- [Instructor] A Modern Service Desk
assumes both services and service levels
can and must continually change.
Think about it.
We used to buy licenses for software
and that software was relatively static
for periods of years at a time.
We bought physical hardware.
All this remained relatively static
for relatively long periods of time measured in years.
Now, with everything moving to as a service,
infrastructure, platforms and software and to the cloud,
there's a new model.
All these things constantly change.
And how do they change?
Well, they change in three ways that map to the three things
that make them up, as shown here.
They change in their configuration,
the physical and virtual elements they're made of,
and their arrangements and settings,
and their functionality or features,
including the telemetry for their direction and control,
and finally, in their qualities,
things like how available they are,
what performance levels they have and so on.
These things change constantly with the cloud
and as a service.
Every few seconds, a configuration may change
or a new feature may be introduced
or an old one deprecated
or some addition or changed to the qualities may be made.
Here, we see the elements of the Service Desk.
It's services, channels, people, processes and tools.
All of these things can and must continuously change.
And how?
In the three ways mentioned.
In their configuration,
in their functionality and in their qualities.
So how do we move to a footing
where we assume and communicate
that our services and service levels
will continually change?
You'll need to sell the benefits
of moving to a continuous delivery model
using analogies like CI/CD pipelines
and SaaS offers should help.
Those you need to convince should grasp the idea
that, for example, having Microsoft 365
was its constantly changing features and qualities.
It's making service levels transparent.
This constant drive to improve service levels
is a good thing,
much better than the old static perpetual license model.
Your DevOps team and your IaaS, SaaS
and PaaS software partners operate in this way,
so why shouldn't they expect
the Service Desk to follow suit?
Organizational change management is key here
because you must change people's hearts
and minds to succeed.
You must set a new expectation
about your operating assumptions
and how you will be conducting business.
To begin to operate in a new model,
you must begin the process of incrementally changing
both your services and your service levels.
This requires getting into
a virtuous agile improvement motion.
Start by understanding users,
their current perceptions and jobs to be done.
Even if you don't have a full visualization into it,
don't wait, start with a rough idea,
then stand up modern user experience center tools
that'll give you a clear and more complete view into them
and use that view along with the results
of your ticket analysis
to drive continual improvement in sprints.
You must find a welcome way to share improvements
to services and to service levels.
Be careful to pick the right channel
and frequency for updates.
Think about how you learn about new services
and features from Microsoft 365 or G-Suite,
and consider adopting some of those methods,
including publishing and making them transparent
and allowing users to pull them down
versus pushing them in ways
that might be annoying or counterproductive.