This allowed them to then focus on refining users’ experience as they worked from home. Realizing at this point just how mobile they were, they took a further week to resolve any minor issues, where many other companies had taken months.
Having had the mindset early on to move to the cloud and enable remote access, their approach enabled all 16,000 employees to work from home overnight when the Covid-19 pandemic hit. For example, in their early adoption of Microsoft O365, the IT team was in the first round of users, so they could see the problems their users were going to have before they rolled the application out to the wider business. Having always been early adopters and forward thinkers, their entrepreneurial approach is improving shareholder value in an employee-owned company.
SKYPE FOR BUSINESS END USER EXPERIENCE MANAGEMENT LICENSE
Since implementing its improved strategy, the company has seen happier users, quicker deployments, and realized significant license cost savings. The next step is to focus on self-healing for user experience. From this activity, users have seen up to 30% performance improvements. This has enabled them to focus reports on those measures and prioritize users for remediation.Įach month, they generate a report of the top 50 users whose experience rating is lowest and can proactively call them to help resolve performance issues, for example, by adding memory and clearing disk space. This is important because they know that the latest version of Microsoft Teams requires at least 16GB of RAM, otherwise, it will struggle to perform. Such a ‘measure and improve’ philosophy has led the team to create KPIs around the end user experience, such as a user experience index (UXI), and machines with low RAM and disk space levels. Their overall goal is to take one touch to fix things, leveraging remote remediation. Teneo’s Enhanced Support service and recommendations have helped the company to gain the visibility data required while reducing the time needed to manually create dashboards.
This has given the Service Desk team clickable links to each user so they can see user experience based on the computer name from their asset register. To facilitate operations, the team has also driven the improvement of dashboards and embedded End User Experience Monitoring into incident monitoring by integrating with ServiceNow. An early example involved bottlenecks at the front-end of SharePoint, which they were able to demonstrate to Microsoft to request action from their development team. With SaaS applications too, they’re able to keep the supplier honest and show that they’ve done their own due diligence to improve performance. When the company was planning a move to a new ERP system, End User Experience Monitoring became the main reporting mechanism for the project team to measure how the new system performed, and how users were following processes and adopting the system. Without visibility, managing this wouldn’t be possible.Īnd while driving performance improvements is the priority, their secondary objective of driving user adoption is no less important. To justify the value of their IT investments, they see end user experience and performance as being crucial. The company has developed a philosophy of ‘measure and improve’, which plays an important part in their IT strategy. In particular, the team observed that placing a focus on their endpoint devices and gaining better visibility of users’ desktops would provide them with greater leverage. This would enable them to measure their systems’ effectiveness, take proactive action to improve issues, and hold their service providers to account. To do this, it was vital that they could consolidate performance data into a single view. Several years later, the Infrastructure and Operations team extended their digital transformation strategy with the rollout of Microsoft Teams.Īpproaching the rollout, they anticipated a similar visibility gap and took proactive steps to achieve continuous improvement of user experience.Ī key priority in their transition was to gain quality insights into their users’ digital experience so that they could make improvements where it mattered most. The transition provided an early insight into how essential visibility is when it comes to improving IT performance.ĭuring the transition process, a key challenge was ensuring a seamless user experience, as the company moved its infrastructure to the cloud. The company started its digital transformation journey in 2013, with the move to Microsoft O365 and Skype for Business. Previous way of operating & business limitations
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