What Are The CIO & Operational Leaders Focused On?

‍

In an increasingly complex and competitive business environment, CIOs must lead their organizations through a transforming period of change. As technology continues to evolve at breakneck speeds with new innovations coming out every day, financial constraints brought upon by turbulent economic conditions, and competitive risks, CIOs are finding it increasingly difficult to stabilize the operations and maintain the uptime and availability of their products and services.

‍

‍

‍

‍

‍

The C-Suite is a difficult place to be. What these executives need more than anything else right now are stable IT systems so they can focus on other important business issues.

‍

So the question arises, what are the core focus areas for these leaders?

‍

Improve Client Experience: Client experience can be improved by increasing the uptime and availability of products and services.

• Ensuring the products and services are up and available
• Ensuring technology used to conduct business is up and available
• Ensuring ticket backlogs are being managed
• Ensuring First Call Resolution rates are high
• Reducing Ticket reassignments and reopens

Reduce Volumes of Service Disruptions: Reducing volumes essentially involves:

• Addressing repeat and chronic issues,
• Strengthening proactive problem management,
• Reviewing monitoring thresholds,
• Addressing performance and capacity issues,
• Addressing firmware, patch, and currency issues.

Improve Response/Resolve (MTTR) Times: Improving response/resolution time involves:

• Improving triage/ticket documentation,
• Improving staffing levels so technical teams respond much quicker,
• Establishing escalation process for compliance issues,
• Ensuring round the clock SME coverage,and
• Empowering the incident management and major incident management teams to take action.

‍

Three other areas that support the primary focus areas are:

First: Strengthening service performance management, This involves developing operational reports to track and trend performance, defining key metrics, and analyzing data for historical and forward-looking insights. 

Second: Improving knowledge/quality/ and skills management systems. This involves ensuring the knowledge base is accurate and current, ensuring the total quality management system is in place to look at tickets, calls, and customer satisfaction surveys. And, ensuring skills are monitored via skill gap analysis.

Third: Driving continual service improvement. This involves converting findings and recommendations from the analytics, knowledge, quality, and skills programs into prescriptive actions. It involves tracking those actions to closure via the CSI register, and it ensures actions produce agreed to business outcomes.