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The client, a leading global business law firm serving over 30 countries, had service desk facilities dispersed across multiple locations and was struggling to manage this support across the various sites. For this initiative, TEKsystems consolidated all service desks to a single service desk and provided management support.
The client stands as one of the world’s largest business law firms, with over 4,000 lawyers providing legal support to multinational, Global 1,000 and Fortune 500 enterprises.
Organizations aim to optimize their IT service desk function, as increased efficiencies can yield a big return. When service desk teams are managed as strategic assets within an enterprise, significant improvements can be achieved including faster incident resolution rates, optimized user productivity, positive personal experience, and increased customer satisfaction. Ultimately, these improvements create a better end-user experience.
Competing with the need to capitalize on IT efficiencies is the reality that businesses are also trying to accomplish more with less. The expectations of service desk support remain constant, while traditional desks cannot keep up with end-user demands. And as a result, the reputation
Following the acquisition of another law firm, the client maintained its service desk operations as a decentralized business function, where its primary service desks—one in Baltimore, Md. one in Chicago, Ill.—were responsible for resolving IT issues within the scope of their designated geographies. This was contrary to the way the merger was handled across the rest of the organization, as the client took on a more holistic approach to conducting day-to-day business.
The client, a leading global business law firm serving over 30 countries, had service desk facilities dispersed across multiple locations and was struggling to manage this support across the various sites. For this initiative, TEKsystems consolidated all service desks to a single service desk and provided management support. merger was handled across the rest of the organization, as the client took on a more holistic approach to conducting day-to-day business. The client understood that it is industry best practice to operate with a single centralized service desk to ensure quality control and consistency of this support, and sought a partner to help move operations to a single facility in Baltimore, where corporate IT operations were also located. Yet, several hurdles made it a challenging on taking:
Pausing service desk operations would be risky for the business’ bottom line, so incoming requests would need to be addressed during the consolidation. It would be critical to ensure continuity of support was maintained and no service was interrupted throughout implementation. Additionally, the quality and content delivered would need to be consistent for every request, before during and after the service desk was centralized, and careful transfer of knowledge would be required.
Transition of Analysts:
In order to streamline the client’s service desk operations, personnel would need to be consolidated. It would be impractical to relocate service desk analysts from the Chicago facility to Baltimore, so these individuals would need to be offboarded. The positions held by dedicated employees with long-standing tenures at the organization were no longer necessary. The client would need to reposition those who would be affected by the centralization, and the Baltimore facility would need to ramp up its analyst support in order to account for the gaps.
Limited Issue Exposure:
Separation of IT support meant that the types of issues analysts were tasked with resolving were dependent on location. For example, the newly acquired entity in Chicago was focused on accounting and IT services, so naturally, incoming service desk tickets from that office were related to those services. Likewise, the Baltimore facility provided IT service desk support for general operational issues related to items such as finance, Microsoft Office, etc. As such, analysts were limited in terms of the types of issues they were equipped to resolve.
The support services TEKsystems’ proposed included: streamlining its service desk support to a single location that is integrated with the client’s corporate IT department, in order to ensure consistency of solutions and capitalize on existing resources that can be repurposed. While the need for a centralized service desk was evident, the approach to achieving it required careful planning and diligence:
TEKsystems was selected for this engagement for several key reasons:
A centralized service desk was successfully established within the client’s 10 week timeline. The client’s service desk support saw increased efficiencies and improved expectations were set for incident escalation from the service desk to the client’s IT department.
At the commencement of the initiative, TEKsystems provided an on-site delivery manager to manage the transition on a daily basis, identify areas for improvement and keep open communications with client leadership. After the transition was complete, efficiencies were being met and the service desk was stable. As a result of this stabilization, a layer of management was removed and the delivery manager shifted his tasks over to a full-time supervisor.
TEKsystems took full ownership of hiring decisions for the new analysts to join the Baltimore facility. When the facility went live in 2004, a total of 15 service desk analysts and two team leads were sourced by TEKsystems. Developed collaboratively with TEKsystems and the client, the service desk curriculum captured Chicago best practices, which the Baltimore office was not previously responsible for. To account for these knowledge gaps, all analysts were required to go through the onboarding and training process. Our selection and onboarding contributions were proven successful,as both the tenure and knowledge of service desk analysts has increased.
Additionally, service level agreement metrics have been monitored monthly since 2004 under TEKsystems oversight; this monthly trending data was helpful in identifying improvements that could be made pertaining to service levels. Importantly and of client priority, end-user customer satisfaction and resolution rates have seen increased attainment.
Throughout this initiative, relevant stakeholders were taken into consideration as noted by our listening exercises where we spoke with those Chicago analysts who would be most affected. Utilizing this hands-on collaborative approach proved successful, as we were able to successfully transfer knowledge to the central facility while maintaining harmony within the company. Those representing the acquired organization, who were once analysts at the Chicago facility have come to terms with the client’s solution for its service desk and are happy with the reconfiguring of its operations.
The following three pillars can be accredited for the success of this initiative: