Challenge    As a Team leader for the Service Reporting and Analytics and the Continual Service  Improvement teams, I was responsible in leading the team to successfully deliver periodic  critical reports for the service operations of the business, provide ad-hoc reports and insights  for the business, facilitate the process improvement workshops with the different teams,  managing my team’s product backlogs, and ensuring all the activities are transparent and  shared with the different stakeholders. In this space, the team successfully constructed  several dashboards on eMite and Tableau that presented the IT Service Management teams  with the reports and charts required to analyze their operational data (Incidents, Changes,  Problems, and Knowledge tickets/IDs).     The dashboards presented a holistic view of each Service group and showcased a segmented  view of each group by the different resolver groups that the data belonged to. The data  however was not tied together, meaning that each segment in the service management was  standing alone and the analysis was performed in a siloed fashion. This presented the teams  and the customers with never-ending issues and tickets, as the root-cause problems were not  resolved, and the incidents kept constantly occurring every month, sometimes even  increasing in priority as the issues were impacting critical systems.    Selection    To showcase to my team, and the fellow Service Management SMEs that we are all on one  boat, I used the visualization technique, which was ideal, as it appealed to everyone’s  understanding and thoughts. The visual aids assisted me to convey the team’s process of  common grounds and connections and were the base for all the discussions, meetings, and  workshops with the teams. Also, there was something great about this method, as it lifted  people to interact more with the building blocks of their processes.    Application    To execute this approach, I sat down with each team to understand their process maps,  dependencies and their delivered outputs (Input-Process-Output). Once that was done, I  documented all the individual process maps using Visio, and created a unified process map  for the 4 main business teams that were affecting customer experience; Incident, Changes,  Problem, and Knowledge.     This unified process map had the 4 main processes as pillars, and information was shown  flowing between all the pillars within their processes. I then started a series of workshops  with SMEs from each team, to demonstrate the unified process map, investigate with them  the possible process map gaps and issues using several brainstorming exercises like affinity  exercises, and journey mapping, pretending that we held a ticket in our hand, and it just kept  moving in the process and jumping between one team to another, changing form from  becoming an Incident that impacted customer service, to become a Problem request that  triggered a root-cause investigation, morphing into a Change request that had an action plan  to improve the level of service, which would subsequently create a knowledge article. At the

same time, we were measuring the time taken for each transition and translating it to the  overall customer experience that the teams have received in their survey feedback.    Insight and Approach    The sessions were a hit; all the participants and the SMEs were engaged in the journey that  we took to connect the pieces of the puzzle together. Identified several metrics for reporting  that were essential to improve customer experience such as “Incidents caused by Change” or  “Critical Incidents triggering investigation Problems tickets”.    The virtualization technique made the discussion process much easier and efficient in  conveying the message across, was effective in highlighting process gaps, and increased the  team’s engagement, as they were living the process, and were being asked to jump in and  participate to improve the process even further.

