- [Narrator] What does it look like to move
from traditional ITSM metrics
as the sole or primary measure of success
to experience-based metrics?
Let's have a look at why it's necessary to make the move
and how.
Traditional ITSM metrics focus squarely
on services and service levels,
and what underpins them.
They assume that if service levels are met
and if metrics on things that underpin services look good,
things like process metrics,
that users will be happy.
So while focus on service and service levels is useful,
there are problems with making them our primary focus.
First such metrics are based on assumptions
that experiences are good
if these internally facing metrics are reaching agreed
or published targets.
We know what happens when we assume.
Second, these metrics can cause dysfunctional behaviors
and make experiences bad.
For example,
a service desk agent under pressure
to keep first call closure rates down
might close the ticket before the user's problem is solved.
Not a good experience.
And lastly, your focus is down and in
on services and what underpins them,
not up and out on user experiences.
In some ways,
focusing on ITSM metrics solely
or primarily literally puts IT's back to the users.
Not a good look.
This doesn't mean ITSM metrics are unnecessary.
They are very much necessary.
But on a modern service desk,
they aren't our sole focus or even our primary focus.
Our primary focus in modern is on the user experience.
Modern digital experience management tools
like HappySignals, Nexthink,
Aternity, Call Monitoring, Qualtrics,
give us unprecedented insight into the user experience
and make measuring it more directly fully possible.
They provide insights that can drive our decisions
and actions towards better experiences.
Many even include remediations
to improve experiences directly from within them.
The experience metrics they provide are the focus in modern
because they bring the user experience into focus.
And the user experience is what's primary.
To move to an experience focus,
first, you must win hearts and minds.
This is a culture shift for IT staff used to working
to traditional ITSM metrics.
Organizational change management will be essential here.
To understand experiences,
you need to know who's having them and where.
So here we identify all our personas and their journeys
with us and the touch points along those journeys,
where they interact with us,
and the jobs to be done
that they have at those touch points.
Here, we have a depiction of a touch point.
As you can see,
touch points don't happen in a vacuum,
but in settings at a specific time and place
in a specific environment
and across a variety of channels with a variety
of devices used drawing on resources.
This is the place to start improving experiences.
Now that we've identified our users,
we need to identify these touch points,
knowing that they exist and understanding them is necessary
in order to manage and improve them.
We must stand up modern experience management tools in order
to get the actionable insights we need
to manage experiences.
There just is no substitute for it.
Here are some tools we can use.
There are others.
The key is to stand up tools that give us insight
into the CX, TX, UX, and EX.
Lastly, you'll need to pull all the inputs
for the various tools to bring the full picture
of experiences in to view.
Consider using your core ITSM tool like Service Now,
or a tool like Power BI as the hub for doing this.