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Conquer the Barriers to Self-Service Adoption
The webinar discusses the barriers to self-service adoption in enterprises, highlighting challenges such as lack of automation, complex infrastructures, and insufficient employee engagement. It emphasizes the need for IT departments to evolve into service-oriented models to improve user satisfaction and agility. Successful self-service projects and best practices are showcased, including insights from Kingston University about their effective self-service store.
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Conquer the Barriers to Self-Service Adoption
- 1. © 2015 RESSOFTWARE – ALL RIGHTS RESERVED Conquer the Barriers to Self-Service Adoption Presented by • Diana Wong, RES Software Product Marketing Director • William Fellows, 451 VP Research • Agatha Poon, 451 Senior Analyst
- 2. Today’s Webinar • CurrentBarriers of Self Service • Technology Disruptions & the Cloud • ITaas and Service Delivery • Why Transform, Why Now • The Enterprise Marketplace • Trends to Watch & Best Practices • Successful Enterprise Self-Service Portal Projects • Effective Self-Service Tips - How to Get Started • Q&A
- 3. Today’s Barriers ofSelf-Service Lack of Automation • Countless routine tasks • Often done manually or via many scripts • Lack of support throughout employee lifecycle Complex Infrastructures • Hybrid environments • Virtual, physical, public & private clouds • Many manual & fragmented IT processes Process Driven, not People-centric • Employees are more mobile, different workstyles • Diversity of services requests • Lack employee engagement
- 4. • William Fellows,VP Research • Agatha Poon, Research Manager
- 5. 451 Research isan information technology research & advisory company Founded in 2000 220+ employees, including over 100 analysts 1,000+ clients: Technology & Service providers, corporate advisory, finance, professional services, and IT decision makers 30,000+ senior IT professionals in our research community Over 52 million data points each quarter 4,500+ reports published each year covering 2,000+ innovative technology & service providers Headquartered in New York City with offices in London, Boston, San Francisco, and Washington D.C. 451 Research and its sister company Uptime Institute comprise the two divisions of The 451 Group Research & Data Advisory Services Events
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- 9. CLOUD COMPUTING Q1 2015 •Source:451 Research, Voice of the Enterprise: Cloud Computing, Q4 2014 •Q. What percentage of your total IT budget will be spent on each in 2015? •Q. Which of the following best describes your organization's adoption of cloud computing models? 9 •Cloud Adoption by IT Infrastructure Spending in 2015 52% 50% 41% 8% 9% 9% 11% 10% 6% 6% 4% 7% 13% 12% 18% 2% 2% 4% 9% 13% 15% Pre-production (n=219) Initial Production (n=160) Broad Production (n=112) SaaS PaaS Hosted Infrastructure Services (including IaaS) Other Outsourcing Services Colocation Services On Premises Spending patterns for cloud computing
- 10. CLOUD COMPUTING Q1 2015 •Source:451 Research, Voice of the Enterprise: Cloud Computing Q1 2015 •Q. Which of the following types of cloud services, if any, does your organization currently use? 10 70.4% 55.5% 38.4% 36.0% 28.8% Software-as-a-Service (SaaS) On-Premises Private Cloud Hosted Private Cloud Infrastructure as a Service (IaaS) Platform as a Service (PaaS) Percent of Sample Q1 2015 n = 1397n = 788 •Cloud Computing Services Usage •Cloud Respondents
- 11. The end ofthe beginning….. 11
- 12. 12 Issues enterprises arefacing 12 Moving from pilots to production, making stakes higher Challenges span economics, technology and organization Lack of controlled business processes Looking for business outcomes Pressure is growing to pick the right partner Seeking leadership from trusted providers
- 13. ITaaS - turningtechnology into service delivery • IT departments thinking like businesses • Automated, consumption-based, service driven • Mix of old and new style IT services • Balance competing needs: DevOps, Finance, IT 13
- 14. Why is theconversation turning to ITaaS now? • The aftermath of the 2007 economic downturn • Workplace mobility and consumer technology • Poorly maintained tooling, fragmented support services • Technology silos, multi-sourcing • Buyer needs change as internal departments become service brokers • Cloud delivery 14
- 15. P R OG R E S S The journey to cloud….. 15 Q. In what phase are you in evolving your internal infrastructure (i.e., cloud-enabling) environment? n=158. Voice of The Enterprise Standardization 8% Consolidation 6% Virtualization 32% Automation 26% Orchestration 11% Private Cloud 17%
- 16. What business users(LOBs) need/expect of IT 16 • They don’t care about any of the stuff on the last 3 slides • They need better, cheaper, faster (sometimes different) • 2 of the 4 will do – for now • Why can’t my IT organization work like Uber? Box, Salesforce, AWS, Apple?
- 17. ITaaS Maturity Model Level1 No catalog, centralized, monolithic IT processes. IaaS and SaaS is the domain of ad-hoc shadow IT Level 2 Catalog used within the IT Department to manage basic processes and controls around technical services. Some use of IaaS brokerage Level 3 Organization wide use of catalog with an access portal providing consumer-like experience. Employees use it to support device and SaaS procurement choices Level 4 Mature resource management means that the organization confidently uses showback and chargeback for IT usage. The internal broker is used for the majority of IT procurement. Level 5 The catalog is used to request services beyond IT and to shape and procure requirements for new services. Sophisticated brokerage in place. Minimal “shadow IT”. O p t i m i z e dA d - h o c 17
- 18. Turning technology intoservice delivery Benefits Preserve the agility and self- service model and allow IT to retain control Mix of old and new style IT services Balance competing needs: business, IT, developers Improve user satisfaction without raising staffing levels Challenges Culture vs strategy – the move from cost center to business End user IT literacy levels Policy and governance issues Compete against external providers
- 19. Business transformation iswell underway 19 Source: ChangeWave Research, a service of 451 Research 3 out of 5 companies allow employees to use their personal devices for business purposes. 60% companies say “Shadow IT” used by some employees. 363 Million In 2014, there were 363 million connected devices in use in the US and it is expected to hit the 486 million mark by 2018.
- 20. Why transform, whynow? Economic Motivation Minimize high system and running costs Eliminate ongoing service support and maintenance Maintain systems at current levels with fewer resources and a reduced budget Shift IT investment from capex to opex; use subscription-based model with no strings attached Transformational Change Develop, deploy and scale up applications and services quickly, efficiency and securely Raise the standards of service delivery to both external and internal stakeholders Increase the scope of e-services, which in turn boosts competitiveness Nurture creative thinking and innovation
- 21. The New Normalfor Enterprises N=162, Source: 451 Research, the InfoPro
- 22. 22 The New Normalfor Enterprises Cloud Marketplace • API-driven • User-friendly • Customizable • Private-branded
- 23. What Does aCloud Marketplace Entail? Storefront A front-end interface where users are able to browse, discover, and order various applications Dashboard A management portal that provides single sign-on user access and management Admin management portal A back-end management portal that allows IT administrators to centrally track purchase, create catalogs, automate invoicing and payment, and enforce security and compliance Workload on-boarding and integration platform A management platform designed specifically for app developers to enable app testing, integration, management, and marketing
- 24. Three trends towatch Go Flexible, Go Mobile The cloud marketplace model will continue to operate on both closed systems and open systems Mobility of various applications will become an integral part of the cloud marketplace offerings. Agile Service Delivery IT stores deployed within the customer’s premises will move beyond the conceptual stage Vertical-focused cloud marketplace will come online Unified Management Achieving a single pane view across applications and environments, with unified monitoring capability APIs for access to key metrics that measure user experience
- 25. Best Practice Checklist •Take a phase-based approach • Define a security framework • Empower users to act as change agents • Adopt a change management process early in the program that all stakeholders will follow • Actively plan and manage vendors and partners • Evaluate and evolve
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- 27. 27 Quick Time toValue One Stop Service Shop with RES • Effortlessly implemented RES ONE Service Store – 2 weeks to implement whole RES ONE Suite with first 25 apps/services • Automated common requests for IT & other business services/apps; Resetting passwords – once a 2.5 day process – now done immediately • Provides more than 200+ IT and business services in their “One Stop Service Store” • Self-Service store developed for employees, by employees • Full ROI in 3 months
- 28. 28 Effective Self-Service Implementation@ Kingston University • Created a University Self-Service Store • 27,000 active RES Service Store users • More than 500 services, including 450 apps via Kingston Service Store • Improved SLAs - support response times reduced from 1-3 days down to 30 seconds • 200,000+ IT requests have been automatically fulfilled via the RES ONE Service Store
- 29. 29 User Experience –1st Time Logon •
- 30. 30 The User Experience– Home Screen
- 31. 31 The User Experience– Automated, One Stop Shop Printers Shares Core Apps Services Admin Tasks Traditional Apps App-V Application Jukebox
- 32. RES ONE ServiceStore Customer Quote “ Application and service delivery have never been easier. • We only need to direct our users to one place for any IT service or application they might need. • Many of the solutions to our users’ most common IT requests also reside here, so as our users become more familiar with the RES ONE Service Store, • they can solve more and more of their own issues –often much faster than it would take to request help from IT and wait for someone to become available. ” - Daniel Bolton, Kingston University
- 33. Effective Self-Service Tips:How To Get Started • Predictive & Automated • Identify what employees need and delivery quickly • People Centric • Give employees a more intuitive platform - personalized and easy to use • Look beyond IT apps & services • Quick Time to Value • Start simple: Identify low hanging fruit • Top 10 commonly requested services/apps • Shift Left
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- 35. Thank You! Join Us! December,December 9th | 8am PDT | 11am EDT | 4pm BST | 5pm CEST Looking Ahead: Predictions for 2016 and Beyond (Webinar) Featuring: • Lenny Liebmann, Founding Principal, Morgan Armstrong • Bob Janssen, SVP of Innovation, CTO, Founder, RES Register at www.ressoftware.com/voice To learn more, contact us at www.ressoftware.com/contact
Editor's Notes
- #3 Thank you for joining us our Webinar today! This is our third webinar in the Voice of IT webinar series. If you haven’t had the chance to join us before, as part of this webinar series, we are bringing in a variety of industry experts to share their knowledge about some of the major transformations taking place in IT today. We hope that you’ll find today’s session on Conquering the Barriers to Self-Service Adoption helpful, as many of you looking for ways to deliver more value to your employees and the business while streamlining IT processes. Projects self service and the automated delivery and return of apps and services allows enterprises to become an agile broker of services for organizations, providing IT as a Service allow organizations to empower the workforce. First – we will take a look at some of the challenges organizations face around self service today. Then our special guests from 451 will share some of the research they have seen around recent disruptions, How cloud adoption and ITaaS is evolving, some of the transformation that’s taken place in the market and needs around the consumerization of IT. 451 will also share with us some of the trends to watch as well as some best practices from the various research after talking to customers and various industry experts. We’ll then share a few customer examples – organizations that have redefined how they deliver services to their users in an automated fashion, mitigating the constant battle between IT and the user. Lastly, we’ll walk through how some organizations can jumpstart a self-service project.
- #4 Lack of Automation We hear from many companies that they suffer from frustration and lost productivity because of slow responses to workforce requests. Valuable IT staff time is excessively consumed by repetitive, routine tasks resulting in employee frustration that undermines engagement and morale. There is a lack of adoption of investments in apps and services because workers are unaware of available resources. IT needs to reduce costs, evaluate how to “shift left” – move more requests from support level 3 to level 2, to level 1, even “Level 0” - where employees can get what they need themselves in an automated fashion. Complex Infrastructures Complex Infrastructures: Hybrid environments is a challenge for many as going to the cloud is an impetus for transformation. The world where apps are in the cloud, on virtual machines, on premise, etc. makes it very challenging for organizations to find a solution to address access to all their apps and services in a single, intuitive or cohesive manner Process Driven, not People-centric It’s not a surprise to anyone that Shadow IT spending is increasing. Did you know that 22% of turnover takes place within the initial 45 days and 16 percent in the course of the first week? (BambooHR) and that 30% of companies have reported that it can take upto a 1 year to reach full productivity?
- #8 In 2006 disruptive innovation came to this market when Amazon pulled a rabbit out of the hat with the launch of S3 and EC2. Consumption-based, service driven with retail model discipline. It was engineering-led, good enough operationally - customers were certainly ‘along for the ride’
- #9 Fast forward to 2015 and the rabbit enjoys a substantial lead over the chasing pack in the market for public cloud. As you can see there are other dogs in the race, however AWS’s revenue is still 1.2 x the revenue of the other 167 IaaS vendors we cover. That’s incredible. But forget about the race, let’s consider the options. Innovation has been sustained, services are more predictable and business-led. Now the customer is in the driving seat. They key thing here to note is that at $0.01 per GB AWS S3 now costs some 1/100th of the price it did when it was inyrdiuced, which is 6x better than Moore’s Law. Change is accelerating! The chasing pack is asking how long Amazon can continue to drive this –The questions for us are who has got the legs to stay the course and of those who will be relevant? And of course will anyone catch the rabbit?
- #15 Why is the conversation turning to ITaaS now? Most organizations have leaner IT departments than in the past because of the economic downturn since 2007, which means they have lost both critical mass and some of their IT knowledge. While the traditional system and service management tooling available to most IT departments includes tooling that is not very well maintained or upgraded, internal support services are also often fragmented and not well-coordinated. Small wonder that existing IT departments are struggling to keep up with technology trends such as cloud delivery, the consumerization of enterprise IT, and mobility. While the benefits of these changes include lower costs and improved organizational agility, they also bring non-standardized IT, which is more complex to manage. The situation is further compounded for organizations that have outsourced part of their IT requirements, and have opted to multi-source their managed services. This creates multiple technology management silos, which makes it difficult for enterprise service management tooling to have a big impact in improving service delivery. These factors are combining to create a perfect service-provider opportunity to work with IT departments, to enable them to move to a business portal approach to managing IT that sets them on the path to ITaaS. There is an increasing buyer appetite to improve the automation of service delivery in order to improve end-user satisfaction without having to grow IT staffing levels. The ultimate goal for the IT department is to continue maximizing its reduction in operational expenditure, while minimizing business impact.
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- #19 Second as a way to find, access and use services via a hosted model
- #28 We spoke earlier about some of the reasons why self service projects have failed in the past. Things such as the lack of automation, inability to find a solution that can support hybrid environments, and lack of employee engagement is a recipe for unsuccessful self service project. I wanted to share a customer story of an organization who was able to create a One-stop Self-Service Shop and get full ROI in just 3 months. SAAone is a consortium of multiple subcontracting construction companies and, together with partners, they will plan, finance and build one of the biggest highway projects in Europe. This very structure posed unique challenges for their IT department because people worked for many different companies, each with its own system configuration, different devices and networks - a very hybrid environment. This hybrid cloud infrastructure was absolutely a driver for change along with the consumerization of IT trend. This is challenging for organizations to find a solution to address access to all their apps and services – this is where RES was able to help. IT needed to streamline processes and started examining their environment, trying to group together common work functions, such as onboarding, and determined to automate that as much as possible - all the repetitive actions. They wanted to get to a philosophy of allowing the organization to request services today and deliver tomorrow. This is something they also want to see in applications and services. They determined that onboarding would be a great first step as role-based automation could be linked to their HR system with RES Software, where all the necessary information was already available. The RES ONE Service Store allowed them to onboard and offboard employees with the single press of a button. It now also allowed them to automate numerous minor tasks they would normally have performed manually, such as uploading of staff photos to the intranet, changing passwords, or requesting software. It was easy to integrate the RES ONE Service Store because of it's lightweight infrastructure and worked with their HR System as well as with Oracle, Microsoft, Citrix, VMware and other technologies helped create a steady stream of IT services that can be added to their RES one stop shop” for everything IT, with requests that include: • Requesting IT tools • Software license requests • Obtaining access to SharePoint • Requesting a larger mailbox And beyond IT, such as • Ordering manuals • Even ordering taxi / car service for VIPs and guests SAAOne began with about 25 applications in the RES ONE Service Store and, so far, have increased to more than 300 apps and services. What's helping with the internal adoption of the Service Store? Asking for employee feedback. They're actually adding two to three new services a week on average, and the ones they're adding are based on priorities defined to them by the business. They have an Amazon like wish list for employees to vote on which applications to add to their store. Employee engagement was key to keeping the portal fresh and used by employees. This has elevated their standing as a strategic partner to the business. SOLUTION: CUSTOMER RESULTS: Quick & efficient on/offboarding, from three weeks to 50 minutes Full ROI (including license and implementation costs) achieved in 3 mo. Resetting employee passwords – once a two-to-three day process – is now done immediately Improved compliance: audits prep reduced ~ 50%; from a 4.5 week process to two weeks
- #29 Next, I would like to share another successful Self Service Store implementation where self-service and automation are changing the way education is serviced. The RES ONE Service Store gives Kingston University’s diverse users the ability to compose and manage their own IT environments. Kingston University is one the largest provider of higher education in London with more than 27,000 students. One of Kingston’s goal was to move to a service centric model - to manage the service and not the individual users. They selected RES for two reasons: Simple and scalable architecture; Integrates seamlessly with their other desktop systems. They had a hybrid infrastructure - Client environment included Windows XP, Windows 7 deployments, Novell ZENWorks, 1000+ desktop applications, Microsoft Application Virtualization, split over 5 faculties, 4 campuses and multiple satellite offices. There are about 6,000 desktops with 1000+ mobile devices (Mac, non-windows). They the saw the need to automate a lot of their processes, starting from the help desk side. CUSTOMER CHALLENGE: Needed to manage 27,000 active users - students, faculty & staff Poor user experience; Slow login times, 3-10 minutes without roaming personalization Bloated workspace - Pushed everything to everyone model Limited desktop control Prior to RES: A user logs a call with the service desk, then waits for the call to be escalated to the local support team. Users will then wait for local support team to either remotely add the user to the local administrators group or visit the machine in person which often took several days to get any new service. After RES: Users log into the RES IT Store on campus computers or on their local devices to make service request. Service delivery time: 30 – 40 seconds. Service Desk and IT are not involved and a ticket is automatically opened and resolved for the user on their helpdesk system (for logging and audit purposes). After 24 hours, depending on requirements and service, the service is then returned (i.e. local admin access). Within one year of the RES IT Store deployment, the server has handled more than 142,857 transactions in an automated fashion. CUSTOMER RESULTS: Improved SLAs - support response times reduced from 1-3 days down to 30 seconds More than 500 services, incl. 450 apps now avail via Kingston Service Store 200,000+ IT requests have been automatically fulfilled via the RES ONE Service Store
- #30 This is a sample GUI
- #31 Homescreen – customization
- #32 Aggregation Kingston is still adding services every week, and as the business side of Kingston see more and more value in the Store, they are forecasting the addition of more non-IT related services. Because of the ease of use and adoption, this process has now been handed over to other people in the IT department rather than the architects that originally deployed. The Service Desk is actually operated by the library and not by the IT department. they have already created a service to order more white paper for the photocopiers, and see great scope to do more of this. There is great user adoption. The students and faculty like their store because: “Services” follow the user A single portal for everything Instant search No waiting for IT!
- #34 For organizations that want to look at making their organizations more efficient and their users more productive, implement self-service with automation first. The key often times is to deliver services and apps even before the employee asks for their services. Imagine having an employee start their first day with 80% of the services and applications they need. They can then leverage self-service to personalize their workspace with add’l services/apps they need to do their jobs. Being context aware will allow companies and organizations to deliver service and applications more efficiently - IT can take a combined approach of predicting the needs of users based on known qualifications and contextual requirements. Use a solution that has an Identity Warehouse and can gather data from external data sources such as HR systems, payroll, etc., to create personalized profiles that help determine which IT resources each person should have access to at any given time People Centric -- People First, Technology Second The world is increasingly catering to an individual’s traits and preferences — in our personal lives, think of Amazon, Google, Nest and Netflix. Unfortunately, in a business context, user experiences have long been defined and controlled by IT, and for many important reasons, decisions around what those experiences looked and felt like were based more on the underlying technology than on the people using the technology. We need to be more “people-centric” - realize the new kinds of business value those experiences can generate and IT leaders need to re-prioritize, better understand their people — employees, customers and partners — and their needs first; how they use technology, how to have better engagement, making technology more intuitive. IT needs to move away from the business of managing systems or resetting passwords, but instead, empower employees and provide information back into the hands of users. delivering experiences that enable that information to be instantly accessible. Many self service apps stores are just that, only for apps. It should be more than just apps, and more than just IT - Application self-service probably only makes up 20% of all IT services – the other 80% of IT services should be made available through proactive subscriptions. Does someone need a new printer? Make it a self-service request. Are forgotten passwords bogging down the help desk? Make the reset a self-service request. The possibilities are endless as services can become an automated request entered through the RES Service Store. It’s not only for IT services. Many customers are telling us they are using it to help with the Business – as you heard from the SAAOne case study, it can be requesting taxi services to ordering additional reams of paper for the copy machine or lightbulbs for dormitories at Kingston University. Quick Time to Value It’s important to demonstrate quick time to value. Many customers have started small to show immediate return. What are the top 5 or 10 most requested apps or services? Take a look at your help desk tickets and you might find that things like: Traditional apps requests Resetting of passwords or sessions Access to cloud services Mobile requests and applications Fixes for known issues Many customers are using the Service Store for employee onboarding and offboard, cutting the process from a few weeks to a few minutes! These items may make up 25% or more of your help desk tickets, let’s automate them and make them part of the services via the self service store. This help with organizations with initiatives of shifting left, allowing IT to increase their focus on driving innovation and strategic initiatives than worrying about manual, error prone tasks and processes.