The document provides an agenda for an event titled "From Service To Experience". Key points: - The event will include various presentations and a demonstration on moving from a service level agreement (SLA) focus to an experience level agreement (XLA) focus. - A breakout session will discuss measuring user sentiment and experience, which are seen as key to defining an XLA, rather than just quantitative metrics. - The document discusses challenges around defining what to measure to improve experience, and emphasizes the importance of qualitative user sentiment data, not just quantitative SLA metrics. - Moving from a service mindset to an experience mindset requires changes in governance, tools, and culture to prioritize the end

2. From Service To Experience
Date: December 4th 2019

3. The Radisson Hotel….. Admin

4. The All New Event Agenda
• 10:00 Event Introduction Neil
• 10:10 SLA to XLA Introduction Neil
• 10:30 XLA and the Enlighted CIO Alan
• 11:00 From SLA to XLA – Re-thinking the end user KPIs D’Ago
• 11:30 Comfort and Refreshment Break
• 11:45 Learning Through Experience SXP
• 12:05 Great Customer Service is Experience Chris
• 12:35 Q&A the Speakers
• 12:45 Networking Lunch
• 13:30 Nexthink Demonstration D’Ago

5. The Royal Mile - Edinburgh
• TRM is actually one mile and 107 yards from the entrance to
Edinburgh Castle to the gates of the Palace of Holyrood House
• TRM is thought to be the oldest street(s) in Edinburgh and is built on
an old volcano
• You can legally spit on one part of the Royal Mile
• Daniel Defoe said that it is the "Longest and Finest Street in the
World”
• Qualitative v Quantitative

6. The Relevance of
Measurements
• “If you can’t measure it, you can’t improve it” – Lord Kelvin
Reasonable
Endeavours
Key
Performance
Indicators
Service Level
Agreements
Experience
Level
Agreements

7. But What To Measure
• Telephone Answer Time?
• Incident Response Time?
• Number of Major Incidents?
• Fix Time?
• Up Time?
• Down Time?
• Network Bandwidth?
• System Availability?
• Number of Projects?
• Number of Changes?
• By Department?
• By Location?
• By Customer?
• All of these are relevant but
they are only Quantitative
Data so you only get half the
picture....
User Sentiment is Key

8. Why User Sentiment
• SLAs v Happiness
• Ryan Air v EasyJet
• Understanding an individual experience is complicated

9. Gathering User Sentiment
• You cannot have a true XLA without user sentiment:
• Who are you targeting?
• When are you targeting them?
• How are you targeting them?
• What tools are you using?
• What questions are you asking?
• Is this repetitive to show improvements?
• Why is their expectation set as it is?
• What perception do they have of your services?

10. Step 1
Understanding Where You Are?
Chaotic
• Helpdesk
• No documentation
• No SM Tool
• Best Endeavours
Reactive
• Firefighting
• Alerting Tools
• Inc. Management
• MIM
• Early Stage SM Tool
• KPI’s
Proactive
• Problem Management
• Change Management
• Self-Help Portal
• Simple SLAs
• Documentation
Managed
• Live Dashboards
• Capacity Planning
• Managed Transitions
• Service Reporting
• User Experience
• Improved MTTR
Optimised
• Employee Centric
• XLAs
• Governed IT
• Incident Reduction
• Self Help & Heal
• Automation
A “good” ITSM Tool
End User Analytics - Nexthink
1
2
3
4
5
Old
World
New
World
Good Practice (People, Process and Education)
Characteristics of
Service Teams

11. Bright Score Assessment
• Forrester’s Employee Experience
Index – not if but what and how
• Interview Questions
• Observations
Maturity Score for each characteristic
0 = Non-Existent
1 = Initiation
2 =Awareness
3 = Control
4 = Integration
5 = Optimised
• Where are you?
• Where do you want to be?
• How can you get there?
0
1
2
3
4
5
Service Portfolio
Service Documentation
Service Levels
Incident Management
SM Tool
Change Management
Problem Management
Self Help Portal
Reporting / Analytics
Live Dashboards
Capacity Planning
MTTR/Incident
Reduction
Self Heal Autmation
User Centric Behaviour
XLAs
Managed Transitions
SM Journey Assessment
Score Goal

12. Step 2 – Focus on Employees
1. Relevant SLAs contribute to XLAs
2. Improve MTTR
3. Reduce Incidents
4. “Shift-Left”
5. Gather Sentiment

13. What is Relevant to Employees?
• Review your existing SLAs to see if/how they can underpin an XLA strategy
• At a minimum we know that users expect that:
• The system(s) work when they are needed
• The employee can do their job
• Things are improving
• This could be summarised in:
• Productivity
• Proactivity
Note 1
Note 2Note 3

14. Step 2a - Productivity KPIs
• System Availability times – when do they need to be available?
• System Speed of Response times – how will you measure this?
• Calls answered quickly in multiple methods
• Calls resolved at first touch - clear correlation between this and
improved satisfaction
• Calls resolved in 15/30/60 minutes
• Number of Incidents re-opened (reducing)

15. State of Incidents in 2019
• Industry standard is 1 x IT incident
(ticket) per employee per month
• However, at least 50% of Incidents go
unreported
• L1: Fast resolution(5min) or ticket
routing
• L2: Higher level, more technical support
• L3: Highest level, Tiger team (Desktop,
Network, Application, Server, …)
• Incidents are Expensive!!
• £17 per L1
• £48 per L2
• Service Desk are a consequence of
poor Experience

16. Step 2b - Become Proactive
• Build KPIs on MTTR
improvements
• Build KPIs on Incident
Reduction
• Build KPIs on successful
transitions/changes
• Build KPIs on innovations
and adoption of
innovation
• Build KPIs on Shifting Left
Become proactive
Automate
remediation
Reduce time to
resolution
L-2
Proactive
Support
L-1
Self
Healing
L-0
Self
Help
L-1
Support
L-2
Support
L-3
Support
INCIDENT
REDUCTION

17. How can you deliver this?
• Self Help Portals (is this a reduction?)
• Automation/One Click – integrated to ITSM tool
• Self Healing
• Improved Change and Transition Management
• Proactive Problem Management:
• Time & Attitude (Firefighting syndrome)
• Current and historical analysis
• True analysis of environment
• “Just-In-Time” education
• Culture of continual improvement
• Culture of gathering and studying Experience data – data scientists
• Culture of putting Experience at the heart of what you do

18. Thankyou.
Any Questions?
Neil Keating: CEO Bright Horse
neil.keating@brighthorse.co.uk

19. Alan Nance
Co-Founder and Managing Partner
CitrusCollab
What 'Experience'
Means For Enlightened
Executives

20. • Business focus is moving from service to experience
• Organisations are exploring possibilities outside of their traditional boundaries,
whether this is an ecosystem, a coalition, or a trading arrangement
• Your battleground for relevance is moving away from people, process and technology
to experience insights, design, delivery and management
The science of experience, underpinned by XLAs is an essential capability
What would I like you to believe?

21. Vatican 2005 Vatican 2013

22. In today’s world, our staff, our business colleagues, and our
customers are all producers and consumers
They are no longer end-users at the terminal of a service
In a world that has changed so much, shouldn’t we change the way
we interact with that world?
The end-user as a concept is dead
The business consumer is king
End-users = people

23. • Create digital solutions that excite beyond the usual measures of business viability
and technical feasibility
• Consumers need not know how a solution was created; instead, they want an
emotional need met
• Build an emotional journey for IT with logic sprinkled in; not a logical journey
aggressively managed with technical key performance indicators (KPIs)
• One-IT focussed on improving the experience for all staff, and all customers
The new challenge for enlightened executives

24. • Recent ITSM Academy poll:
• 2.7% happy with their service level agreements
(SLAs)
• 87% said SLAs are internally focussed and are
not about the customer, the employee, or the
experience
• Giarte, inventors of XLA report:
• Less than 2% of KPIs used today have anything
to do with the experience of customers or
employees
• The average satisfaction of a service desk hasn’t
moved in 10 years
Source: Harvard Business Review Analytic Services Survey, 2017
Where do we stand?
ORGANISATIONS AREN’T READY TO DELIVER
SUPERIOR CUSTOMER EXPERIENCES
Percentage indicating that a superior customer experience is
important and whether the organisation has the needed tools and
skills
A superior customer
experience is important to our
organisation’s success
86%
STRONGLY
AGREE
34%
STRONGLY
AGREE
Our organisation has the tools
and skills to deliver superior
customer experiences

25. Enlightened executives know people define success
35%
25%
20%
15% 15% 15% 15%
10%
Building great
teams
Transform
culture of IT
team
Customer
focussed
Centralised IT
functions
Strong
leadership
team
Developing
staff
Products
focussed
Driving KPIs
% of CIOs who accredit their success to below factors
75%
of CIOs believe the key to
success for them is grounded
in the success of their
teams
compared to only
10%
who accredit it to driving
KPIs

26. Enlightened executives are connected
70% 18%
% of enlightened CIOs
active on LinkedIn
% of conservative CIOs
active on LinkedIn

27. Sentiment is important
“People will forget what you
said, people will forget what
you did, but people will
never forget how you made
them feel.”
Maya Angelou
1928 – 2014

28. Fight the watermelon

29. Grow a kiwi
Moving from a defined
service after the contract to
to an experience before the
contract

30. “Individuals are exercising their power at
a level not witnessed before.
Whether they are consumers or
colleagues, every interaction with you is
a chance for them to vote with their
wallet or their feet.
That vote is primarily emotional.
They can choose to invest in you, tolerate
you, or walk away.”
• Experience shapes people’s opinions,
decisions and actions
• Experience is cumulative
• Perception really is reality
• Experience has consequences
• Every delivery action, no matter how
small or buried in the organisation,
affects experience
• Experience is about outcomes, not
steps in a process
Why does experience matter?

31. The evolution from SLA to XLA is a journey
What have we learnt from enlightened executives?

32. Experience Level Agreements (XLAs)
• are NOT upgraded SLAs
• do NOT replace SLAs – XLAs are to SLAs, what Einstein is to Newton
• are designed based on data most currently do not use, or have
Execution of XLAs require different design processes,
a different culture, different governance, and augmented tooling
What would I like you to know?

33. • A dialogue between stakeholders
• Shared context combines what others know well with what we know differently
• Shared context, amplifies respect
• XLA has respect at its core
• SLA is a contract, but an XLA is a commitment
XLA

34. “When you change the way
you look at things,
the things you
look at change”
Nobel Prize Winner, Physics
Max Planck
1815 - 1947

35. Experience in context
Doing what you’re
supposed to do
Satisfaction
Output-based
Experience
Outcome based
Doing what
really matters

36. The expectation gap between IT and the business
XLAs connect technical
performance with customer
perceptions across all IT
transactions and interactions
TECHNOLOGY
XLAs bridge the
gap
OUTCOMES

37. IT: You’re going to love the
upgrade to Office365 Meanwhile in the business…

38. Output vs. outcome
Output
Technical uptime
Function points
Story points
Code production
Team efficiency
Outcome
Business availability
Customer delight
Employee engagement
Commercial impact
Time to market

39. Comparing SLA to XLA

40. SLA
• SLA contracts were created over 30 years ago to solve a
particular definition problem in service management:
• What is supplier to do?
• How is supplier to do it?
• How well is supplier to do it?
• A stew benefits from a little spice. A bucket full of spice
(KPIs) does not make the stew (SLAs) better
• Transactional and output based
• Only measure a percentage of actual technical
transactions that were selected at time of contract
• Adversarial in nature with many sticks, few carrots
XLA
• An experience commitment before a contract to
create positive sentiment around a product,
service or interaction:
• Are our customers happy?
• Are we doing what matters to the business?
• Are we improving experience?
• A dialogue between stakeholders embracing
empathy and respect as vital to success
• Aspirational and outcome based, built on respect
• Measures moments of time that reflect the
cumulative quality of the customer relationship
• Continuum of consequences with a range of
carrots and sticks
Comparing SLA to XLA

41. In with XLAs and out with SLAs?
• SLAs remain a pre-requisite for XLAs, just
do not need so many KPIs or all the
technical reporting
• We need to combine X-data from XLAs
with O-data from SLAs to create an
appropriate experience
Science of experience at work
An evolutionary approach: play to strengths

42. Experience is the reason we do
“people, process, technology”

43. Layering X and O data
Desired Experience
XLA
Experience indicators
(XIs)
SLA
KPIs
XLA
Experience indicators
(XIs)
SLA
KPIs
XLA
Experience indicators
(XIs)
SLA
KPIS
X-Data
O-Data

44. "Conversation is a meeting of minds with different memories and habits.
When minds meet, they don't just exchange facts: they transform them, reshape
them, draw different implications from them, engage in new trains of thought.
Conversation doesn't just reshuffle the cards: it creates new cards."
Prof. DR. Theodore Zeldin
From interacting to conversing

45. We can’t keep doing the same things
if we desire other outcomes
A new governance approach

46. Desired Experience
XLA
ExperienceIndicators (XIs)
SLA
KPIs
XLA
Experienceindicators
(XIs)
SLA
KPIs
XLA
ExperienceIndicators (XIs)
SLA
KPIS
X-Data
O-Data
XLAs
SLAs
✓ ✓ ✓ ✓
CONTRACT MEASURES SCIENCE OF EXPERIENCE GOVERNANCE
A new governance mindset

47. Changes to the way we govern –
what matters to the business?
Business experience alignment:
what matters to the business
• Business experience score
• Business updates
• One IT experience score
• Talent pool, status and changes
• Key milestones ahead
©CITRUSCOLLAB 2019 – ALL RIGHTS RESERVED. DO NOT REPRODUCE.
What matters to the
business

48. Innovation alignment:
Are we getting better?
• Continuous improvement status
(sources, actions, results)
• Contract change review (CR) –
investments, status, outcomes
• Innovation through new ways of
working (automation, initiatives
based on outside-in experiences,
use the supplier ecosystem)
• Disruptive innovation. New things
that will enhance the business
experience
©CITRUSCOLLAB 2019 – ALL RIGHTS RESERVED. DO NOT REPRODUCE.
Are we getting better?
Governance of business innovation

49. Business viability alignment:
IT’s relationship with its suppliers?
• IT experience score
• Full-stack currency
• Security
• Talent pool
• CR status
©CITRUSCOLLAB 2019 – ALL RIGHTS RESERVED. DO NOT REPRODUCE.
Can we guarantee
experience over the longer
term?
Governance of business viability

50. 1. Imagine how you (want to) make people feel about
your service, product, or you
2. Imagine, how might you change from a service desk to
an experience desk?
3. Imagine, how might you change from a call center to a
conversation center?
4. Imagine, how might you change from a service
management organisation to an experience
management organisation?
5. Rethink how you need to govern
6. Rethink the relationship between SLA and XLA
What would I like you to do?

51. Always remember
The core message of XLA, and the science of experience
“People will forget what you
said, people will forget what
you did, but people will
never forget how you made
them feel.”
Maya Angelou
1928 – 2014

52. Thank you
@alan_nance
@citruscollab

53. From SLA to XLA

55. Source: Forrester Report, The Rise of The Empowered Customer
IT complexity of the engaged employee has increased

56. Source: Forrester Report, The Rise of The Empowered Customer
IT complexity of the enragedemployee has increased

57. What is his
experience ?

58. The average UK worker loses
more than 9 days per year due
to technology trouble.
Information Age
90 percent of surveyed executives said end
users struggled with business-technology
problems they “have no way to detect.”
The result? Workers don’t believe IT can assist them and in many cases will only make things worse.
Forrester: Technology Adoption Profile, 2014

59. It’s not as if we didn’t already know this stuff
The most important IT monitoring tools are those that measure the end-user
experience.
IT Skeptic Blog, August 2008
In some ways ITIL gives us an unhealthily inward view of IT service - it's not truly
customer oriented.
IT Skeptic Blog, October 2010
ITIL is clearly still a body of knowledge written by IT geeks for IT geeks and focused
inward on IT.
IT Skeptic Blog, May 2011

60. Service
Where does the service start?
Storage
Network
Storage
Power
Power Web Server
Data
Center

61. Where does the service stop?
Storage
Network
Storage
Power
Power Web Server
Data
Center

62. Storage
Network
Storage
Power
Power Web Server
Data
Center
User ?

63. Storage
Network
Storage
Power
Power Web Server
Data
Center
User Location Device App Port Server Domain
80% of security threats
50% of performance issues
70% of support issues
70% of all IT initiatives
Avoidable spend of
$500+/year/user

64. Storage
Network
Storage
Power
Power Web Server
Data
Center
User
Location Device App Port Server Domain

65. Storage
Network
Storage
Power
Power Web Server
Data
Center
User Location Device App Port Server Domain
SLA
XLA
→Performance
→Behavior
→Compliance→Experience
→Sentiment
→Communication

66. Have we spent 30 years climbing
the wrong ladders?
• Over Optimisation
• “I want the same
tools that worked
for me last time,
but shinier”
OPERATIONS
Change Incident Problem
Know-
ledge
Service
Surveys
Service Health
• Operational Reports
Service Maturity
• NONE

68. LOBs focused on business
needs
LOBs strive for new ways
to stay competitive
CFO needs to restrict
spending
Difficult to articulate IT
value
Inconsistent service
delivery
Lack of understanding of
service costs
CIO
Can IT leaders deliver what the business needs?
BUSINESS IT
Competency
Contribution
Credibility

69. BUSINESS
IT
CIO

70. Impediments to success
BUSINESS IT
REAL-TIME
VISIBILITY
COST OF
SERVICES
INNOVATION
SPEED
CUSTOMER
EXPERIENCE
BUSINESS
ALIGNMENT

71. What is an Experience Level Agreement?
In a truly digital world when IT and the business are truly as one the customer experience is “the metric” as poor
experience will lead to loss of Business Source: Tony Price Virtual Clarity
While SLAs remain a critical facet of IT services,
there’s an emerging need for experience level
agreements (XLAs or also abbreviated ELA) that
focus on what services employees are consuming
and how improved service can help drive
business value Source: Nexthink
Research shows that customer satisfaction and the customer
experience is becoming increasingly relevant with the industry,
which has led to the hypothesis that Experience Level Agreements
(XLA) will become more common place in the near future.
Source: the Service Desk Institute
ELA is a special type of SLA designed to establish a
common understanding of the quality levels that the
customer will experience through the use of the
service, in terms that are clearly understandable to the
customer and to which he or she can relate
Source: ResearchGate.net
XLA records goals from an end user perspective and connects
these goals with the improvement and delivery of IT products
and services. Building XLA starts with the targeted end result
and reengineers back to a relevant way of working and set of
agreements. Source: Giarte https://giarte.com/what-is-xla

72. Let’s design the suffering out of the system
OPERATIONS
Idea Demand
Project
TestRisk Release Change Incident Problem
Resource
Cost
Know-
ledge
GRC
SDLC
SLA
Vendor
APM
Service Pipeline Service Catalogue
Service Design Package
Finance
Service
Contract
Auto-
mation
Service
Mapping
Model
Surveys
Service Health
• Operational Reports
• SLA
• Capacity
• NPS
• Financial
• Compliance
• Bang/Buck
Service Maturity
• Availability
• %Auto Change
• Resilience
• Alignment
• Forecast
• Agility
Request
CMDB
Asset
Continual Service Improvement

73. Surveys

74. MESSAGING
BUSINESS APPS
CUSTOM APPS
CONNECTIVITY
MOBILITY
PRODUCTIVITY
VIRTUALIZATION
COLLABORATION
LOGIN ACCESS,VPN,WIFI,INTERNET…
OUTLOOK,NOTES,SKYPE,SLACK …
EXCHANGE, LOTUS,OFFICE 360 …
CLOUD SERVERS,HOSTED APP SERVERS….
SAP,SALESFORCE,ORACLE APPS…
HOME GROWN APP., INTRANET…
APP SERVERS, WEB SERVERS…
PROXY,FIREWALL,CLOUD…
EMAIL,BUSINESS APPS,VPN…
MDM, APP SERVERS…
ADOBE,MS OFFICE,OFFICE 366…
MS CLOUD,APP SERVERS,AWS…
CITRI X CLIENT, VMWARE FUSION…
AWS,XENAPP,VSPHERE,HYPER-V…
WEBEX,SHAREPOINT,OFFICE 365…
MS CLOUD, COLLAB SERVERS…
SECURITY & RISK
ANTIVIRUS, COMPLIANCE, VULNERABILITY
ASSESSMENT, AUDIT ,ABNORMAL ASSET BEHAVIOUR..
TRANSFORMATION
OS /APPLICATION MIGRATION, CLOUD
MIGRATION, SAAS MIGRATION, VDI PROJECTS…
IT GOVERNANCE
ASSET MGMT.,RESOURCE ALLOCATION,
PLANNING, ASSET OPTIMIZATION…
ITSM
PROBLEM MGMT, INCIDENT MGMT, REQUEST
MGMT, …
COMPLIANCE
REGULATIONS & STANDARDS/SW/HW
COMPLIANCE…
MONITORING
SERVICE MONITORING, SLA MONITORING,
EVENT MONITORING, NETWORK MONITORING…
Nexthink scope in the digital workplace

75. Nexthink Solution Overview
M A N A G E

76. How can you measure digital experience
and its business outcomes?
Introducing Digital Experience Score

77. The Digital Experience Score
rates the ability of an
employee to get things done
by interacting with the IT
environment in a safe and
enjoyable manner

78. Discover and
classify personas
Measure end-user
experience
Improve with solutions
The Digital Experience
Improvement Cycle

79. Measuring the state of your workplace
Understand hard metrics, such as device logon
duration, web browser crashed, critical
business application freezes and OneDrive
connectivity
Understand User Sentiment, including the
Employee Satisfaction Score, to understand if
employees are satisfied and engaged
Visibility at Multiple Levels

80. If IT and the customer
have worked together
successfully…

81. We can go from this…
Source: Forrester Research, Dec. 2017, “Engineer Your Technology Environment To Improve Employee Productivity And Flow” by David K. Johnson

82. To the ideal world of an End-user
Source: Forrester Research, Dec. 2017, “Engineer Your Technology Environment To Improve Employee Productivity And Flow” by David K. Johnson

84. Digital Transformation Experience Simulation
Learning Through Experience
Henry Strouts
hs@sxp.solutions

85. SXP (Serious Experience) is focused wholly on developing and delivering
genuinely transformational experiences, our own experience and expertise
growing over years of serious game and simulation design.
Our deep industry knowledge enables the creation of highly relevant,
business-issue focused simulations that are designed to resonate with the
transformation challenges facing executives and their teams today.
About SXP Ltd

86. Why Simulation?
“Nothing ever becomes real 'til it is experienced.”
― John Keats

87. Experiential Learning
After Kolb’s Experiential
Learning Cycle
Do
‘Practical contact with and observation
of facts or events’
• Learning from Experience
• Each Round = 28 Mins
• 1 to 4 x Rounds
• Gain Understanding and Buy-in
’An event or occurrence which leaves an
impression on someone’
Experience is…
Analyse
Simulate
Implement
Innovate

88. • A high impact, highly immersive
classroom based experience
• Experience transition to an agile,
customer centric enterprise with digitally
focused delivery of service - Digital
Transformation
Simulation Overview
• SLA to XLA: Understand the importance of
Customer/User Experience
• Focus on people and processes (ways of working)
• Provide context for the technologies and practices
which are enabling digital transformation

89. IT is a System of Systems
ITIL® is a registered trade mark of AXELOS Limited.
Test
Code and Commit
Continuous
Integration
Change
Build and Configure
Release
Configuration
Capacity
Availability
Continuity
Security
Stage
Release
Change
Knowledge
Event
SLM
Incident
Problem
Knowledge
SLM
Event
Continuous Delivery/Deployment
Deploy
Continuous
Operations
Service
Operation
Value Stream
Organizational agility only occurs when
processes and automation are aligned.
Service Strategy Service Design
Service Transition
Scrum
Site Reliability Engineering
Agile
© DevOps Institute unless otherwise stated
User and Performance Feedback

90. BUSINESS
USER/CUSTOMER
Incident
Problem
Knowledge
SLM
Event
OPS
Performance Feedback
CHANGEDEV
"An individual without
information can't take
responsibility. An individual
with information can't help
but take responsibility.”
― Jan Carlzon, SAS
Experience System

91. Simulation Scenario
• Airline Scenario - We’re all familiar with the ‘Airline
Experience’
• Running a legacy Airline in a market with digital
challengers
• Leaderboard based on Profit Margin
• Business and IT collaborate to grow the business
• Increased margin through: new and improved
products, greater efficiency, new digital channels
• Supporting existing products: increase availability
and customer experience

92. SERVICE
DESK
IT OPS
DEV
TEST
XMO
DEVDEV
Sales/
Marketing
Facilitator
Product
Owner
Airline
Operations
• Classroom Based
• Each Delegate has Role
• Represent Reality
• Sim Software Drives
Experience
• Organisation Matures

93. Service
Desk
Tech Ops
Software
Dev
Software
Test
FacilitatorOpsMarketing
Business Partners
Simulation Screen
Simulation Process
Incidents,
Performance Issues,
Requests
New products,
Existing Service
Upgrades and
Enhancements
Bugs
Releases

94. Tech OpsSoftware Dev
OpsMarketing
Business Partners
Simulation Screen
‘If you’re not serving the
customer, your job is to be
serving someone who is.’
— Jan Carlzon, SAS
Experience
Management
Office
Simulation Progression

95. • C-suite Executives
• Technology Leaders and Project Teams
• Employees as part of Enterprise Transformation Enablement
• Education: DevOps, ITIL4, Agile, Lean, XLAs
• Attendees of Conferences/Marketing Events
• Undergraduate Technology courses
• Newcomers to IT - Apprentices, Graduates etc.
Target Audience

96. • Strategic challenges - facing enterprise digital transformation - legacy
thinking, dysfunctional culture, capability and practice, SLA Mentality
• Digital focus - technology practices such as CI/CD, CT, SRE as well as
DEX, API’s, Microservices and SaaS capabilities.
• Powerful demonstration of how value can be added and risk removed
from the investment portfolio
• Holistic IT experience - full range of the potential levers available, including
DevOps, ITIL4, Lean, Agile and XLAs
• SLAs to XLAs - Understanding Customer Experience and how to improve
• A powerful tool to drive organisational change through a number of key
self realisations that empower action and ownership
Potential Learning Outcomes

97. ‘The Only Thing More Painful
Than Learning from Experience
Is Not Learning from Experience’
― Anon

99. CHRIS MARKIEWICZ
Associate Consultant with Bright Horse Ltd
• Over 28 years’ experience as a trainer & facilitator
• Specialist in “soft skills” and people management training across all
industries & sectors
• Led training for numerous helpdesk / service desk teams in the UK, Europe,
US and India
• Winning entry ITSM Training Provider of the Year Award 2015 – one of the
two course leaders cited
• Worked with over 26,000 individuals in training courses and one-one
• Qualified business coach

100. experience
/ɪkˈspɪərɪəns
noun
An event or occurrence which leaves an
impression on someone.

103. SERVICE DESK

106. HOW?
How can we ensure the customer experience is as comfortable
as it possibly can be in the circumstances whilst, of course, working to
resolve the issues?

108. PLEEEASE…
• TELL ME WHAT’S GOING ON!
• UNDERSTAND ME & SPEAK MY LANGUAGE!
• MANAGE MY EXPECTATIONS!
• TREAT ME WITH RESPECT – I’M EXPERIENCING A DIFFICULTY!
• BE THERE, BE VISIBLE & GET THE JOB DONE!

109. satisfaction
/satɪsˈfakʃ(ə)n/
noun
Fulfilment of one's wishes, expectations, or
needs