Nobody cares about the ServiceDesk

The role of IT support has evolved, but it still has something of an image problem. You only ever need the ServiceDesk when something is wrong; you don't have what you need, or something disrupts your work. Traditionally, the ServiceDesk offers a safety net for IT users. In best case, it functions as a trampoline - quickly bouncing the user back to normal work. But here's the thing: nobody wants a good safety net. They want to not need a safety net.

Good IT is reliable, and ensures peace of mind for customers. For this reason, the ServiceDesk should always work towards eliminating itself. This might seem counter-intuitive, but think of it like mechanics and doctors. The less you need them, the better they are. You might never achieve full redundancy, but working towards it is the mark of true quality.

So how can IT managers enable this?

1. Shift strategy from solution to prevention.

In the traditional ServiceDesk, the goal is minimizing the impact of issues. The focus lies on response and resolution time, and improvements to process efficiency. This is a transactional model, that will always remain a cost.

In a prevention strategy, the focus lies on maximising IT user self-reliance. After all, the best way to reduce the impact of issues is to have no issues. Ticket handling remains a core activity, but serves to collect data to detect and mitigate technical problems and knowledge gaps.

2. The ServiceDesk as Empowered IT Coach.

How many incidents in your organisation result from insufficient knowledge of IT tools? Many reported issues are really questions in disguise.

The ServiceDesk is usually the first point of contact between customers and IT. As such, it has the best picture of what customers need and experience. If properly empowered, the ServiceDesk can proactively improve IT competence (and confidence) among customers, and prevent many issues from ever happening. One part of this is the provision of good self-help information. This content should be constantly improved based on reported incidents – and this should be integrated into the core ServiceDesk process. A framework like KCS® can offer the right practices and governance for this.

But there is more to it than providing a good self-help portal. The ServiceDesk should play a leading role in the long-term adoption of new applications. Their direct contact with customers allows for quick response to actual rather than anticipated knowledge needs, within the context of the organisation. Ideally, the ServiceDesk is directly involved with ongoing IT projects to guarantee optimal adoption. Of course, this puts communication, social, and coaching skills front and center for ServiceDesk workers.

Do you want your ServiceDesk to grow into greater strategic significance, and deliver more value?
Do you want to learn how you can practically achieve this in your organisation?

Book your free consult today.

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