack of continuous improvement and failing to define measurable outcomes.
Our Advice
Adopt a forward-facing outlook. Don’t focus solely on the current state, set improvement targets upfront to drive the initiative.
Break problems down into root-cause variables. Don’t look at the symptom, dive deeper and alleviate the root cause.
Empower business analysts. Create a practical process improvement methodology that your analysts can follow.
Impact and Result
Kick off process improvement by identifying the goals and defining the improvement targets.
Start by referring to the operating model and identifying level 1, 2, and 3 processes. Once the team understands the relationship between processes, they can begin to map a level 3 process using a standard mapping notation.
Use qualitative and quantitative techniques for analyzing the root cause rather than the symptoms.
Ensure the design is aligned with the initial improvement targets. Focus on value-added activities.
Consistently monitor the process and assess the root-cause variables to gauge the success of the process improvements.
The document discusses building an IT Balanced Scorecard to measure corporate IT performance. It involves 4 phases: 1) presenting the concept to management, 2) establishing a project team, 3) data gathering on strategy and metrics, 4) developing the specific scorecard. The scorecard includes perspectives on users, corporate contribution, operational excellence, and future orientation. Key steps are developing cause-and-effect relationships, linking measures to strategy and financial outcomes, and using it as a strategic management system.
Presentation on Business Requirements gathering for Business Intelligence from our BI Practice Lead. Detailed instruction on how to maximize your time in gathering requirements and ensure you capture what is important to the user. Requirements gathering is critical to the success of a BI project.
LITA Executive Webinar with Niels Loader
Niels will share the insights gained in determining and implementing metrics within IT, particularly focusing on the metrics used in a Lean IT organization. He will focus on the key pitfalls and successful strategies for getting to the right metrics and making them work.
The document discusses how analytics can deliver value for manufacturing companies. It outlines how analytics can help answer critical business questions related to sales, products, inventory, customers, and more. Analytics provides insights by combining internal company data with external data sources like demographics. This allows companies to gain a more complete view of their business and customers. The document then provides examples of how one company, Team Computers, has helped other manufacturers like Parle Products implement analytics solutions to improve visibility, decision making, and business performance.
Business analytics workshop presentation finalBrian Beveridge
This document outlines an agenda and presentation for a business analytics seminar for credit union executives and board directors. The presentation will define business analytics, explain how it can help credit unions address key issues like margin compression and regulatory compliance, and provide examples of how analytics can be applied to areas like marketing, risk management, and branch performance. Attendees will learn how predictive analytics can help credit unions retain members, optimize pricing, and streamline operations. The presentation will also cover getting started with business analytics projects.
This document discusses the importance of having accurate key performance indicators (KPIs) and discusses some common issues that can lead to inaccurate KPIs. It notes that smaller companies often manually manipulate spreadsheet data to calculate KPIs, which can introduce errors. It recommends that smaller companies have an independent consultant validate their KPI spreadsheets. The document also discusses the importance of having clean, relevant data for effective business decision making and management reporting. It outlines some best practices for evaluating data quality issues and ensuring data relevance.
Vertex aims to establish an analytical data repository and business intelligence program to extract value from information silos. The summary proposes a strategic framework with the following elements:
1. Establish a BI Competency Center to provide leadership and governance over the program.
2. Implement a BI Foundation consisting of standards, skills, processes, and technologies to evolve the organization from being data-constrained to information-enabled.
3. Take an incremental approach, first addressing current needs while building capabilities to support more advanced, strategic analytics and proactively manage the business over time.
This document discusses an employee engagement analytics solution called EmPOWER. It provides insights into employee behavior through tailored analysis and continuous tracking. Key features include understanding employee sentiment at different levels, identifying attributes that influence engagement, and visualizing results. The solution aims to help organizations address gaps in current engagement surveys and institutionalize data-driven decisions to improve business value.
Your Challenge
Service desk managers with immature service desk processes struggle with:
Low business satisfaction.
High cost to resolve incidents and implement requests.
Confused and unhappy end users.
High ticket volumes and a lack of root-cause analysis to reduce recurring issues.
Wasted IT time and wages resolving the same issues time and again.
Ineffective demand planning.
Our Advice
Critical Insight
Don’t be fooled by a tool that’s new. A new service desk tool alone won’t solve the problem. Service desk maturity improvements depend on putting in place the right people and processes to support the technology.
Service desk improvement is an exercise in organizational change. Engage specialists across the IT organization in building the solution, and emphasize how everyone stands to benefit from the initiative.
Organizations are sometimes tempted to track their work under a single ticket type. Unfortunately, the practice obscures the fact that incidents, requests, and projects require radically different amounts of time and resources, and can create the impression that IT is underperforming. Distinguish between incidents, requests, and projects, and design specific processes to support and track the performance of each activity.
Remember, the value of any IT service management (ITSM) tool is a function of the processes it supports and the adoption of those processes. The ITSM tool with the best functionality is worth little if you do not build the right processes, configure the tool to support them, and work to improve tool adoption in your organization.
Impact and Result
Increase business satisfaction.
Reduce recurring issues and ticket volumes.
Reduce average incident resolution time and average request implementation time.
Increase efficiency and lower operating costs.
Enhance demand planning.
GCC Analytics Best Practices" is a comprehensive guide outlining the most effective strategies for leveraging analytics in GCC (Gulf Cooperation Council) countries. This PDF highlights key methodologies, tools, and case studies, empowering organizations to harness data-driven insights and make informed business decisions. From data collection and analysis to visualization and reporting, this resource offers invaluable guidance for optimizing analytics processes and maximizing ROI in the GCC region.
This document provides an overview of performance measurement and discusses key concepts. It covers:
- The purpose of performance measurement is to provide perspective on past, present, and future performance to facilitate improvement.
- Indicators should be developed based on goals and track critical success factors over time. Both lagging and leading indicators are needed.
- Indicators can characterize internal vs. external performance and process vs. outcome measures. A balanced set is ideal.
- Performance measurement maturity evolves from basic budget and cost tracking to continuous learning and improvement culture.
This presentation looks at the different sources of data that will help to inform Senior Executives about the current quality of IT services overall and help make the right decisions about future IT investment priorities?
This document discusses business intelligence (BI) in financial institutions. It defines BI as gathering meaningful information to help with analysis and conclusions. An ideal BI system gives employees easy access to needed information and the ability to analyze and share it. The document contrasts traditional reporting with BI and analytic applications. It also discusses identifying BI opportunities by evaluating where it could improve decision making. The benefits of BI include improved operational and strategic decisions from timely information. The document outlines the layers of a BI infrastructure from operational data to delivering intelligence to users.
Introducing Connected Insight. A transformation analytics platform that global companies use to drive operational improvements in focus, cost, and agility for functions such as finance, HR, procurement, IT, etc. Our most common use-case is GBS/BPO expansion and optimization
Developing Metrics for Financial Shared Services: Best Practices, Tips and T...Jeff Zwier
The document discusses best practices for developing metrics for financial shared services. It recommends focusing metrics on information rather than data, isolating processes to select the appropriate level of analysis, and ensuring metrics have clearly defined inputs, outputs, and impacts. It also provides tips on designing dashboards, scorecards, and reports to effectively communicate metrics to different audiences.
The document provides an overview of a playbook for data and analytics developed by a Center of Excellence to help agencies improve data-driven decision making. It outlines 10 key "plays" or steps for agencies to take including defining a vision, obtaining leadership commitment, evaluating the current state, developing future state requirements, conducting a gap analysis, and creating an implementation roadmap. The playbook is intended to help agencies progress towards more mature and effective use of data analytics.
Move from Business Intelligence to Advanced Analytics by Integrating IBM SPSS...Perficient, Inc.
Standard business intelligence reports and dashboards are effective tools to describe the state of your organization or department. However, there are many questions that these tools cannot address, such as:
Why is this happening?
How will my organization be impacted if these trends continue?
What will happen next?
How can we change the outcome of this situation?
Advanced analytics tools are necessary to accurately and quickly address these questions through statistical analysis, forecasting, predictive modeling and intelligent optimization. By integrating advanced analytics solutions with existing business intelligence platforms, your organization will be better positioned to extract actionable insight from your data to gain a true competitive advantage.
Learn how your organization can extend its business intelligence investments in IBM Cognos TM1 by integrating with IBM's leading advanced analytics platform, SPSS. We'll discuss the capabilities of TM1 and SPSS, integration methodologies and strategies, and demo an integrated analytics environment.
Optimizely building your_data_dna_e_booktthhciciedeng
This document provides guidance on how to build a company's data DNA by establishing key metrics, gathering both quantitative and qualitative data, and using that information to optimize business performance through experimentation and A/B testing. It emphasizes the importance of identifying a single "guiding light" metric that defines business goals and can be used to prioritize optimization efforts. The document also outlines how to map customer journeys and core conversion funnels in order to determine high-value areas of a website or product to test. It recommends using qualitative user research to identify major roadblocks or weaknesses before developing hypotheses for A/B tests aimed at improving conversion rates and the guiding metric.
Your Challenge
Companies understand the importance of business process improvement (BPI) and recognize the touted benefits: cost savings, waste elimination, and process efficiency.
With this said, 70% of companies that embark on process improvement initiatives fail.
The high probability of failure is attributed to a number of factors, including lack of continuous improvement and failing to define measurable outcomes.
Our Advice
Adopt a forward-facing outlook. Don’t focus solely on the current state, set improvement targets upfront to drive the initiative.
Break problems down into root-cause variables. Don’t look at the symptom, dive deeper and alleviate the root cause.
Empower business analysts. Create a practical process improvement methodology that your analysts can follow.
Impact and Result
Kick off process improvement by identifying the goals and defining the improvement targets.
Start by referring to the operating model and identifying level 1, 2, and 3 processes. Once the team understands the relationship between processes, they can begin to map a level 3 process using a standard mapping notation.
Use qualitative and quantitative techniques for analyzing the root cause rather than the symptoms.
Ensure the design is aligned with the initial improvement targets. Focus on value-added activities.
Consistently monitor the process and assess the root-cause variables to gauge the success of the process improvements.
The document discusses building an IT Balanced Scorecard to measure corporate IT performance. It involves 4 phases: 1) presenting the concept to management, 2) establishing a project team, 3) data gathering on strategy and metrics, 4) developing the specific scorecard. The scorecard includes perspectives on users, corporate contribution, operational excellence, and future orientation. Key steps are developing cause-and-effect relationships, linking measures to strategy and financial outcomes, and using it as a strategic management system.
Presentation on Business Requirements gathering for Business Intelligence from our BI Practice Lead. Detailed instruction on how to maximize your time in gathering requirements and ensure you capture what is important to the user. Requirements gathering is critical to the success of a BI project.
LITA Executive Webinar with Niels Loader
Niels will share the insights gained in determining and implementing metrics within IT, particularly focusing on the metrics used in a Lean IT organization. He will focus on the key pitfalls and successful strategies for getting to the right metrics and making them work.
The document discusses how analytics can deliver value for manufacturing companies. It outlines how analytics can help answer critical business questions related to sales, products, inventory, customers, and more. Analytics provides insights by combining internal company data with external data sources like demographics. This allows companies to gain a more complete view of their business and customers. The document then provides examples of how one company, Team Computers, has helped other manufacturers like Parle Products implement analytics solutions to improve visibility, decision making, and business performance.
Business analytics workshop presentation finalBrian Beveridge
This document outlines an agenda and presentation for a business analytics seminar for credit union executives and board directors. The presentation will define business analytics, explain how it can help credit unions address key issues like margin compression and regulatory compliance, and provide examples of how analytics can be applied to areas like marketing, risk management, and branch performance. Attendees will learn how predictive analytics can help credit unions retain members, optimize pricing, and streamline operations. The presentation will also cover getting started with business analytics projects.
This document discusses the importance of having accurate key performance indicators (KPIs) and discusses some common issues that can lead to inaccurate KPIs. It notes that smaller companies often manually manipulate spreadsheet data to calculate KPIs, which can introduce errors. It recommends that smaller companies have an independent consultant validate their KPI spreadsheets. The document also discusses the importance of having clean, relevant data for effective business decision making and management reporting. It outlines some best practices for evaluating data quality issues and ensuring data relevance.
Vertex aims to establish an analytical data repository and business intelligence program to extract value from information silos. The summary proposes a strategic framework with the following elements:
1. Establish a BI Competency Center to provide leadership and governance over the program.
2. Implement a BI Foundation consisting of standards, skills, processes, and technologies to evolve the organization from being data-constrained to information-enabled.
3. Take an incremental approach, first addressing current needs while building capabilities to support more advanced, strategic analytics and proactively manage the business over time.
This document discusses an employee engagement analytics solution called EmPOWER. It provides insights into employee behavior through tailored analysis and continuous tracking. Key features include understanding employee sentiment at different levels, identifying attributes that influence engagement, and visualizing results. The solution aims to help organizations address gaps in current engagement surveys and institutionalize data-driven decisions to improve business value.
Your Challenge
Service desk managers with immature service desk processes struggle with:
Low business satisfaction.
High cost to resolve incidents and implement requests.
Confused and unhappy end users.
High ticket volumes and a lack of root-cause analysis to reduce recurring issues.
Wasted IT time and wages resolving the same issues time and again.
Ineffective demand planning.
Our Advice
Critical Insight
Don’t be fooled by a tool that’s new. A new service desk tool alone won’t solve the problem. Service desk maturity improvements depend on putting in place the right people and processes to support the technology.
Service desk improvement is an exercise in organizational change. Engage specialists across the IT organization in building the solution, and emphasize how everyone stands to benefit from the initiative.
Organizations are sometimes tempted to track their work under a single ticket type. Unfortunately, the practice obscures the fact that incidents, requests, and projects require radically different amounts of time and resources, and can create the impression that IT is underperforming. Distinguish between incidents, requests, and projects, and design specific processes to support and track the performance of each activity.
Remember, the value of any IT service management (ITSM) tool is a function of the processes it supports and the adoption of those processes. The ITSM tool with the best functionality is worth little if you do not build the right processes, configure the tool to support them, and work to improve tool adoption in your organization.
Impact and Result
Increase business satisfaction.
Reduce recurring issues and ticket volumes.
Reduce average incident resolution time and average request implementation time.
Increase efficiency and lower operating costs.
Enhance demand planning.
GCC Analytics Best Practices" is a comprehensive guide outlining the most effective strategies for leveraging analytics in GCC (Gulf Cooperation Council) countries. This PDF highlights key methodologies, tools, and case studies, empowering organizations to harness data-driven insights and make informed business decisions. From data collection and analysis to visualization and reporting, this resource offers invaluable guidance for optimizing analytics processes and maximizing ROI in the GCC region.
This document provides an overview of performance measurement and discusses key concepts. It covers:
- The purpose of performance measurement is to provide perspective on past, present, and future performance to facilitate improvement.
- Indicators should be developed based on goals and track critical success factors over time. Both lagging and leading indicators are needed.
- Indicators can characterize internal vs. external performance and process vs. outcome measures. A balanced set is ideal.
- Performance measurement maturity evolves from basic budget and cost tracking to continuous learning and improvement culture.
This presentation looks at the different sources of data that will help to inform Senior Executives about the current quality of IT services overall and help make the right decisions about future IT investment priorities?
Similar to it_Define_Service_Desk_Metrics_That_Matter_Storyboard.pptx (20)
SpatzAI.com empowers teams to resolve their minor conflicts quickly and effectively with its real-time, AI-driven intervention app and platform.
By breaking down micro-conflicts into 3 phases (tokens), SpatzAI ensures open communication and psychological safety, creating a collaborative environment where bold ideas can thrive and measured. Our data-driven approach and team-assisted review system enhance accountability, transforming potential spats into opportunities for growth.
Corporate innovation with Startups made simple with Pitchworks VC StudioGokul Rangarajan
In this write up we will talk about why corporates need to innovate, why most of them of failing and need to startups and corporate start collaborating with each other for survival
At the end of the conversation the CIO asked us 3 questions which sparked us to write this blog.
1 Do my organisation need innovation ?
2 Even if I need Innovation why are so many other corporates of our size fail in innovation ?
3 How can I test it in most cost effective way ?
First let's address the Elephant in the room, is Innovation optional ?
Relevance for customers
Building Business Reslience
competitive advantage
Corporate innovation is essential for businesses striving to remain relevant and competitive in today's rapidly evolving market. By continuously developing new products, services, and processes, companies can better meet the changing needs and preferences of their customers. For instance, Apple's regular release of new iPhone models keeps them at the forefront of consumer technology, while Amazon's introduction of Prime services has revolutionized online shopping convenience. Statistics show that innovative companies are 2.5 times more likely to have high-performance outcomes compared to their peers.
This proactive approach not only helps in retaining existing customers but also attracts new ones, ensuring sustained growth and market presence.
Furthermore, innovation fosters a culture of creativity and adaptability within organizations, enabling them to quickly respond to emerging trends and disruptions. In essence, corporate innovation is the driving force that keeps companies aligned with customer expectations, ultimately leading to long-term success and relevance.
Business Resilience
Building business resilience is paramount for companies looking to thrive amidst uncertainties and disruptions. Corporate innovation plays a crucial role in fostering this resilience by enabling businesses to adapt, evolve, and maintain continuity during challenging times. For instance, during the COVID-19 pandemic, many companies that swiftly innovated their business models, such as shifting to remote work or expanding e-commerce capabilities, managed to survive and even thrive. According to a McKinsey report, organizations that prioritize innovation are 30% more likely to be high-growth companies. Innovation not only helps in developing new revenue streams but also in creating more efficient processes and resilient supply chains. This agility allows companies to quickly pivot in response to market changes, ensuring they can weather economic downturns, technological disruptions, and other unforeseen challenges. Therefore, corporate innovation is not just a strategy for growth but a vital component of building a robust and resilient business capable of sustaining long-term success.
ANIn Chennai June 2024 | Right Business strategy is foundational for Successf...AgileNetwork
Agile Network India - Chennai
Title: Right Business strategy is foundational for Successful Digital Transformation
Date: 22nd June 2024
Hosted by : Siara Tech Solutions Pvt Ltd
Mentoring - A journey of growth & developmentAlex Clapson
If you're looking to embark on a journey of growth & development, Mentoring could
offer excellent way forward for you. It's an opportunity to engage in a profound
learning experience that extends beyond immediate solutions to foster long-term
growth & transformation.
2. Info-Tech Research Group | 2
Analyst
Perspective
Don’t get paralyzed by
benchmarks when
establishing metrics
Benedict Chang
Research Analyst, Infrastructure & Operations
Info-Tech Research Group
When establishing a suite of metrics to track, it’s tempting to start with the metrics measured by
other organizations. Naturally, benchmarking will enter the conversation. While benchmarking is
useful, measuring you organization against others with a lack of context will only highlight your
failures. Furthermore, benchmarks will highlight the norm or common practice. It does not
necessarily highlight best practice.
Keeping the limitations of benchmarking in mind, establish your own metrics suite with action-
based metrics. Define the audience, cadence, and actions for each metric you track and pair them
with business goals. Measure only what you need to.
Slowly improve your metrics process over time and analyze your environment using your own data
as your benchmark.
3. Info-Tech Research Group | 3
Executive Summary
Your Challenge Common Obstacles Info-Tech’s Approach
• Measure the business value provided by the
service desk.
• Consolidate your metrics and assign context and
actions to ones currently tracked.
• Establish tension metrics to see and tell the whole
story.
• Split your metrics for each stakeholder group.
Assign proper cadences for measurements as a
first step to building an effective dashboard.
• Becoming too focused on benchmarks or
unidimensional metrics (e.g. cost, first-contact
resolution, time to resolve) can lead to
misinterpretation of the data and poorly informed
actions.
• Sifting through the many sources of data post hoc
can lead to stalling in data analysis or slow
reaction times to poor metrics.
• Dashboards can quickly become cluttered with
uninformative metrics, thus reducing the signal-to-
noise ratio of meaningful data.
• Use metrics that drive productive change and
improvement. Track only what you need to report
on.
• Ensure each metric aligns with the desired
business goal, is action-based, and includes the
answers to what, why, how, and who.
• Establish internal benchmarks by analyzing the
trends from your own data to set baselines.
• Act on the results of your metrics by adjusting
targets and measuring success.
Info-Tech Insight
Identify the metrics that serve a real purpose and eliminate the rest. Establish a formal review process to ensure metrics are still valid, continue to provide the
answers needed, and are at a manageable and usable level.
4. Info-Tech Research Group | 4
Effective
Some
Improvement
Necessary
Significant
Improvement
Necessary
Current Metrics
Suite
19%
45%
36%
Improve your metrics to align IT with strategic
business goals
Only 19% of CXOs feel that their organization is
effective at measuring the success of IT projects
with their current metrics.
The proper metrics can help IT know what
issues the business has and how the CEO
and CIO should tackle them.
If the goals above resonate with your
organization, our blueprint Take Control of
Infrastructure and Operations Metrics will
take you through the right steps.
Source: Info-Tech Research Group’s CEO/CIO
Alignment Diagnostic, 2019; N=622
Implementing the proper metrics can facilitate
communication between the business division
and IT practice.
The right metrics can tell the business how hard IT
works and how well they perform.
5. Info-Tech Research Group | 5
32%
24% 24% 23%
14% 13%
52%
54% 54%
51%
54%
51%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
Business value
metrics
Stakeholder
satisfaction
reporting
Risk metrics Technology
performance &
operating
metrics
Cost & salary
metrics
Ad hoc feedback
from executives
and staff
Significant Improvement Necessary Some Improvement Necessary
Source: Info-Tech Research Group’s CEO/CIO
Alignment Diagnostic, 2019; N=622
CXOs stress that value is the most critical area
for IT to improve in reporting
• You most likely have to improve
your metrics suite by addressing
business value.
• Over 80% of organizations say
they need improvement to their
business value metrics, with 32%
of organizations reporting that
significant improvement is needed.
• Of course, measuring metrics for
service desk operations is
important, but don’t forget
business-oriented metrics such as
measuring knowledgebase articles
written for shift-left enablement,
cost (time and money) of service
desk tickets, and overall end-user
satisfaction.
6. Info-Tech Research Group | 6
This does not account for all the unique variables
that make up an IT organization.
For example, benchmarks that include cost and
revenue may include organizations that prioritize
first-call resolution (FCR), but the variables that
make up this benchmark model will be quite
different within your own organization.
Benchmarking relies on standardized models
They can be the first step to reach an end
goal, but if benchmarks are observed in
isolation, it will only highlight your failures.
Benchmarks can be used as a step in the
metrics process
Benchmarking used in isolation will not tell
the whole story
Info-Tech Insight
Benchmarks reflect the
norm and common practice,
not best practice.
7. Info-Tech Research Group | 7
Benchmarks are open to interpretation
Taking the time to establish proper metrics is often more valuable time
spent than going down the benchmark rabbit hole.
Being above or below the norm is neither a
good nor a bad thing.
Determining what the results mean for you
depends on what’s being measured and the
unique factors, characteristics, and priorities in
your organization.
If benchmark data is a priority within your IT
organization, you may look up organizations
like MetricNet, but keep the following in mind:
Review the collected
benchmark data
See where IT organizations in your
industry typically stand in relation to the
overall benchmark.
Assess the gaps
Large gaps between yourself and the overall
benchmark could indicate areas for improvement
or celebration. Use the data to focus your
analysis, develop deeper self-awareness, and
prioritize areas for potential concern.
Benchmarks are only
guidelines
The benchmark source data may not come from
true peers in every sense. Each organization is
different, so always explore your unique context
when interpreting any findings.
8. Info-Tech Research Group | 8
Info-Tech Research Group | 8
Info-Tech Research Group | 8
Rely on internal metrics to measure
and improve performance
Measure internal metrics over time to
define goals and drive real improvement
• Internally measured metrics are more reliable because they provide
information about your actual performance over time. This allows for
targeted improvements and objective measurements of your
milestones.
• Whether a given metric is the right one for your service desk will
depend on several different factors, including:
o The maturity and capability of your service desk processes
o The volume of service requests and incidents
o The complexity of your environment when resolving tickets
o The degree to which your end users are comfortable with
self-service
9. Info-Tech Research Group | 9
Use metrics that drive
productive change and
improvement. Track only
what you need to report on.
Ensure each metric
aligns with the
desired business
goal, is action-based,
and includes the
answers to what, why,
how, and who.
Establish internal
benchmarks by
analyzing the trends
from your own data to
set baselines.
Act on the results of
your metrics by
adjusting targets and
measuring success.
Take Info-Tech’s approach to metrics
management
10. Info-Tech Research Group | 10
Every metric needs to
be backed with the
following criteria:
Define action-based metrics to cut down on
analysis paralysis
• Defining audience, cadence, goal,
and action for each metric allows
you to keep your tracked metrics
to a minimum while maximizing
the value.
• The audience and cadence of each
metric may allow you to define
targeted dashboards.
Audience
Who is this metric
tracked for?
Cadence
How often are you going to
view, analyze, and action
this metric?
Goal
Why are you tracking this metric?
This can be defined along with the
CSFs and KPIs.
Action
What will you do if this
metric spikes, dips, trends
up, or trends down?
11. Info-Tech Research Group | 11
Critical success factors (CSFs) are high-
level goals that help you define the
direction of your service desk. Key
performance indicators (KPIs) can be
treated as the trend of metrics that will
indicate that you are moving in the
direction of your CSFs. These will help
narrow the data you have to track and
action (metrics).
Download the Service Desk Metrics Workbook
1. Define your critical success factors and key
performance indicators
ACTIVITY
Critical success factor Key performance indicator
High End-User Satisfaction
Increasing CSAT score on transactional
surveys
High end-user satisfaction score
Proper resolution of tickets
Low time to resolve
Low Cost per Ticket
Decreasing cost per ticket (due to efficient
resolution, FCR, automation, self-service,
etc.)
Improve Access to Self-Service
(tangential to improve customer
service)
High utilization of knowledgebase
High utilization of portal
CSFs, or your overall goals, typically revolve around three aspects of the
service desk: time spent on tickets, resources spent on tickets, and the
quality of service provided.
1. As a group, brainstorm the CSFs and the KPIs that will help narrow
your metrics. Use the Service Desk Metrics Workbook to record the
results.
2. Look at the example to the right as a starting point.
Example metrics:
12. Info-Tech Research Group | 12
1. Now that you have defined your goals, continue to fill the workbook by choosing metrics that align with those goals.
2. Use the chart below as a guide. For every metric, define the cadence of measurement, audience of the metric, and action associated with the
metric. There may be multiple metrics for each KPI.
3. If you find you are unable to define the cadence, audience, or action associated with a metric, you may not need to track the metric in the first
place. Alternatively, if you find that you may action a metric in the future, you can decide to start gathering data now.
Download the Service Desk Metrics Workbook
2. Define action-based metrics that align with
your KPIs and CSFs
ACTIVITY
Critical success factor Key performance indicator Metric Cadence Audience Action
High End-User Satisfaction
Increasing CSAT score on
transactional surveys
Monthly average of
ticket satisfaction
scores Monthly Management
Action low scores
immediately, view long-term
trends
High end-user satisfaction score
Average end-user
satisfaction score
from annual survey Annually IT Leadership
View IT satisfaction trends to
align IT with business
direction
Proper resolution of tickets
Number of tickets
reopened Weekly
Service Desk
Technicians
Action reopened tickets, look
for training opportunities
SLA breach rate Daily
Service Desk
Technicians
Action breached tickets and
tickets at risk of breach
Low time to resolve
Average TTR
(incidents) Weekly Management
Look for trends to monitor
resources
Average TTR by
priority Weekly Management
Look for TTR solve rates to
align with SLA
Average TTR by tier Weekly Management
Look for improperly escalated
tickets or shift-left
opportunities
Example
metrics:
13. Info-Tech Research Group | 13
1. For each metric, define where the data is housed. Ideally, the
data is directly in the ticketing tool or ITSM tool. This will make it
easy to pull and analyze.
2. Determine how difficult the metric will be to pull or track. If the
effort is high, decide if the value of tracking the metric is worth
the hassle of gathering it.
3. Lastly, for each metric, use the cadence and audience to place
the metric in a reporting dashboard. This will help divide your
metrics and make them easier to report and action.
4. You may use the output of this exercise to add your tracked
metrics to your service desk SOP.
5. A full suite of metrics can be found in our Infrastructure &
Operations Metrics Library in the Take Control of Infrastructure
Metrics Storyboard. The metrics have been categorized by low,
medium, and advanced capabilities for you.
Download the Service Desk Metrics Workbook
3. Define the data ownership, metric viability,
and dashboards
ACTIVITY
Metric Who Owns the Data? Effort to Track? Dashboards
Monthly average of
ticket satisfaction
scores Service Desk Low Monthly Management Meeting
Average end-user
satisfaction score Service Desk Low Leadership Meeting
Number of tickets
reopened Service Desk Low Weekly Technician Standup
SLA breach rate Service Desk Low Daily Technician Standup
Average TTR
(incidents) Service Desk Low Weekly Technician Standup
Average TTR by
priority Service Desk Low Weekly Technician Standup
Average TTR by tier Service Desk Low Weekly Technician Standup
Average TTR (SRs) Service Desk Low Weekly Technician Standup
Number of tickets
reopened Service Desk Low Daily Technician Standup
Example metrics:
14. Info-Tech Research Group | 14
Keep the following considerations in mind
when defining which metrics matter
Keep the customer in mind
Metrics are typically focused on transactional efficiency and
process effectiveness and not what was achieved against
the customers’ need and satisfaction.
Understand the relationships between performance and
metrics management to provide the end-to-end service
delivery picture you are aiming to achieve.
Establish tension metrics to achieve balance
Don’t ignore the correlation and context between the suites of metrics chosen and how
one interacts and affects the other.
Measuring metrics in isolation may lead to an incomplete picture or undesired technician
behavior. Tension metrics help complete the picture and lead to proper actions.
Don’t settle for tool defaults
ITSM solutions offer an abundance of metrics to choose from. The most
common ones are typically built into the reporting modules of the tool suite.
Do not start tracking everything. Choose metrics that are specifically aligned
to your organization’s desired business outcomes.
An arbitrary target on a metric that is
consistently met month over month is
useless. Each metric should inform the
overall performance by combining capable
service level management and customer
experience programs to prove the value IT
is providing to the organization.
Adjust those targets
15. Analyze Your Service Desk Ticket Data
IT Diagnostics: Build a Data-Driven IT Strategy
Our data-driven programs ask business and IT stakeholders the right questions to
ensure you have the inputs necessary to build an effective IT strategy.
Related
Info-Tech
Research
Take a data-driven approach to service desk optimization.
Standardize the Service Desk
This project will help you build and improve essential service desk processes, including
incident management, request fulfillment, and knowledge management, to create a
sustainable service desk.
Take Control of Infrastructure and Operations Metrics
Make faster decisions and improve service delivery by using the right metrics for the job.
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