6. Avoid ad hoc execution and document complaint resolutions
As with any business-critical activity, service delivery has to be planned in advance. “Ad hoc execution of services always leads to bad taste and attrition,” says Bhupendra Chopra, chief research officer at software engineering firm Kanerika. The completed plan should specify service delivery methods, expected results, resources allocated, and the team members responsible in the service delivery chain. “A clear standard operating procedure is a recipe for success.”
Always create and follow predefined plans, Chopra advises. Predictability and transparent, proactive updates are critical, and after addressing and resolving any complaints, follow a corrective and preventive action (CAPA) process to record the result for internal use and to share with customers. The final report should show how the correction was made and delivered should a similar issue occur at a future date.
7. Embrace continuous improvement and pursue root causes
Working toward continuous improvement leads to service excellence, claims Richard Ricks, CEO of MSP Silver Tree Consulting and Services. “IT leaders need a comprehensive plan to make their operation the best it can be.”
Ricks recommends conducting a strengths, weaknesses, opportunities, and threats (SWOT) analysis. He also advises establishing defined service targets and using agile methods to ensure continuous improvements and developing an effective governance improvement plan.
Most IT organizations react quickly to customer complaints, but only address the top-level issue, Ricks says. “The underlying root cause is still open and, therefore, the issue is unresolved and will reappear,” he warns. “Until you address the root cause, you can never sustain IT service excellence.”
8. Prioritize customer satisfaction with a tested approach
The customer may not always be right, but it’s important to remember that service delivery begins and ends with a happy customer, says Craig Wilson, CEO of IT services firm Opinov8. “Focus your process, governance and, ultimately, your quality of service and delivery as the bedrock of that philosophy,” he suggests. “Have a service delivery model that’s predictable and consistent.”
Resist the temptation to simply throw resources at a problem — a dubious and expensive approach for any service provider. Instead, build rails to guide service delivery within specific situations, Wilson advises. It’s important to have a tested approach that starts each engagement in the same way with predictable results. “Once you’re confident in the approach, it’s easier to focus on the actual client requirement and not waste time double-checking data or processes,” he explains.
9. Address specific needs and adhere to a priority framework
Business stakeholders have many different needs, often requiring unique support levels. Unfortunately, many IT leaders end up spreading their attention equally across all delivery areas. Such an approach can force business needs into limited delivery priority frameworks, warns Ola Chowning, a partner with technology research advisory firm ISG. A one-size-fits all outlook often results in relatively minor issues being addressed at the same priority level as problems that impact major business objectives.
Chowning stresses the importance of ensuring that the service priority framework has been clearly outlined and that exact value levels are established in cooperation with the business stakeholders themselves. “This approach allows the business to make decisions based on outcomes rather than focusing on cost, and for IT to defend service delivery priority more effectively.”
