Global Service Management Trends – New Research [Infographic]

The core premise of enterprise request management (ERM) is that the “IT service catalog” isn’t just for IT anymore. Extending the concept across internal shared services groups gives employees one easy-to-use portal for requesting anything needed to do their jobs, while leveraging existing investments in departmental service management applications.

JIRA-service-infographicRecent research from Atlassian, presented in the infographic at right, provides some updated statistics on this trend. Among the findings:

ERM Growth Continues

In the U.S. and Australia, more than half of enterprises are using service management outside of IT. This is consistent with other recent findings from both HDI and EMA.

Having gone beyond static lists of services and laundry lists of instructions to actionable IT service catalogs where employees could actually request services and resolve issues, organizations are now extending these capabilities to other service functions.

HR, Finance and Sales Top Adoption Beyond IT

This is a bit of a departure from previous research which found that Customer Service and Facilities topped the list of non-IT users of service management tools and principles, followed in order by HR, Training and Finance. The difference is likely attributable to the smaller samples size and installed base for a specific tool.

However, it supports the notion that ERM is applicable for a broad array of use cases, including MRO supply management, new employee onboarding, even automated scheduling for meetings.

Self-Service and Customer Satisfaction are Top Priorities

It’s no surprise these two objectives, along with knowledge management, top the list of reasons for adopting service management beyond IT. According to Gartner, the cost savings from moving a support phone call to online self-service average $22 per incident. And given the high cost of employee turnover, improving internal “customer” satisfaction can significantly bolster the bottom line as well.

It’s also not surprising that some subordinate goals (e.g., “setting up a one-stop shop for employees”—which is a component of customer satisfaction, or “automation”—which is supported by self-service) scored lower. It is somewhat unexpected though that “providing visibility on performance” scored at only about 10% overall, as this is a key component in continuous process improvement.

The bottom line is that implementing an ERM strategy benefits the bottom line. ERM reduces the time spent by employees submitting requests (resulting in higher productivity and reduced turnover) for a wide range of services and other resources required to do their jobs. It accelerates fulfillment and reduces manual efforts (and their attendant costs) through automation. And it helps ensure first-time fulfillment. No wonder its popularity is expanding.

Download the ERM overview white paper to learn more about this approach.

 


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