KyndryL CIC Brno Site visits Dates: How to register? • April 18th Go to IS, select respective Seminar group. • April 25th Time-16:00-17:00 Pis notice - the capacity of each visit is limited to max. 20 participants. Where to meet? Technicka 21 in front of the F/G (Goedel) building 15' in advance Do not forget the ID card or ISEC with you - you will need to prove your identity at the gate (security reason) 1 Customer Services in ITSM How is it done? Agenda Why, how and what Supportive mechanisms and tools Business setup Delivery management Watson Importance of Service Desk For individuals Start job for talents Helping people to find a path in IT Brewery for leadership and other paths Communication skills as basic tool of future success Improvement of language skills Real experience Understanding the bigger picture Face of business Showplace for services Key component of E2E service E2E overlap Ideas for business improvement Center of success promotion Project support 5 Purpose Why First line of contact for end users which directly resolves customer queries or co-ordinates with other resolver teams on behalf of the client. SD unit is also a supporting source of information for Service and Project management decision making. How • SLA's set to measure main success criteria: ■ First Call Resolution % • Speed To Answer % • Customer Satisfaction % What Fastest possible resolution to as many as possible client's IT requests and incidents with high Customer Satisfaction. SERVICE DELIVERY TRIPOD Common customer loss reasons ■ 1 % of customers go out of business ■ 3% move to another location ■ 4% like to change suppliers ■ 5% change on a friend's advice ■ 9% buy it cheaper somewhere else / ^^^^^^ ■ 10% are chronic complainers ■68% leave because the company Quality Compliance representatives they deal with are indifferent to their needs Cost What are the common reasons why clients leave? Imagine restaurant... Traditional IT delivery structure Co je problem tohoto modelu? Bottleneck Cost Service Desk Strategy Simplified SD operations are highlighted in the chart on right. The model is focused on automatized processing of as many incoming requests as possible. If not possible, skilled CSR -Customer Service Representatives (Service Desk) will answer the incoming query either via chat/phone/e-mail or self-service (web) request. Requests that require involvement of other groups for resolution, will be transferred in form of ticket further. The primary goal is to minimize need for involvement of other groups and have queries resolved through automation (0 level) or at 1st level (Service Desk). Knowledge base is mostly personalized to each customer and can be either web-based or database based for example in Lotus notes. It's purpose is to help to resolve customer's query or provide appropriate process to achieve resolution (which specific data are necessary to gather and where to look for further support). As the CSR is speaking to the customer, he/she will also document the details of the call in a ticketing system. Each ticket will contain some basic customer details, machine information, problem/request classification and description, including steps taken to resolve the query. There may be slight variations from client to client, but the base remains the same. Strategy is to get the things done in more efficient way tit Service Desk Workload Phone/Chat Phone calls and chat make usually the majority of incoming workload. To manage them effectively, SDs develop workload arrival patterns through the use of historical data. This shows the times when customers are most likely to call or chat - see the chart on right as an example of single day data. This data is used to build the necessary staffing schedules to ensure optimum number of staff available throughout the day. While there is usually as well an optimum call length, CSR can't dictate the length of each call, but based on request classification can decide which cases are to be considered out of it's scope to achieve necessary availability (Example: reinstallation with multiple steps and average length above 20 minutes will not be carried out by the SD and will be transferred to another group. This is fundamental to the principles of SD Operations. As eventuality cannot be forecast (e.g. Network outage), there's need for flexibility in staff in order to immediately respond to changing call patterns (at any time slight adjustments may need to be made as reaction to significant change in incoming customer queries. CSC Call Distribution -vs- Staffing [EN] 10 Service Desk Workload Web (Self-service) Service providers encourage the use of the web as a means of raising a query with the SD. The web interface is often coupled with some self help options as these are designed to encourage users to search for responses themselves before reaching the SD. The advantage of the web is that the SD Operation can respond to these queries when there is a period of low phone call or chat volume. This means there are less scheduling challenges. The disadvantage is that the CSR does not have the opportunity to ask the customer detailed problem determination questions (as he/she would over the phone) that may be required to resolve the issue. As a result, there may be insufficient information available to the CSR to answer the query. The net result of this is that the CSR may often be forced to get in contact with the customer to clarify details before the problem can be resolved. E-mail E-mails are broadly similar to web-based queries in terms of submission by the customer and pickup by the CSR. The disadvantage is that while the web-based solution can force the customer supply some critical information, the e-mail solution rarely does so. Furthermore, it is very difficult to measure the effectiveness of the SD Operation in managing e-mail requests. Therefore, Service providers will try to encourage customers to use a combination of Web and Phone for raising queries with the SD. Modern trend is to automatically transform E-mails into Self-service tickets through automation processes, that are based on contents of e-mail (key-words, attachments, etc.) or remove email completely and use only webtickets. Imagine challenge - how to properly prioritize web queue? Roles and Responsibilities Customer Service Representative / Technical support Team Leader/Account Leader/Service Desk Manager CSRs are usually grouped into Teams which are approximately 15 in size, the individual will perform most of his/her tasks alone. The call will be received, the CSR will work with the customer 1:1 and query the knowledge base as appropriate to retrieve the answers to customer queries. Should the query require the intervention of another group, the ticket is usually transferred electronically by the CSR. SD Operation is planned in great detail, punctuality is therefore of utmost importance for all members. SD is a fast paced, measurement driven environment. Each CSR will be measured against multiple targets. These include punctuality, First-Call resolution, call duration/hold time usage, call quality, ticket quality, Customer Satisfaction, quantitative data as well. Given the nature of the business, data is available on a very regular basis to track performance versus targets. Each team will have a Team Leader who is responsible for the day-to-day performance of the Team. As teams can be grouped based on language or product support, they can be providing support for multiple clients/accounts. Clients are often supported through multiple teams, therefore while Team-leader is responsible for day-to-day team performance, under such circumstances there's a need for Account Leaders as well. Account Leaders are responsible for day-to-day performance cross teams for their clients and ensure the differences in teams performance is balanced to deliver service within contractual targets. Each SD Manager will have 2-3 teams reporting to him/her, while having ownership of performance for some of the clients/accounts as well. While SD manager has ultimate responsibility for the performance of the team, he/she is less likely to be involved on the day-to-day management of the line and rather focus on long-term planning and continuity of the service. The SD Manager owns the relationship with the Customer and the Account leadership. 12 Roles and Responsibilities - organization chart 13 SD Measurements Given the nature of the SD business, performance data is being produced minute by minute throughout the day. The key measurements are agreed with the customer in the contract. Time metrics AR (Abandon Rate) Example: AR <- 6% Percentage of dropped calls over total offered (incoming) calls. ASA (Average Speed to Answer) Example: ASA <- 20 sec The average time (usually expressed in seconds) it takes for a Service Desk to answer an incoming call. STA (Speed To Answer) Example: STA -> 80% in 20 sec. The percentage of incoming calls answered within a given time frame (usually expressed in seconds). Email/Web Response Time Example: Email Resp. -> 80% in 2 hrs or Avg Email Resp. <- 2 hrs Time taken to react to customer email request (can be response or ticket creation). The calculation may be based on the same principles applied to ASA or STA. FTF (First Time Fix), SDE (Service Desk Effectiveness) or FCR (First Call Resolution) FCR Example: FCR => 70% CSAT (Customer Satisfaction) Example: CSAT >80% customers will be polled to rt 'ice provided. This is mostly d pugh a tool or alternatively car e their satisfaction with the an automated fashion Targets must be: attainable, repeatable, measurable, understandable, meaningful, controllable, affordable, mutually acceptable Glossary SLA ::: Service Level Agreement - Contracted service level usually bound with penalties (STA,CSAT...) SLO ::: Service Level Objective - Commitment to maintain a particular state of the service in a given period KPI::: Key Performance Indicator - KPI measurement may be functional to the achievement of strategic goals, quality standards, or performance assessment against any given factor ASA::: Average Speed of Answer - This is the average time it takes to pick up a customer telephone call STA ::: Speed to Answer - This is the percentage of calls taken within contracted time CSAT ::: Customer Satisfaction - This is a measure of how satisfied customers are with the service they have received from the SD. SD ::: Service Desk - This is the formal title given to Helpdesks CSR ::: Customer Service representative - This is the official title of the 'agents' who work within the SD KB ::: Knowledge Base - storage of specific client knowledge documentation SPOC::: Single point of contact - standard term for services were SD is the only function communicating with client WĚmt ■ l 16 TOOLS SUITE STAFFING MODULE LINE MONITOR CALL QUALITY MONITOR KNOWLEDGE BASE REPORTING MODULE STAFFING/ PERSONNEL TELEPHONY REPORTING A SD operation will employ a complex system of tools in order to effectively manage the service it provides. These tools will usually be divided into the following categories : Staffing & Personnel Management, Telephony Call Handling and Reporting TOOLS SUITE STAFFING MODULE ::: As previously mentioned in this package, it is critical for the success of a SD Operation to have the correct number of people staffed on the line through the day. This staffing is based on historical data which can be used to predict the number of calls expected. This, in turn, is used to calculate the associated number of people required to handle these calls. The Staffing Module can be a complex tool which is integrated into the phone system and extracts data on a real time basis while some SD operations use more simplistic Spreadsheet based tools. Regardless of the solution, the Staffing Module will be responsible for items such as scheduling, vacation management, break management and training scheduling. TOOLS SUITE How would you ensure monitoring and SLA delivery? TELEPHONY MODULE ::: The telephony module is the core of the SD Operation. Without this, there is no Service Desk. These systems gives the call centres their shape. All SDs will use a tool in order to monitor real time call activity (how many calls in the queue, actual performance against targets etc). These systems also allow the management to monitor CSR activity (how many people are on calls, how many people are available to take calls etc). Such tools are very powerful but need to be leveraged to ensure that all targets are achieved. As a SD is a customer-focused service, the quality of each and every call is of utmost importance to the Management. Therefore, it is commonplace to deploy a system which can record a sample of the calls received by the centre. These are then evaluated against a set of standards and the individual CSR may receive coaching, as required. TOOLS SUITE STAFFING/ PERSONNEL CALL HANDLING CALL HANDLING MODULE ::: Once a CSR has received a call, he/she is required to document all customer interactions in a ticketing system. It is important to carefully gather basic intormation about the customer's issue as these are essential tor switt problem resolution. Furthermore, should the CSR be unable to resolve the query, the intormation will be passed electronically (though the ticketing system) to another group. These details will be by required by this group also so they need to be clearly documented in the ticket. In order to help the CSR with the resolution ot the problem, he/she will use a knowledge base ot intormation. By asking the customer clear problem determination questions and using this intormation to query the database, the CSR will be able to tind detailed, step-by-step instructions to resolve the customer's problem. How would you build a KB? CALL HANDLING MODULE ::: Once a CSR has received a call, he/she is required to document all customer interactions in a ticketing system. It is important to carefully gather basic information about the customer's issue as these are essential for swift problem resolution. Furthermore, should the CSR be unable to resolve the query, the information will be passed electronically (though the ticketing system) to another group. These details will be by required by this group also so they need to be clearly documented in the ticket. In order to help the CSR with the resolution of the problem, he/she will use a knowledge base of information. By asking the customer clear problem determination questions and using this information to query the database, the CSR will be able to find detailed, step-by-step instructions to resolve the customer's problem. REPORTING MODULE ::: A SD operation is measured against a number of key targets (STA, Abandonment Rate, First Call Resolution and Customer Satisfaction). While the exact nature of the targets may vary from account to account, the requirement to produce performance reports at regular intervals does not. SD Operations often deploy automated tools to produce the required customer reports. This can include a automated survey tool which sends an electronic survey to customers and tabulates the responses or web based solutions that report on the performance of the account versus telephony metrics (ASA, Service Level and Abandonment Rate). Given the volume of work handled by SD Operations, it is important to automate as much of the reporting as possible as manual report generation is both time consuming and prone to error. Range of services Supporting more than 500 clients Across all European regions as well as Global accounts Mobility & Workplace Device Management Mobility & Workplace Platform Management MW5 Cross Service Line Mobile Client Care Services - Service Desk Compliance & Regulatory Program Management Identity & Access / Infrastructure Protection Security Operations Management System Currency nguage skills English German French Czech R ussier Dutch Italian Hungariar Portuguese Greek Slovak IBM CIC CE Employees Demographics & Diversity Average of Female Graduate from IT Universities is 10% Czech Republic Domestic Other 43% Czech Republic Czech Republic female Male 33% 67% .^H Without University Degree... With University Degree... Hungary Hungary Hungary Without University Degree... With University Degree... ■ 15 of the world's largest Banks & Financial Companies ■ 11 of the world's largest Industrial Products & Retail Companies ■ 11 of the world's largest Media & Communication Companies ■ 9 of the world's largest Insurance Companies ■ 9 of the world's largest Healthcare and Life Sciences Companies ■ 8 of the world's largest Electronics Companies ■ 8 of the world's largest Automotive Companies ■ 5 of the world's largest Airline Companies Kyndryl Service Desk-Global Footprint Optional specific local operational cooperation Optional specific local operational cooperation I"™ (^*Boulder, USA k«»SanJose, " Costs Rica j^Brno, Czech Republic Cairo, Egypt Bangah Hyderabac 1 Shenzhen, Chins *Manila, Philippines Cyberjaya, Malaysia • •••• Johannesburg. South Africa ■ 15 of the world's largest Banks & Financial Companies ■ 11 of the world's largest Industrial Products & Retail Companies ■ 11 of the world's largest Media & Communication Companies ■ 9 of the world's largest Insurance Companies ■ 9 of the world's largest Healthcare and Life Sciences Companies ■ 8 of the world's largest Electronics Companies ■ 8 of the world's largest Automotive Companies ■ 5 of the world's largest Airline Companies 29 Business Continuity & Disaster Recovery hid ' BC/DR Type 1 - Resilience VOICE ir-oeeeiaem LM a nevKMn DATA :-dfpc-atri inn a Provider» fell-u POWER Indeperrfeni un« " BUILDINGS BC/DR Type 2 - Plan & Backup + Home Office ► He—W* BC/DR Type 3 - Transfer of Service to Another IBM Client Innovation Centre (owned by units) Ji *.JB - $ BC/DR Type 4 - Contractual BC/DR obligation Task for IBM Client Innovation Centre Brno to be defined by GEM 30 Contact Centre Shared Infrastructure (CCSI) • Fully customisable based on client's requirements • Provides advanced features to all it's components • Enhances disaster recovery and business continuity options • Enables visualisation of agent resources cross geographical locations • Fully customisable to client's environment and easily modified based on new requirements End-to-end support ensured by Kyndryl as a Single Point of Contact (including TFN) 31 Delivery management Mis-assigned Flagging system established (tag or worklog type) on most accounts. Supports cooperation cross groups with d irect efficient focus on issue fix and RCA targeting. Reaction time to fix the flagged ticket is only 1 day. Best practice cross accounts, usually driven by Service Leader or CTS. Outputs are presented to clients. Right-2-Left Regular checks on tickets resolved by OSS with aim to find | remotely resolvable cases nproving reaction time, CSAT I and cost. Next each newly identified case is recorded to knowledge base. Activity is driven by each account's CTS person. R2L is measured as comparison of tickets closed by SD, CTS and OSS. CSAT analysis Each DSAT is analyzed by quality team, each user is called or emailed. Process is standard with minimum account deviations. 3 types of actions are derived based on causing unit SD caused - direct feedback IBM caused - add ressed to account Client help needed - add ressed to client or account tean. 33 Escalation process and internal reviews Escalation process Account Customer care mailboxes streamlining escalation flow and prevent fragmented communication. Tickets flagged for easy tracking and for daily overview and speeding up of the processing. Monthly overview of escalated tickets to close Continuous business review Monthly review per team account I lead by Business Operations Manager covering main topics in the unit, team, account, unit strategy, operational points, people development... Delivery management Live reporting workloads visible to all people Half-hourly reports for leaders Daily Service Level and KPI performance overview (risk assessment and decision Regular cross geography touch points for MTD results (weekly in BAU) 34 DWS Brno External quality system Governance and reporting During initial phase, there is a daily interlock with higher amount of daily data. In BAU, there is only weekly and monthly interlock. Each report must has a specific purpose to measure success of underlaying actions, reports not driving anything are not accepted or cancelled. I Interlocks Weekly interlocks are serving operational purposes, usually excel AP Monthly interlocks are designed for service overview, results of detailed analysis - eg. misassigned, R2L, escalations, call d rivers, CSAT, progress of bigger points of improvement, SLA review... Based on the size the account, the pack varies. Strategy planning Strategic planning is ensuring execution of meaningful long-term plans. Creation of such plan usually requires client visit and ideally visit of IBM on client site to gather the necessary feelings and data to define matching problem statements, objectives, goals, tasks and measurements. This is reviewed every month, both IBM and client have usually part of the actions to d rive. IBM helps to identify such cases and provides best practices far these. 35 Our strategies are guided by three drivers of change that impact how enterprises will need to support their end users Explosive growth of devices Jfl^k Workforce demographics and technology | HraSB Evolving workforce Exponential technology growth (Qfpr By 2020, five different generations will By 2020, 80% of outsourced service be in the workforce together for the desks for global enterprises will no first time ever.3 75% of millennial longer require human service desk consider an organization's technology agents for the first contact.1 when deciding on employment.4 Globalization and mobile workforce mm A global office Around 89% of the global workforce will be mobile by 2020. 2 1 Gartner; Strategic changes in infrastructure services, and how to source effectively for them, David Groombridge, Gartner Summits 2018, June 5-6,2018, Frankfurt, Germany; Link https://www.slideshare.net/mmagique/strategic-changes-in-infrastructure-services-gartner-io 2 Markets and Markets report on Digital Workplace Transformation Market - Forecast to 2020 p.71 3 Managing People from 5 Generations: Rebecca Knight, Harvard Business Review, — https://hbr.org/2014/09/managing-people-from-5-gene rations ^Gear Up For Next-Generation Service Support: Millennia Is Are The New Frontier: Elinor Klavens, Christian Kane, with Eveline Oehrlich, Shanta Samlal-Fadelle, Vanessa Wegner, Rachel Birrell; Forrester, May, 2016 — https://www.forrester.com/report/Gear+Up+For+NextGeneration+Service+Support+Millennials+Are+The+New+Frontier/-/E-RES128224?objectid = RES128224 There are three key drivers that are shaping the way we're building the next-gen service desk for Workplace Support Services with Watson. The first driver is the explosive growth of devices. Obviously, this is something that we can all wrap our heads around. I was in a meeting a few days ago and the majority of the devices were not laptops. They were either tablets or cell phones that were being used for meeting minutes. This additional set of devices, used by people that are on the go and not tethered to their desk, requires a different support strategy. This means different ways of ways of pushing patches, different ways of handling remote takeover and different types of questions we need to ask. The second driver is the globalization and the mobility of this workforce. Workers are just not in conference rooms but spread out around the world. There's probably not another IBMer within 30 miles of where lam presenting this right now. Therefore, this mobility aspect requires us to be able to support them better remotely, and that brings in a lot of implications, such as proactive remediation. And lastly, there is the impact of workforce demographics. This driver is really amplified by the fact you see on the lower right of the slide, which states that by "2020 or next year, five different generations are going to be in the workforce all at one time." This includes individuals that have gone from no cell phone, to desk phones, to desktop computers. The scope of this workforce includes workers that have lived through the advancement of distributed computing right through folks that were born with a cell phone intheirhand.This provides a massive spread of expectations around how support is going to be provided. I won't go through each of the facts on the slide. But they are great anecdotes that really amplify and illustrate drivers shaping the way we are thinking the service desk of the future. 36 Digital Workplace Services Digital Workplace Support An integrated, omnichannel service SLA Measurement & Reporting Customer Satisfaction Survey Analytics & Trend Analysis Knowledge Mgmt We offer an integrated suite of capabilities designed to enhance employee productivity, manage costs and deliver a superior personalised experience. As you can see, the user can choose how they get the support they need. We will work with you to define how this omni-channel approach looks and presents to end users. The omni channel support service includes support via virtual agent, self-support capabilities, live-agent assist through chat and phone, Level 1.5 support, deskside support and client centres. All these are powered by IBM's analytics capabilities. Kyndryl works with clients to build a roadmap for the future of their IT End User Support. We appreciate that you may be in one of many stages in your Workplace Transformation, and our objective is to work with you to ensure your service transforms at a pace that drives the maximum return on investment for you, creates a great user experience and isn't disruptive to your end users. The first part of this transformation is ensure that you have the right foundation from which to transform your service; we first need to ensure we understand what types of issues you have, drive process efficiencies, build user self-help content and use simpler automation, such as automatic password reset, to ensure we hit a return on investment quickly, and steer your transformation in the right direction. In the next few slides, we will talk about our analytics, that will help create the insights we use. Once we have a clear understanding of your users and their issues, we will implement solutions that resonate with end users, empowering them to get their issues fixed quicker. Here, though using Al and Automation will reduce the number of issues users face, augment their channels of support and make these more personal, provide immediate support for a range of issues, and create an overall superior user experience. Deliver a superior end-user experience - Ubiquitous, persona-driven architecture enables a personalized experience - Maintains contact no matter the device and enables "follow me" support regardless of channel Lower total cost of ownership - Automation and self-service provide low- or no-touch problem resolution - Enables workforce to become more self sufficient and productive Drive business outcomes - Predicativelyor proactively resolves issues - Self healing drives down number of incidents and reduces MTTR Workplace Support Services with Watson is focused on transforming IT support I talked about the drivers that are shaping the way we are thinking and building the service desk of the future. Now, I want to touch on our primary goals behind all of this work. The three primary goals for our workplace support services are delivering a superior end user experience, lowering the total cost of ownership and driving business outcomes. These three factors are interdependent and therefore cannot be looked at in isolation. By focusing our solutions on providing a great end user experience, we aim to increase user satisfaction with our transformation. Creating a great end user experience requires us to ensure the solutions we implement are of high quality, and are simple and effective for users to get benefit from; this starts with driving problem avoidance and increasing the speed that users can get the support they need. This will increase user productivity these experience improvements are business outcome focused. To meet our objectives of being experience and business outcome focused we leverage our analytics and cognitive systems to predict potential issues and stop them from occurring, and identifying issues in realtime and proactively resolving them beforethey impact users* At the same time, by creating a great end user experience, we improve the collaboration between end users and our Workplace Support Services, and ensure our strategic initiatives provide visible value to end users. This increases users' engagement with these initiatives, which increases the utilization of our end user facing tools, adds value to the business and reduces the total cost of ownership. As way of example, our Virtual Personal Assistant solution provides a one stop shop for a user's to get immediate IT Support. As the Virtual personal assistant enables users to get answers, automate fixes and raise tickets quickly, this improves user productivity (Business outcomes) and delivers a great experience. This in turn drives adoption in self-service solutions, by empowering the user; which in turn drives significant reduction inthe total cost of ownership. NOTE TO SPEAKER: * This is a verv important factor for us to get into, and I encourage when you are talking to a client to understand some of their pain points. That is, understand what their industry is doing and some of the things that may be salient to them from a business outcomes perspective. Put yourself in the shoes of some of the folks that are calling the service desk. Try to understand if they are client facing themselves. Try to understand whether or not some of our proactive technologies could eliminate issues from ever occurring and/or help workers provide better customer service for the company that they are representing. We want to be able to drive those business outcomes. For 2019, this the most important focus point for us -that we are developing and delivering technology that is bringing improved business outcomes. 'We want to really highlight the proactive and predictive capabilities through analytics and automation. 40