Shift-Left: getting started the right way

Many IT organisations are working to implement a shift-left of knowledge and capabilities. After all, it reduces the number of incidents and escalations, improves resolution times, and makes your customer more self-reliant. However, I've noticed these initiatives often don't deliver the expected results. This raises costs, reduces service quality, and leads to frustration among your customers. Here are three things to keep in mind: 

1. Shift-Left is not (only) about costs

Shift-Left practices are often implemented to reduce operational costs. But the real value lies in freeing up time and money for fundamental improvements. This means fewer incidents and doing more projects with the same resources. This focus is also the right approach to convince stakeholders. Cost savings don't mean much for end users (and IT teams) and have negative implications about service quality. But more reliable IT, more digitization, and stronger growth make for a different story. And IT teams are usually more motivated by doing interesting projects than solving the same issues every day.

2. Define concrete objectives

It is crucial to translate goals into concrete KPIs and objectives. If not, the added value remains unclear and commitment will soon stop. Which domain would benefit most from an improvement in communications and knowledge sharing? Do you want fewer incidents, fewer escalations, or shorter resolution times - and how many % less? How much time and money would this free up? 

3. Consider the total impact, not just the ServiceDesk

When considering the benefits (and needed investment), take the cascade effect into account. Even if the initiative only focuses on end-user communication. After all, fewer tickets also means fewer escalations to level 2 and 3. As the cost per ticket rises at higher levels, one ticket less can have a notable impact. For example: we saw an investment in self-help for customers increase costs at the ServiceDesk by 3%, but decrease costs by 23% across all levels. And this didn't even take into account the impact of improved knowledge sharing within IT.



23 December 2023

Metaknowledge Part VII : Governance

This part provides an overview of the different methods and tools to ensure a successful KM program.

Metaknowledge Part VI: Technology

Metaknowledge Part V : Roles

A deep dive into the different roles involved in each of the knowledge management activities.

Metaknowledge Part IV: Process

An in-depth examination of the processes and practices related to the four knowledge management activities, with examples for each.

Metaknowledge Part III: The 4X4KM knowledge management framework

This part of the Metaknowledge Guide provides the 4X4KM framework, based on the four core KM activities. This framework is an invaluable tool in organizing your KM, and keeping your efforts focused and productive.

Metaknowledge Part II: The three kinds of knowledge management

This part of the Metaknowledge Guide outlines the the three kinds of knowledge management, and how knowledge management relates to learning & development.

Metaknowledge Part I: Knowledge, Information, and Data

A practical, intuitive interpretation of "knowledge", and how it compares to information and data. This will help you position knowledge management in relation to information management and data management in your organisation.

The Do's and Dont's of IT projects

What should we do to (and not do) to ensure the project runs smoothly, and delivers the best results? I asked a few experienced IT project managers what they've learned.

How we used Digital Transformation to improve construction projects

Here's the story of how we used process analysis and digital transformation to speed up construction project initiation.

It Took A Lot Of Jelly Beans

Peter Maeseele is an expert in design and business analysis, and a lead in a number of IT knowledge management initiatives. In this talk he shared some of his experiences and insights - and why jelly beans proved a key component of their change management.

The Lazy Man's Way Of Working

Lazy smart people leverage experience to their benefit. They take the time to save time.

Three Tricks I Learned, And You Should Too

Much of the value of knowledge sharing comes from sharing and reusing tricks and small improvements that are easy to replicate and adopt. Here are three 'tricks' I learned to improve work and life.

Better IT knowledge sharing = happier customers

Fewer calls, lower costs, and happier customers. Here are some results different IT teams saw by improving their knowledge sharing and communication. What would achieving similar results mean for you and your team?

[Interview] Not Everything German Is All German

Marianne Rutz shares some great insights and practical advice on how to account for local culture in global service teams, and how teams can leverage cultural diversity to improve their services.

[Interview] Breaking Silos in the Virtual Workplace

In this talk, Stefano Leone (IT communications and people strategy at Euroclear) sin improving collaboration and breaking down silo's in a tech-focused environment.

[Interview] The future of IT services

I recently appeared on the podcast of Marianne Rutz, a leading operational excellence consultant in the contact center industry. We talked about the future of IT services, and how to deliver real value to customers.

Nobody cares about the ServiceDesk

Traditionally, the ServiceDesk offers a safety net for IT users. But here's the thing: nobody wants a good safety net. They want to not need a safety net.

[Case Study] 45% increased customer satisfaction at IT service company

We helped an IT company improve their service delivery. Within 6 months, the company saw 30% fewer complaints and incidents, 35% less rework, 45% higher customer satisfaction, and overall lower operating costs.


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