User, Customer and Digital Experience: Where Service and Business Performance Come Together

IT & DATA MANAGEMENT RESEARCH,
INDUSTRY ANALYSIS & CONSULTING
User, Customer and Digital Experience:
Where Service and Business
Performance Come Together
Dennis Drogseth
Vice President, EMA
Julie Craig
Research Director, EMA

INDUSTRY ANALYSIS & CONSULTING© 2014 Enterprise Management Associates, Inc.
Today’s Speakers
2
Dennis Drogseth, Vice President, EMA
Dennis joined Enterprise Management Associates in 1998 and currently
manages the New Hampshire office. Dennis brings several years of
experience in various aspects of marketing and business planning for
service management solutions. He supports EMA through leadership in
IT Service Management (ITSM), CMDB systems, as well as megatrends
like advanced operations analytics, cross-domain automation systems,
IT-to-business alignment, and service-centric financial optimization.
Dennis also works over several practice areas to promote dialogue
across critical areas of technology and market interdependencies.
Julie Craig – Research Director, EMA
Julie has over 20 years of experience in software engineering, IT
infrastructure engineering, and enterprise management. At EMA, Julie’s
focus areas include DevOps, application performance and availability
management, Application Discovery and Dependency Mapping, software
development, and software as a service.

Logistics for Today’s Webinar
3
An archived version of the event recording will be
available at www.enterprisemanagement.com
• Log questions in the chat panel located on the
lower left-hand corner of your screen
• Questions will be addressed during the Q&A
session of the event
QUESTIONS
EVENT RECORDING

Sponsors
4

INDUSTRY ANALYSIS & CONSULTING© 2017, Enterprise Management Associates
Demographic Highlights
• Roles and Titles
– 20% were director-level and above with 12% CIOs or CTOs
– 25% were non-IT business roles including CEO/COO, CFO;
Corporate Line of Business Vice President and Managers;
Customer Success Director; and Customer Experience
Director
• For the first time ever in its research, EMA included
“time in IT,” as a consideration.
– Forty percent (40%) of respondents had fewer than 10 years
of experience in IT, and 25% had more than 16 years
6

Demographic Highlights -2-
• Top Verticals:
– High-tech software manufacturing,
– Manufacturing overall
– Technology managed service providers
– Finance
– Retail
• Target focus was North America
• Balanced distribution between 250-500 (10%)
employees and 20,000+ employees (20%)
7

Most Respondents Were “Extremely Involved” in
Some Aspect of Digital Experience Management
8 © 2017 Enterprise Management Associates, Inc.
64%
31%
5%
0%
EXTREMELY INVOLVED - IT'S MY MAIN FOCUS
VERY INVOLVED - IT'S ABOUT 50% OF WHAT I DO
INVOLVED - IT'S ONE OF SEVERAL KEY AREAS OF FOCUS
SLIGHTLY INVOLVED - IT'S AN OCCASIONALAREA OF
INTEREST AND FOCUS
How involved are you with the planning, management, and optimization (from
either an IT or a business perspective) of digital experience management?
Sample Size = 152

Strategic Priorities

Some Definitions:
• User experience management
Targets internal end users
• Customer experience management
Targets external consumers, including partners and
suppliers as well as direct customers
• Digital experience management
A unified approach to both user experience and
customer experience to optimize business outcomes
10

Digital Experience Led Dramatically
in Prioritized Focus
57%
20%
23%
DIGITAL EXPERIENCE MANAGEMENT
USER EXPERIENCE MANAGEMENT
CUSTOMER EXPERIENCE MANAGEMENT
On which of the following is your company most focused?
Sample Size = 152

USE CASES: Business Impact Narrowly Led for Bringing
Greatest Value (But Performance Was More Prevalent)
58%
57%
42%
33%
30%
23%
BUSINESS IMPACT: MONITORING AND OPTIMIZING IT-DELIVERED
BUSINESS SERVICES BASED ON USER INTERACTIONS AND BUSINESS
OUTCOMES
PERFORMANCE: MONITORING AND OPTIMIZING THE EFFECTIVE DELIVERY
OF BUSINESS SERVICES TO THEIR END CONSUMERS IN TERMS OF
PERFORMANCE AND SECURITY CONCERNS (LATENCY, TRANSACTIONAL
EFFICIENCY)
CHANGE MANAGEMENT/DEVOPS: VALIDATING THE IMPACTS OF CHANGE,
INCLUDING IMPACTS DERIVED FROM THE MOVE TO CLOUD OR THE
INTRODUCTION OF NEW APPLICATION RELEASES INTO PRODUCTION
DESIGN: MONITORING AND OPTIMIZING THE EFFECTIVE DESIGN AND
CONTENT OF BUSINESS SERVICES FOR THEIR END CONSUMERS
(NAVIGATION, RELEVANCE)
USER ERROR/PRODUCTIVITY: MONITORING AND OPTIMIZING END-USER
INTERACTION WITH BUSINESS SERVICES, INCLUDING THE EFFICIENCY
WITH WHICH THE SERVICE IS UTILIZED IN SUPPORT OF BUSINESS
PROCESSES
SERVICE USAGE: MONITORING THE FREQUENCY AND OTHER USAGE
PATTERNS WITH WHICH USERS (BY TYPE OR GROUP) LEVERAGE IT-
DELIVERED BUSINESS SERVICES
When you talk about digital experience management, which of the below do you see as bringing your
organization and business the most value?
Sample Size = 152, Valid Cases = 152, Total Mentions = 369

TOP DRIVERS: for Digital, Customer and User
Experience Management
1. IT Operational Efficiency (62%)
2. Better Application Performance (40%)
3. Employee Productivity (37%)
4. Business Competitiveness-–Revenue (34%)
5. Business Process Optimization (34%)
6. Application Design (27%)
7. Optimizing Cloud (27%)
8. IT Service Management Efficiencies (27%)
13

Where Has Digital Experience Management
Become More Important/Relevant?
1. IT Portfolio Planning (37%)
2. Application Performance Management (37%)
3. In Support of Agile Initiatives (34%)
4. In Support of Business Development and Customer
Management ( 30%)
5. In Support of the Move to Cloud (30%)
14

More Than Half Viewed Digital Experience Management as
Equally Shared Between the Business and IT
20%
21%
59%
DIGITAL EXPERIENCE MANAGEMENT IS PRIMARILY A
BUSINESS CONCERN.
DIGITAL EXPERIENCE MANAGEMENT IS PRIMARILY A
TECHNOLOGY CONCERN.
DIGITAL EXPERIENCE MANAGEMENT IS EQUALLY A
BUSINESS AND A TECHNOLOGY CONCERN.
How would you complete this statement?
"In our organization, digital experience management is…”
Sample Size = 152

Role and Organization

Executive IT Was Most Likely to Track DEM
Followed by a Digital Experience Management Team
51%
30%
28%
26%
24%
24%
23%
23%
22%
21%
20%
18%
18%
18%
18%
18%
15%
11%
1%
EXECUTIVE IT
DIGITAL EXPERIENCE MANAGEMENT TEAM
PROCESS MANAGEMENT AND COMPLIANCE
NETWORK OPERATIONS
DESKTOP SUPPORT
LINE OF BUSINESS ORGANIZATION
SYSTEMS/DATA CENTER
APPLICATIONS SUPPORT/MANAGEMENT
CUSTOMER EXPERIENCE MANAGEMENT
DEDICATED AGILE/DEVOPS TEAM
E-COMMERCE, E-BUSINESS
APPLICATION DEVELOPMENT
DEDICATED CLOUD MANAGEMENT TEAM
CENTER OF EXCELLENCE
CROSS-DOMAIN SERVICE MANAGEMENT TEAM
HELP DESK OR END-USER SUPPORT
VOICE/VIDEO/UC SUPPORT
Q/A TEST
OTHER
When considering your specific IT/business environment, which organizations/groups track digital
experience management within your business?

Perspectives on Team Roles
• What’s becoming more important for DEM in the future?
– Operations more likely to see DEM as more important for
application performance management, and more critical for the
move to cloud.
– Business and internal IT planning –more likely to see as a
greater concern for the LOB and internal business professionals,
and a greater concern for business development and customer
management.
– IT-to-Business Planning more likely to see as more interest in
DevOps and strongly interested in getting users up to speed on
new application services.
– ITSM most likely to see DEM as more important for IT portfolio
planning.
– Development top priority was application performance
management, but was least likely to see DEM as more important
for DevOps of all groups (perhaps because was already central
to them there and underway).
18

Slightly More Than Half Have a Dedicated Digital
Experience Management Team
52%
48%
YES
NO
Do you have a separate organization or organizations dedicated to
digital experience management?
Sample Size = 152

Those Having a Dedicated Team Were Much More
Likely to Be Effective
69%
31%
44%
56%
29%
71%
YES
NO
Do you have a separate organization or organizations dedicated to digital experience
management? by success2a: In terms of overall success, how effective are your digital
experience management efforts from a service performance perspective?
Extremely effective Effective All other
Sample Size = 152

And The Executive Suite
Is Most Likely to Drive That Team
15%
11%
58%
6%
3%
3%
1%
3%
0%
OPERATIONS
DEVELOPMENT
IT EXECUTIVE SUITE
APPLICATIONS SUPPORT/MANAGEMENT
A SINGLE OVERLAY CROSS-DOMAIN SERVICE
MANAGEMENT TEAM
MULTIPLE OVERLAY CROSS-DOMAIN SERVICE
MANAGEMENT TEAMS
LINE OF BUSINESS
BUSINESS DEVELOPMENT/CUSTOMER MANAGEMENT
OTHER
Which organization is the primary owner of digital experience management?
Sample Size = 79

Other Organizational Highlights
• In IT, the CIO is most likely to provide executive
leadership for digital/customer/user experience
management initiatives (29%)
– But among non-IT executives, the VP of marketing or digital
enterprise services was most likely to lead (47%)
• Cross-functional teams were
– Most likely to play a larger role specifically
for in-house developed apps (39%)
– More likely to play a larger role overall (36%)
– Not significantly change (16%)
– (Only 3% didn’t have any cross-functional
teams)
22

When Operations Works Together With the
Service Desk, the Results Are Strongly Positive
95%
5%
92%
8%
58%
42%
YES
NO
Does Operations work together with your Service Desk in tracking and monitoring digital
experience management? by success: In terms of overall success, how effective are your
digital experience management efforts from a service performance perspective?
Sample Size = 152

How Does Operations Work with ITSM Teams for
Digital, Customer and User Experience Management?
1. To help in diagnostics in response to complaints
(45%)
2. Sharing relevant analytics for optimizing DEM (43%)
3. ITSM workflows provide cross-domain support and
governance (43%)
4. A shared interest/dialog regarding
application usage and relevance (40%)
5. Leveraging ITSM knowledgebase
for tracked incidents (37%)
24

Applications, Cloud,
and Service Delivery

85% Say Cloud is Making Digital Experience
Management More Important
85%
10%
5%
CLOUD TECHNOLOGY IS MAKING DIGITAL EXPERIENCE
MANAGEMENT MORE IMPORTANT TO OUR
ORGANIZATION.
CLOUD TECHNOLOGY IS MAKING DIGITAL EXPERIENCE
MANAGEMENT LESS IMPORTANT TO OUR
ORGANIZATION.
CLOUD TECHNOLOGY IS NOT AFFECTING THE
IMPORTANCE OF DIGITAL EXPERIENCE MANAGEMENT.
Which statement best reflects how cloud technology is impacting how your
organization views the importance of digital experience management?
Sample Size = 152

SaaS-delivered Applications “Most Critical” DEM
Focus, Native Mobile a Distant Second
24%
14%
13%
13%
10%
9%
8%
4%
2%
1%
EXTERNAL CLOUD SAAS
MOBILE-NATIVE APPLICATIONS
VIRTUALAPPLICATIONS (APPLICATIONS RUNNING ON THE VIRTUAL
INFRASTRUCTURE)
VIRTUAL DESKTOP (VDI) ENVIRONMENTS
DISTRIBUTED CLIENT/SERVER APPLICATIONS
WEB AND WEB 2.0 APPLICATIONS
MICROSERVICES
SOAAND/OR CONTAINER-BASED SERVICES
CONTAINERS
OTHER MOBILE APPLICATIONS
From an applications perspective, which area is most critical to your organizations focus for
digital experience in the next 12 months?
Sample Size = 134

Sample Size = 203
47%
43%
42%
42%
37%
35%
33%
33%
28%
28%
19%
WEB APPLICATIONS (EXTERNAL E-BUSINESS, E-COMMERCE)
WEB APPLICATIONS (INTERNAL)
CUSTOM-DEVELOPED APPLICATIONS
IT SERVICES DELIVERED TO CLIENT ORGANIZATIONS (EXTERNAL TO
YOUR COMPANY)
INDUSTRY SPECIFIC APPLICATIONS (MANUFACTURING, MEDICAL, ETC.)
PACKAGED INTERNAL PRODUCTIVITY/BUSINESS APPLICATIONS (CRM,
ERP, SAP, SIEBEL, FINANCIAL, HRIS, KM, ETC.)
ADVANCED WEB APPLICATIONS (WEB 2.0)
VOIP/TELEPHONY/VIDEOCONFERENCING
APPLICATIONS USING NON-HTTP CLIENTS, LIKE APPLETS, FORMS, ETC.
RICH MEDIA/MEDIA STREAMING/VIDEO ON DEMAND
SOA
What business or IT services is your company most concerned with
in terms of the quality of user experience?
Web, Custom Apps Top Business-focused DEM Concerns

Internet Performance Seen as Key Performance-
Related Delivery Factor
51%
33%
14%
1%
0%
HIGHEST PRIORITY. POOR INTERNET PERFORMANCE
CAN SEVERELY IMPACT REVENUE GENERATION.
IMPORTANT BUT NOT CRITICAL TO REVENUE
GENERATION
MODERATELY IMPORTANT BUT NOT OUR HIGHEST
PRIORITY
SOMEWHAT IMPORTANT
NOT AT ALL IMPORTANT
How important is Internet performance supporting your critical applications
to your company's bottom line revenue?
Sample Size = 134

Applications and DEM
Additional Observations on DEM and Applications
30
Companies rating DEM efforts
(from a service performance
perspective) as “extremely
effective”
• Also invested more heavily in
tracking API-connected apps
Takeaway: API
performance is
an important
element of DEM
that can’t be
overlooked

Agile Practices and DevOps

On Average, Nearly 40% of Production Applications
are “Custom”, Developed In-House
2%
7%
18%
28%
18%
14%
14%
0-9%
10-19%
20-29%
30-39%
40-49%
50-59%
60% OR MORE
What percent of your applications are in-house developed?
Sample Size = 152

Overlay Teams Play a Critical Role in DEM
24%
24%
30%
22%
1%
DEVELOPMENT LEADS IN MANAGING DEM FOR IN-HOUSE-
DEVELOPED APPLICATIONS.
OPERATIONS LEADS IN MANAGING DEM FOR IN-HOUSE-
DEVELOPED APPLICATIONS.
AN OVERLAY TEAM MADE UP OF DEVELOPMENT, APPLICATIONS,
AND OPERATIONS PROFESSIONALS LEADS IN MANAGING DEM
FOR IN-HOUSE-DEVELOPED APPLICATIONS.
MULTIPLE OVERLAY TEAMS LEAD IN MANAGING DEM FOR IN-
HOUSE-DEVELOPED APPLICATIONS.
OTHER
Sample Size = 152

INDUSTRY ANALYSIS & CONSULTING34 © 2017 Enterprise Management Associates, Inc.
Sharing DEM insights between Dev and IT Critical for
DEM Effectiveness and IT Operational Efficiencies
46%
45%
43%
42%
41%
35%
34%
30%
1%
APPLICATION DESIGN AND FEATURES ARE INFORMED BY DIGITAL
EXPERIENCE MANAGEMENT DATA
ANALYTICS TARGETING DIGITAL EXPERIENCE MANAGEMENT ARE
APPLIED PRIOR TO DEPLOYMENT
FOCUS GROUP FEEDBACK ON END-USER EXPERIENCE
FUNCTIONAL TESTING BASED ON DIGITAL EXPERIENCE
MANAGEMENT SPECIFICATIONS
REAL USER/BETA TESTING FOR END-USER EXPERIENCE
LAB TESTING FOR END-USER EXPERIENCE
UNIQUE TOOLSETS ACQUIRED THROUGH THE CLOUD
SDKS TARGETING DIGITAL EXPERIENCE MANAGEMENT
REQUIREMENTS
OTHER
How does Development participate in working with other IT professionals in monitoring and
supporting digital experience management?

Tools and Technology Adoption
and Instrumentation

More Than 90% “Actively Using” or “In The Process
Of Deploying” DEM Solutions
70%
22%
7%
0%
WE ARE ACTIVELY USING ONE OR MORE DIGITAL
EXPERIENCE MANAGEMENT SOLUTIONS.
WE ARE CURRENTLY IN THE PROCESS OF
IMPLEMENTING/DEPLOYING A DIGITAL EXPERIENCE
MANAGEMENT SOLUTION.
WE HAVE A COMMITTED STRATEGY TO SUPPORT DIGITAL
EXPERIENCE MANAGEMENT BUT HAVE NOT YET
SELECTED A SOLUTION.
WE DO NOT YET HAVE SPECIFIC PLANS FOR ADOPTING A
DIGITAL EXPERIENCE MANAGEMENT SOLUTION.
Which of the following best describes the current status of your company's
and/or IT department's use of digital experience management in optimizing
service quality for business impact?
Sample Size = 152

Data Centers, Workstations Most Common
Instrumentation Points
37%
29%
28%
28%
28%
28%
28%
27%
25%
24%
22%
21%
1%
WITHIN/ACROSS THE DATA CENTER
AT THE END-USER WORKSTATION/DEVICE
APPLICATION SERVER/CODE
SUPPORT FOR VDI DIGITAL EXPERIENCE
NETWORK TRANSIT END-TO-END - INTERNAL NETWORK
NETWORK TRANSIT END-TO-END THROUGH THE SP CLOUD
INSTRUMENTED VIA OUTSIDE SERVICE
AT THE ENDPOINT MOBILE DEVICE
INSTRUMENTATION FOR CONTAINERS/MICROSERVICES
AT THE REMOTE OFFICE/LOCATION
AT EACH APPLICATION TIER FOR TIERED APPLICATIONS
NETWORK TRANSIT BY SEGMENT
OTHER
Where are your organization's digital experience metrics instrumented?

Transactional Reconstruction, Synthetics,
Network Tracing Lead DEM Tooling
43%
40%
33%
29%
29%
28%
26%
25%
21%
19%
0%
END-TO-END TRANSACTIONAL…
ACTIVE OR SYNTHETIC TRANSACTIONS
NETWORK TRACE
CODE INJECTION AT THE ENDPOINT
PRE-DEPLOYMENT FUNCTIONAL TESTING
PASSIVE OR OBSERVED TRANSACTIONS
SDK INSTRUMENTATION
TRANSACTIONAL REPLAY
AGENT-BASED CAPTURE AT THE DESKTOP
BYTE CODE INSTRUMENTATION
OTHER
Which of the following technologies is your organization using
for digital experience monitoring?

88% View “Advanced IT Analytics” as Extremely or
Very Important
49%
39%
10%
1%
1%
EXTREMELY IMPORTANT
VERY IMPORTANT
IMPORTANT
SOMEWHAT IMPORTANT
NOT IMPORTANT
How important do you believe advanced IT analytics (or IT operations
analytics) will be in supporting your digital experience management efforts
going forward?
Sample Size = 152

Additional Perspectives on Tools/Technology Priorities
• Additional Observations on DEM Technology
Priorities
– Automation – 88% believe “advanced levels of automation”
(workflow or IT process/runbook automation) will be
“extremely” or “very” important for DEM efforts going forward.
– Reporting – Top reporting targets for DEM metrics include
public cloud services (40%), requirements management, etc.
for service providers (39%), and reports supporting third-party
metrics from partners, suppliers, and supply-chain
dependencies (37%).
40

Metrics

Top Technical Metrics (What Are you Measuring Today?)
1. Level of security, risk, data integrity (37%)
2. Response time per transaction (36%)
3. Availability (32%)
4. Response time per application (30%)
5. Response time for multiple transactions to complete a
business service (30%)
6. General browser responsiveness (26%)
7. Navigability of applications (26%)
42

Top Business Metrics
1. Cost-related SLAs (with service providers or external
partners) (34%)
2. Business activity metrics (BAM) (33%)
3. Revenue-specific metrics (31%)
4. Business process impact metrics (31%)
5. Service desk operational efficiencies (30%)
6. Metrics to show end-user application preferences
(28%)
7. Industry-compliance-related metrics (26%)
43

Top SaaS-Provider Supported Metrics Were App Response Time and
Transaction Response– average respondent had 3.83 options
49%
38%
37%
35%
28%
28%
27%
27%
27%
27%
21%
0%
0%
RESPONSE TIME PER APPLICATION
RESPONSE TIME PER TRANSACTION
LEVEL OF SECURITY, RISK, DATA INTEGRITY
UTILIZATION
TIME SPENT ON INTERNET
SESSION QUALITY (E.G., VOICE/VIDEO MOS)
RESPONSE TIME FOR MULTIPLE TRANSACTIONS TO…
TIME SPENT ON WAN
GENERAL BROWSER RESPONSIVENESS
MOBILE BROWSER RESPONSIVENESS (MOBILE)
DROPPED TRANSACTIONS
OTHER
DON'T KNOW
Which technical metrics is your SaaS provider applying to
digital experience management?

Challenges, Success Rates, and Advice

Where Are You LEAST EFFECTIVE in Digital, Customer
and/or User Experience Management?
1. Identifying the root cause of problems (30%)
2. Communicating the business impact of IT services to
the LOB (28%)
3. Capturing how often and by whom services are used
(28%)
4. Understanding the performance impact of 3rd party
services (e.g. cloud or CDNs) (26%)
5. Measuring true end-user satisfaction (26%)
46

Executive IT is Most Bullish About Success, Non-IT
Least Bullish (Especially LOB Executives)
27%
27%
47%
19%
17%
64%
38%
12%
50%
0% 10% 20% 30% 40% 50% 60% 70%
NON-IT
CIO/CISO/ IT VP/ DIRECTOR
ALL OTHER
Which of the following best describes your role in the organization?
By: In terms of overall success, how effective are your digital experience
management efforts from a service performance perspective?
Sample Size = 152

More Perspectives on Effectiveness/Success
– Very Effective Strongly correlates with those who saw their IT
budget increase 50% or more.
– Executive IT as Driver is Also Most Likely to be Very Effective
• And when CIO and CEO lead in oversight
– Very Effective most strongly correlates with those organizations
that key on business impact, end user productivity, and service
usage as delivering the greatest value.
– Those who view advanced analytics and advanced automation
as “extremely important” are more likely to be very effective than
other groups.
– Development and Business and internal IT planning generally
see their organization as least effective in all three cases.
• Significantly, 38% of business and internal IT planning saw their
organization as only “somewhat effective” in DEM for customer and
non-internal DEM.
48

3 Top Recommendations: Focus on Process, Be Selective
in Technology, and Prioritize for Key Applications
18%
18%
18%
16%
13%
10%
7%
FOCUS ON PROCESS AND COORDINATION ACROSS GROUPS WITHIN
IT.
BE SELECTIVE IN YOUR TECHNOLOGY INVESTMENTS.
PRIORITIZE APPLICATIONS AND FOCUS ON THOSE MOST CRITICAL
TO THE BUSINESS.
GET BETTER EXECUTIVE BUY-IN/SUPPORT.
FOCUS ON BETTER DIALOG BETWEEN IT AND THE BUSINESS.
CREATE OVERLAY TEAMS TO ENABLE MORE EFFECTIVE LIFECYCLE
DIGITAL EXPERIENCE MANAGEMENT.
SPEND MORE TIME GETTING TO KNOW END-USER/CUSTOMER
BEHAVIOR/PERSPECTIVES.
Sample Size = 152

Conclusions: Summary

Conclusions/Summary: Strategic Priorities
• Application performance management leads in what
most were actively doing. But Business impact edges
out performance in terms of delivering the most value.
• The four prime drivers for DEM are:
– IT operational efficiency
– Better app performance
– Better user productivity
– Business competitiveness—revenue;
tied with business process efficiency
51

Conclusions/Summary:
Strategic Priorities and Organization
Organization:
• DEM is primarily a shared concern between IT and the
business
• Executive IT leads overall in tracking and driving DEM
• Slightly more than half of respondents have a team
dedicated to DEM
• 36% see X-functional teams a larger role overall, 39%
primarily for in-house; only 3% see a
decline in value
• 88% of respondents show operations
actively working with the service desk in
support of DEM
52

Conclusions/Summary: Applications and Cloud
Applications and Cloud
• SaaS-delivered apps most critical DEM focus in near
term
• 85% see cloud as making DEM more important
– 80% are concerned with applications over internal or external
cloud
• Internet performance “highest” or “important” priority
to 84%
– About 50% of apps, on average, are dependent on the
Internet
53

Conclusions/Summary: Technology
Technology:
• 90% “actively using” or “in the process of deploying” DEM
solutions
• End-to-end transactional reconstruction and synthetic
transactions lead for the most widely adopted technologies
• Data Centers, workstations most common DEM
instrumentation points
• 88% see advanced analytics and advanced automation as
“extremely important”
54

Conclusions/Summary: Metrics/ Challenges and Advice
• Technical metrics: Level of security/risk and response time per
transaction virtually tied for first place
– followed by availability
• Business metrics: SLAs for SPs led
– followed by business activity management (BAM), revenue and business
process management (BPM) impacts
• Top three challenges for DEM:
– Root cause
– Communicating business impact of IT services to LOB/ tied with
capturing how often and by whom services are used
– 3rd party services e.g. CDNs; tied measuring true end user satisfaction
• Top 3 areas for advice were all tied in first place:
– Focus on process and coordination across groups
– Be selective in technology
– Prioritize for key applications
55

Conclusions/ Summary: Success/Effectiveness
• When contrasting “Very Effective” with “Somewhat
Effective” some clear differences emerged. Among the
key factors for improved effectiveness were:
– A dedicated team for DEM or EUEM
– Executive IT leadership
– Operations working actively with the service desk for DEM
– A higher percentage of applications developed in-house
– Prioritizing advanced analytics and advanced automation
56

Questions?
57
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User, Customer and Digital Experience: Where Service and Business Performance Come Together

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