Enterprise Service Management (ESM) is Here to Stay

Within the last month alone, I have consulted with corporate contact centers that support human resources, collections, customer service, and vendor support. In every case I have been struck by…how primitive they are! This is not meant as an insult. It is simply an empirical observation and reminds me of the early days of the IT service and support industry. Workforce scheduling, if conducted at all, is a labor-intensive process that is done on spreadsheets. Reporting is ad-hoc, and provides no real insight into performance, let alone the actions that might bring about continual service improvement. Process documentation is very limited, at best. And agent morale is generally poor. Sound familiar? The good news is that you’re not alone. The better news is that there’s likely to be a well-worn path, blazed by corporate IT, that can dramatically improve performance for non-IT services, and enable them to achieve a level of maturity in weeks or months that took IT 31 years of incremental, trial-and-error effort to achieve. Does ESM sound too good to be true? Well, it’s not. And there’s plenty of evidence, and numerous ESM case studies to back this assertion. Key questions to be addressed in this webcast include: -What is an ESM, and how does it differ from a traditional ITSM? -Does IT typically take the lead on enterprise services? -Which corporate functions are most easily integrated into enterprise service management? -How long does it take to mature ESM? -What KPIs should be used for ESM? -Can we have all the same channels for enterprise support that we use for IT support? -Who should be in charge of ESM? -Is it true that some companies have an Enterprise Service Officer or Chief Service Officer? Does that person work in IT?