Would you like to know how one of the leading integrated service providers managed to improve the efficiency and timeliness of its internal service management processes?
Are you ready to discover how Coopservice is transforming all business functions into automated processes that can be used from a single portal?
We will show you how the CIO of Coopservice extended the review and automation of IT processes to other functions, providing efficiency in the delivery of support services and in the
asset management to the total benefit of Operations and the company's EBITDA.
MAKING «DIGITAL» COOPSERVICE
BY 2024.
In Coopservice, internal processes play a fundamental role with respect to operational needs: their efficiency and timeliness is directly reflected in the company's EBITDA, because it puts Coopservice personnel in a position to best deliver services to the end customer.
The fact that they were not digitally structured did not allow the automatic collection and integration of data in order to automate the required outputs, measure the main KPIs and guarantee the required service levels. This led to performance that, due to inefficiencies or lack of information, was not adequate for the required time and conditions.
The driving force for the digital evolution of internal processes was Coopservice's IT team, which needed to optimise IT Operations processes such as Incident and Service Request. Measuring the service levels provided by the IT structure was crucial to ensure adequate business support, but
the
presence of multiple suppliers and platforms with different SLAs made it difficult to read the data in the light of the operational processes involved.
«Our challenge is to make Coopservice digital by 2024.
We want operational people to be facilitated by well-formalised processes and managers to be able to analyse KPIs and identify areas of inefficiency. We plan a structured path that will touch all directions».
This need led IT to want to place the more operational processes of ITIL within a digital platform, the principles of which could then be extended to the other functions in order to create a single automated ecosystem for managing the processes involved in the delivery of support services.
This desire for centralisation and automation was also accompanied by the need to manage the company's assets accurately. Spreading them over multiple systems, employees and services, in fact, meant loss of control, loss of focus and ultimately higher costs, which ended up having a direct impact on the order margin.
The IT team wanted to be able to interact in real time with an IT component that was extremely distributed and difficult to track in its lifecycle (we are talking about 2500 clients and 800 servers, but not only that), so as to be more timely in providing support to users and valorise unused assets. There was therefore a need to create a digital ecosystem that would integrate through a single access portal not only the information related to the support services provided, but also that related to the company's IT assets.
DIGITISING PROCESSES IN A SINGLE CORPORATE PORTAL IN ORDER TO AUTOMATE AND MEASURE THEM.
The desire to search for a cross-functional solution, led the IT team to undertake an Enterprise Service Management project based on Ivanti. technology.
The end result took the form of a single service access portal for all Coopservice users, which alone is capable of linking processes in the back office and quickly providing the required outputs. In this process, Coopservice identified WEGG as the ideal partner to be able to adapt the Ivanti tool to the needs of all areas involved. WEGG's consulting experience in the application of IT methodologies and best-practices to non-IT contexts, in fact, was decisive in ensuring a clear vision of the context and the right concreteness in the implementation of solutions and integrations.
Optima is the name with which the service access platform was christened: the IT team started with the design of IT Operations processes on the IT Service Management component, and then extended the logic to the entire company, in particular to the areas of Management Control, Real Estate, Human Resources, QHSE and General Services.
«We are happy with the result," explains Scocco, «because we are getting good feedback from those who use it and to date we receive requests every week to digitise new processes. In fact, the company has quickly internalised the concept of Enterprise Service Management. My colleague Marco Rusalen, referring to the platform, used to say 'No Optima... no party'... and I share his thought!
REDESIGNING IT AND ENTERPRISE PROCESSES WITHIN A SERVICE MANAGEMENT TECHNOLOGY.
Ivanti's IT and Enterprise Service Management technology was chosen after careful software selection for its functional coverage of requirements and openness to integration with what was already in place.
The hardest work, carried out by the IT team with the support of WEGG, was to redesign on the platform the most appropriate processes for collecting and integrating data and activities to provide automated responses to requests. This required continuous discussion with the management of the other business functions to identify needs and KPIs to be measured.
The management of the platform was later enriched with the more technological solutions of the Neurons suite in order to have all information available and normalised on the company's assets. This will allow operators to be more timely in providing support and to have an up-to-date view of the life cycle of each device within a single console.
One of the advantages will be precisely that of being able to recover any unused equipment, making full use of their fleet.
In the coming months, the project will also see improvements in the security and efficiency of the systems supporting the orders.
«We will consolidate,»Scocco explains, «the patching component to increase security, and we will integrate the Service Mapping component on the platform to evolve the mapping within the CMDB. The aim is to improve the predictive capacity on incidents and availability of systems».
BENEFITS.
REVISED IT PROCESSES
to make them more efficient
A SINGLE ACCESS
to services for the entire company
TIMELY MANAGEMENT
and centralised management of IT assets
«This project is useful for those realities that want to make their internal and service delivery processes more efficient while generating a positive impact on EBITDA. We are meeting the challenge of a digital Coopservice by 2024. Optima, the portal into which we have lowered the processes, is the spearhead of a structured path that will touch all company departments to digitise more and more processes on the platform. The best thing is to see how the concept of /b>Enterprise Service Management is now internalised in the company. The other departments have realised the benefits of the project and are asking us for support to digitise their processes».
«This project is useful for those realities that want to make their internal and service delivery processes more efficient while generating a positive impact on EBITDA. We are meeting the challenge of a digital Coopservice by 2024. Optima, the portal into which we have lowered the processes, is the spearhead of a structured path that will touch all company departments to digitise more and more processes on the platform. The best thing is to see how the concept of /b>Enterprise Service Management is now internalised in the company. The other departments have realised the benefits of the project and are asking us for support to digitise their processes».
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