Orchestrating the Future of Service Delivery and Fulfillment
Author(s): Andrew Harsch, Posted on February 24th, 2015
The service-oriented enterprise is undergoing an evolution of revolutionary proportions. The epicenter of the disruption is the shift occurring in many organizations from the manner in which they now look at Service Management.
Their service delivery and service-oriented outlook is shifting from a position of providing a uniform and constant set of technologies through limited setup channels, such as email and phone, to an environment that pairs the end-user with a set of services tailored for their work habits. This tailor-fit, modern environment includes channel-agonistic capabilities for service and support management: phone, e-mail, text messages, social media, image capture, intranet, you name it!
The shockwaves of these changes are redefining the way support and service is provided in many organizations from a static IT procurement and IT Help Desk and Support center to a de-centralized, hosted environment where the agility and flexibility is there to provide reliable, available, scalable and secure solutions to each type of end-user in a network.
But this evolution is causing growing pains concerning the way IT organizations now provide services. At heart of these challenges is how to organize and present multiple services from multiple towers and suppliers into a set channel like the service catalog.
The profile required from a traditional IT worker is changing from a hard-core techie to that of a product manager and in some cases, you are becoming a service broker. Instead of doing it all myself, where can I source the best of the best; best price, reliability and best fit. What is best today, may be outdated in 2 years, or worse, 12 months. So how do I stay nimble, with current needs and trends and avoid getting locked into a technology trap?
For example, if I as a service manager create a service catalog and put out a selection of services, how do I ensure that we have the backend orchestration and interaction amongst the various cross-functional departments required to deliver the final service? How do we ensure that everyone is on the same page in regards to the goals or SLAs of the service? To communicate issues before they become incidents and affect service performance.
The answer lies in learning and employing the skills of program orchestration. Expanding from the previous example, let’s think about a leader, we will call her Sara, and she needs to on-board a new team member. Through the service catalog, Sara can select the profile of the person she is bringing on board, much like that of an e-commerce site, and can select a series of technologies and services that will benefit her new team member in their particular role and have them delivered as part of the on-boarding process.
On the back-end, the system has to orchestrate the execution of these orders. Do we need to access an office? A work order needs to be generated to Facilities to secure space, an access badge and clearance to all appropriate areas and locations. And don’t forget to think globally here folks. What if there is a space issue in the selected facility? The system must have the closed loop feedback to automatically or with a certain amount of automation, come back to Sara with this update and the information to make an alternate selection. The system could also automatically just default and select the next open and available space and secure that to keep the process moving while Sara is informed of the situation.
You can see how this new evolution of service-oriented, people-oriented delivery can cause a revolution in roles. It can get very confusing when looking at hundreds and thousands of users, unless you use the right automated solution is powering this, if you have not mapped out the various roles (Personas) and what they need and created the proper service fulfillment map. When an order is placed, the client should see their order in a queue similar to online retail shopping, including the steps the order needs to go through to fulfillment and estimated delivery time.
Key to this whole philosophy is that of centralizing and industrializing the order to fulfillment process. In this new model, automation is a core competency, logistics, and multi-vendor management are new roles.
The result is a “one-stop-shop” for not only your end-user, but for your IT staff to orchestrate and automate the workflows behind the catalog and across the organization. And to make it easier to orchestrate your IT product and service offerings, even when using external providers. “Everything as a service” thinking allows you to add new vendors and services to your service catalog.
Although service orchestration requires different skillsets than your traditional IT staff may have, you can turn to a partner such as Unisys to assist you in this transformation. We can assist you in benchmarking where you are today in terms of people, process and technology, and map that to the requirements for the future.
We can quickly provide you with a cloud base platform to enable much of the automation that we have just described and provide the intellectual capital and experience on how to leverage this new found power.
From creating your service strategy, to designing the catalog and portal, to the underlying service maps, Unisys can jumpstart this process with a mix of subscription services and expert guidance.
Simply put, we make it easy for your team to become service brokers.