No-Code IT Service Management Technology Drives Enterprise Service Roll Out and Adoption

Understanding Maturity Levels

As we assess the current state of IT service management (ITSM), one of the most obvious places to start is by asking those involved in the discipline how mature their practices and technologies truly are. ITSM is hardly a new niche in the world of IT, but it is one that has tended to evolve very organically in most organizations. So, mileage can vary, even at very large organizations, as to how far along they are in formalizing processes, standardizing technology and keeping that technology stack updated.

Nearly half of the organizations recently surveyed state they are on the low-end of the maturity scale, and only about 8% believe that they operate with a very high level of maturity where their ITSM technology is fully optimized, and their IT group offers best-in-class service delivery through a formal program. At the same time, looking at the glass half full, the good news is that the majority-by-a-hair at 51% report a decent level of maturity with automation and at least some best practices in place.

Nevertheless, the results point to the fact that opportunities to improve performance and contain costs in a number of areas exist at the majority of organizations.

Do Not Wait Until IT Has Everything ‘Perfect.’

Once organizations reach mid-to-high levels of maturity in IT service management, they are more likely to feel comfortable branching out into other departments. However, beware – often this becomes an obstacle to true enterprise service management (ESM), as many IT organizations will stall the momentum because they are waiting until they are perfect.

The irony in this approach is that the other groups typically do not need as much functionality – for instance, change management and asset management are not used… why wait? *figure 2

Many organizations wait because the IT team is terrified of supporting all these different departments. Therefore, it is essential that you roll out a no-code solution. This will allow departments to easily add new forms, add fields, move fields and create workflows – without any coding, scripting or support from IT.

ITSM Top Challenges

ESM and the Future of ITSM

As IT organizations plan for the future of service management, the overwhelming trend they’re preparing for is digital transformation. Approximately 51% of survey respondents report this as the most critical trend barreling for them in the next couple of years (Figure 8). This indicates that ITSM leadership will need to be cognizant of how their service platforms and workflows integrate with user technologies and, more appropriately, tie data and services together on the back end. This will be crucial in creating seamless digital experiences that drive transformation investments.

This push for end-to-end service is echoed by the next two critical trends, each named by 38% of respondents. Those are integrating ITSM and project management on a single platform and extending ITSM to other departments through broader ESM initiatives. Like the digital transformation trend, these two trends are also driven by the more tightly coupled and complex technology platform relationships needed to build digital ecosystems that enable critical business functions. ITSM groups must ensure that disparate platforms like Salesforce and DocuSign are well integrated to provide valuable functionality across numerous groups like business development, HR and legal.

Currently, only about 3 in 10 organizations have a formal ESM program to leverage ITSM principles outside of IT. However, work on this front is clearly underway. Even though many of them may not have an ESM program on the books, half the organizations have extended their ITSM or ticketing platform for use in managing work in other departments. Approximately a quarter of organizations say they’ve deployed ESM in more than two departments outside of IT.

Enterprise Self-services Struggle with Usable Portals and Knowledge Bases

  • Most organizations at least acknowledge the importance of self-service, with 81% reporting they have a knowledge base and 56% stating they run a self-service portal.
  • However, only 5% of those with a knowledge base say that it is fully maximized with updated, crowdsourced relevant information.
  • Only 25% of organizations with a self-service portal say it is highly adopted and effective in administering self-service support.

The good news is that a majority of organizations have, at the very least, started their self-service journey by developing a user knowledge base and by putting an end-user portal in place. Approximately 81% of organizations have a knowledge base of some sort and 56% of respondents run an end-user portal for self-service.

Beyond checking the box for these basics, however, organizations are still struggling to make the most of these processes. Among those with a knowledge base, approximately 47% of them admit that their knowledge base is very rudimentary with only basic information. Another 47% say that while they do have a large library, the content is either outdated or it does not include crowdsourced input from users, thereby not meeting their needs. That leaves only about 6% of those with a knowledge base that is fully maximizing their investment.

Meanwhile, among those with an end-user portal, just about 3 in 4 of them include some sort of search and service catalog. Most portals haven’t moved much beyond that basic functionality, however. Only a third of organizations have created rich, in-depth content for the portal or engaged in knowledge-centered

How does this translate to Enterprise Service Adoption of Self-Service?

  • Half the organizations today have extended their ITSM or ticketing platform and use it for managing work in other departments.
  • However, only 31% of organizations have a broader ESM program in place to leverage ITSM principles.
State of ESM Deployment

The extension of ESM seems to be fairly evenly spread out across a number of different departments, with security and compliance, finance, HR and facilities being the most likely areas to be serviced by ESM (Figure 9).

Given the need for better ITSM performance and discipline, and better integration of systems with ITSM, as well as the desire to expand into ESM, this state of aging ITSM infrastructure presents an opportunity for organizations to reevaluate the tech backbone of their service management practice in order to align it with future priorities such as:

  • Integration and automation with other enterprise systems.
  • Ease of administration.
  • Adaptability to non-IT use cases.
  • Single pane of glass visibility into project and ticket status outside of IT.

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