Social is pervasive in the retailing industry and on the trajectory to becoming strategic in most sectors. This is a great opportunity for IT to pursue a multi-channel model that integrates the best of the old and the new of processes and technology. This presentation was given in March 2014 as a Series of workshops in conjunction with the HDAA in Australian east coast cities.

1. Social IT:
Managing the
Floodgates
David Favelle, March 2014
Workshop Series for HDAA http://www.hdaa.com.au/
@DaveFavelle 0418630578 david.favelle@valueflowit.com.au

2. Our session today:
1. Is the Service Desk Broken?
• Where are we today?
• What are our expectations of Social?
2. What is Social IT?
• Internal IT View
• Engaging the customer
3. What’s happening in the world of customer service?
• A customer service outsourcer
• Telco
• Bank
• A “computer” manufacturer
4. Going Social in IT
• Are we Social yet?
5. Adopting a Multi-channel support approach
• Tools, Processes, Resourcing, Roadmap
2

3. Who is ValueFlow IT?
We believe our clients’ success will be realised through:
• The interaction between IT and business across the lifecycle needs to consist of deliberately designed
experiences such that IT is really easy to work with and business colleagues get what they need. They should be
delighted!
• The business value represented by IT should be visible, integrated into the business, justifiable and be driven by
the business rather than mandated by IT
• Business change is accelerating, IT has to change faster
3

4. Dimensions of an IT Operating Model
4
The Operating Model for IT must incorporate many dimensions, in harmony as a “system”
if IT is the deliver optimal value from the IT portfolio
Automated Workflows,
Controls & Reporting
Leadership & People
Strategy, Enterprise
Architecture & Governance
Measurement &
Improvement
Service Brokerage
& Partner Integration
Organisational Design
Business Engagement
& Demand
Service Lifecycle
(Phases & Processes)
Service Portfolio,
Assets & Partners

5. Requirements Design Build Transition
Operate
& Fulfill
Continuous
Improvement
Measurement
Corporate&
LineofBusiness
Strategies
Integrating the Dimensions: IT Operating Model
Service Portfolio
Portfoliosof
BusinessTechnologyDemand
Service Pipeline Service Catalogue
Process Framework
Organisational Structure
Automated workflows, controls & reporting
Technology Strategies, Enterprise Architecture & Governance
5
Service Brokerage & Integration
Business
ValueDelivered

6. Your Social score: Which of the following are you using?
1. Facebook
• Professional
• Personal
2. Twitter
• Professional
• Personal
3. LinkedIn
4. Yammer
5. Google+
6. Evernote
7. Sharepoint
8. Instagram
9. Pintrest
10. YouTube
11. Blog platform (e.g. Wordpress)
6
If you answer: Yes to 5 or more then you’re Social…
Yes to 3 or less…ummm, where have you been hiding ;-]

7. First things first: Let’s start with Why
7
What
Every Organisation on the planet
knows what they do. These are the
products they sell and the services
they offer
https://www.youtube.com/watch?v=u4ZoJKF_VuA (first 5 minutes)
In IT Terms?
What
We deliver IT Services
How
Using IT people and tools following
best practices
Why
?
How
Some organisations know HOW they
do it. These are the things that
make them special or set them apart
from their competition
Why
Very few organisations know WHY
they do what they do. WHY is not
about making money. It’s about
purpose, cause or belief. It’s the
reason your organisation exists
beyond any financial targets

8. Is the Service Desk broken?
Discussion Questions:
1. What do our customers think of the experience?
• Discuss from their perspective
2. What quality of service do we think we are
delivering?
• Do we really know?
3. What are the barriers to doing better?
• It’s not just about resourcing…
4. What do we need to do to support our business
WHY?
• Let’s explore this more later on
8
http://vimeo.com/4246943

9. Feedback from Analysts…
9
1. Speed up
2. Get more accessible
3. Fix my problems
4. Don’t “process me”
5. Understand me!
6. Be nice…

10. Thoughts on Workload?
10

11. Social IT & 6 Significant attributes
WikiPedia:
“Social IT involves the use of collaboration-based tools and solutions that transform the way IT
professionals and
related business line leaders enhance communication, productivity, knowledge-sharing, collaboration
and decision-making”
1. Asynchronous conversations
• Searchable, threaded dialogue
2. Parallel processing
• How many chat windows can you juggle?
3. Self regulating Knowledge Management
• Peer to peer, Interest Groups, Internal and External KBs
4. Near Real-Time
• Expectations of immediate response – it’s called Chat for a reason…
5. Many-to-many conversations
• The power of crowds, communications leapfrog traditional boundaries
6. Light touch triage
• It needs to flow! No-one wants to retype “War and Peace”
11

12. Social IT Functionality
1. One-on-one Chat
2. Many to many Chat rooms
3. Live feed
4. Video content channel
5. Video call and record
6. Gamification
7. Blogging
8. Customer portal/Self-Service
Questions:
1. Other functions you are using?
12

13. Some things are moving, have they “tipped”?
13
Show of hands per category?
What benefits are you
getting?
What have you learned so far?

14. End user views on Chat Experience? (BuildChat Research Report 2012)
14

15. What’s happening in the business customer Service?
Salmat
15

16. Telstra
16

17. Airlines are desperate to control cost and differentiate on experience….
17
In this model, the chat is one sided: just a Virtual Assistant KB front end.

18. Banks are leaders in User Experience:
18

19. The Physical “Walk-Up” Desk
19
Discussion Questions:
1. How do we make this work for a multi-site/distributed organisation?
2. Who would best own this support capability?
3. What other challenges will there be...

20. Tool Social IT Capabilities: What’s going on in the Magic Quadrant
20
1. ServiceNow: Lifecycle Integrated Social and Mobile
2. BMC: MyIT 2.0, location aware, minimal forms
3. EasyVista: Lifecycle Integrated Social and Mobile
4. Hornbill: ITSM Integrated with Twitter
5. Serena: Crowdsourcing Demand Prioritisation!
6. Cherwell: Integrated Social (within IT Only) and Mobile
7. Axios: Social collaboration, mobility and gamification
8. Atlassian: Integrated Service Desk, Agile Apps lifecycle
and Social
9. Frontrange: Voice Automation, Mobile and Social
10. LanDesk: Social, Mobile etc…
11. IBM, CA, HP:….

21. But our business uses <insert social tool>!
21
What questions should guide our thinking?

22. What’s holding us back?
Discussion Questions:
1. List 5 reasons social might “hurt”!
1. List as many barriers to the change you can imagine!
2. List as many benefits to Social Media as you can imagine!
22
But is there any doubt as to inevitability of Social in all aspects of our business?

23. Live Feed
23

24. 24

25. Social Incident Lifecycle
25

26. The Case for an Integrated Approach to Support
26
Islay
Hi David
How can I help you today
David
Hi Islay I have a Tech booked to come to my home tomorrow. I've
figured out that he needs to bring a new router but don't have a way of
contacting him. Case number is 145 667 301
Islay
How was the case lodged
David
Via the 13xxxxx number weeks back and again earlier via mobile today.
My home phone is no longer working and mobile coverage in the house
is poor. Therefore I need someone to get in touch with the tech.
Islay
OK
We do not have access to the cases lodged by phone
David
And?....... (long pause)
David
Are you telling me you don't have a phone?
Islay
We do not have authority to contact in relation to existing cases
David
Are you not able to call someone within <telco> to pass them a message
from me?
Islay
I don’t have authority to discuss an existing case
Islay
It would have certain people listed as authorized to discuss the case
David
The number is 13xxxxx and the case number is 145 667 301. I could call
them myself but my phone doesn't work ;-]
Islay
I understand that
I am no authorized to call through on your behalf though
The faults team do not have a live chat area
David
Well Islay I have to say that the chat service is not very helpful.
David
Enjoy the rest of your evening.
Islay
Its due to the intricate nature of the faults team as to why they don’t
have a live chat team
Sorry for any inconvenience
David
Yes I agree that they are very intricate. So is dealing with <telco>.
David
I understand that it's not your fault. You didn't design the service
model.
David
Bye for now

27. Support Model Channel Options
27
Channel Strengths
Phone Required for complex, real time situations
Often the only channel available when there are network outages (including home ADSL)
Social Gives a great user experience if the CSR has access to knowledgebase and/or is expert in the services being supported
Allows multiple concurrent sessions leading to CSR efficiency
Chat rooms can be used for engaging users in multiple locations to discuss incidents and requests
Physical Great for physical device, SOE or software installation issues
Helpful for training some users – but an expensive training option
Self help Internal: A familiar experience, leverages knowledgebase, can be measured
External: Great for device specific issues and known errors in software, handy in BYOD but must be constrained due to risks to
give users access to fix own issues
Peer &
crowd
Fast response and re-use of effort from outside the organization
Works well for typical Device & OS issues
Discussion Questions:
1. Use cases for social:
• For users
• For Groups
• Across the lifecycle
2. Where does phone still show it’s strengths
3. Why would we consider a Physical walk up desk
4. How might the “crowd” help?

28. 6 Inputs for Designing Your
Multi-Channel Support
Model
28
ServiceDesk
Physical
Desk
SelfService
Portal
EndUsers
Incidents
Standard Requests
Non Standard Requests
“How to” enquiries
Service enquiries
Device incidents
New machine pickup
Incidents
Standard Requests
Non Standard
Requests
“How to” enquiries
Service enquiries/FAQs
UsersGroups
Enhancements
Ideas/Innovations
Non-standard Requests
Peer Support
Problems
2ndLevel
3rdLevel
We need to design a user
experience to match:
1. Users work context, channel
preferences and skill levels
2. Business model &
operational attributes
3. Service Vs cost tensions
4. Service Portfolio attributes
5. Sourcing Model
6. Device profiles

29. Who is using these Channels?
29

30. Chat Metrics
30

31. Service Design Thinking: Make it all about the end user…http://thisisservicedesignthinking.com/
31

32. Service
Experien
ce
Wi-Fi
32

33. Our traditional Costing models still work…
33

34. 8 Step Roadmap to Social & Multi-Channel
1. Go Social in IT first
• Engage the team in the incident lifecycle, get used to the cadence
2. Go hard on KCS and move as much Incident traffic to the portal as you can
3. Standardise your requests and get them on the portal
4. Consider whether the “walk-up” physical desk will work for you
5. Introduce Social “triage” concept as a pilot with limited users
• Measure performance across the channels and tune workloads for optimum user experience
6. Do Social, Phone and Email from 1 team and balance the user experience, but
• Try not to be on Social and phone at the same time
7. Actively manage email down as far as possible
8. Measure, analyse, improve
34

35. Some implications
• Complexities of calls may go up
• Staff profile needs to change …
• Who should you have on phone?
• Who should be on chat?
• KPIs need to change:
• Support left-shifting
• Experience per channel (channel bounces…)
• Costs per channel
• Tweak of the processes:
• Triage
• Incident & Request workflows
• Are your tools up for it?
• Social Integration
• Process workflows
• Reporting
35

36. Start with why (Simon Sinek)
36
What
Every Organisation on the planet
knows what they do. These are the
products they sell and the services
they offer
How
Some organisations know HOW they
do it. These are the things that
make them special or set them apart
from their competition
Why
Very few organisations know WHY
they do what they do. WHY is not
about making money. It’s about
purpose, cause or belief. It’s the
reason your organisation exists
beyond any financial targets.
The Role of Leadership
http://www.youtube.com/watch?v=d2SEPoQEgqA

37. Emerging Change approaches
37
http://agileconsulting.blogspot.com.au/2012/08/lean-change-
part-1-combining-kotter-and.html

38. Key Take Aways
1. Social IT is inevitable: be one of the leaders
2. Use Social to flatten, de-silo and speed-up your IT department
3. Integrate Social into a multi-channel strategy
4. Design your approach based on user-experience and cost to serve
5. Pilot and refine your approach until you are ready to go-live
confident in the experience you will deliver
38

39. “be like water”
As leaders, improving our work IS our
work

40. Know with the flow…
www.valueflowit.com.au
0418 630 578
@DaveFavelle, @ValueFlowIT
David.Favelle@ValueFlowIT.com.au
40
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