The XLA Pocketbook is both a theoretical and practical beginner’s guide to the art of XLA. In this blog series, we take you through the different chapters of the book. Part 5 of this series explains the first steps of transforming your business into a XM-practicing organization.
Most organizations that decide to adopt Experience Management (XM) do not start with a blank slate. They are either IT service providers or IT service consumers, or both, and have organized the IT management services accordingly. As businesses become increasingly reliant on technology, IT service management has become a critical component of their success. However, many organizations have found that simply having IT services in place is not enough. In order to truly derive value from these services, they must also prioritize the experience of the end users.
One approach to improving IT service experience is by adopting Experience Management. Typically, the adoption of XM starts with a pilot, incorporating just a few services in order to keep things manageable. The initiative is usually driven by an individual manager who believes in the value of XM and has ​“sold” the initiative to their managerial board and to their team. Funding is allocated to start the Experience Management Journey, and the initial team to start this journey is referred to as the Task Force. Their task is twofold: to improve the value of the IT services in scope, and to establish a way of work.
Once the pilot is successful and XM has been adopted in the organization, the Task Force transfers its responsibilities to a permanent Experience Management Office (XMO). The purpose of the XMO is to gradually expand its scope to improve and manage more IT services from an Experience Management perspective. The Task Force is then disbanded, although some of its members may assume roles in the XMO. These roles can be temporary (for the sake of continuity of knowledge) or permanent. It is important to note that both the Task Force and the XMO are organizational functions rather than distinct units.
To successfully implement XM, organizations must adopt the XLA mindset, skillset, and toolset. The XLA mindset is the conviction that it is possible to let go of old belief systems and traditional managerial reflexes. An XLA training program is introduced, and people are trained in what XLA is and how to apply it. This training results in a team or organization with people who have the right skills to execute Experience Management: the XLA skillset. In order to measure and analyze the IT service experience, data-oriented tools are acquired and deployed; this is a significant part of the XLA toolset. These three elements are all intertwined and together play a vital role in adapting XM into your organization.
We go a lot deeper into the matter in the XLA Pocketbook, which is packed with knowledge about everything XLA. For other examples on how to transform your organization and more in-depth information, order the XLA Pocketbook here. Want to get the XLA mindset embedded in your organization? XLA Academy offers an e‑learning course and on-site training regarding Experience Management and XLA.
Our next blog article focuses on the bottlenecks you may encounter in transforming your IT Service Management Organization. Missed out on earlier posts? Read previous parts of our blog series, such as the Business Case for Better IT Service Experience here.
