Rethink

Global IT spending reaches an astonishing $3.9 trillion in 2020. Why aren’t we better off?

Change your
perspective on IT

Software and IT processes are created with binary perfection. But people are far from perfect. We’re not black and white. And we don’t always think logically either. These smart, perfect solutions don’t not always fit what we humans really need.

Empathy

The lack of empathy is the Achilles heel of almost every IT organization. Virtually everything is created and laid down in agreements from the technical point of view. The consequences are greater than many think. The frustrations, lost hours and missed opportunities add up to dizzying numbers.

Customer First

Steve Jobs said, "Start with the customer experience and work back towards technology." This idea should be the guiding principle for everything in IT. It sounds so logical, but it requires a completely different way of thinking. Only then will IT really work.

XLA®-Thinking

Giarte is the founder of the Xperience Level Agreement® (XLA). In contrast to the usual SLAs, the XLA focuses on user experience, impact and trust. Our XLA philosophy has grown into a complete method with clear guidelines and handy tools.

XLA helps organizations to perfectly align IT to what really matters to customers, employees and the business. We supply XLA as a working method with KPIs and plug-ins for existing ITSM platforms. XLA can be easily translated into benchmarks, scorecards and management rewards.

Why you should Rethink
your IT strategy

Efficiency

Employees lose less time when systems and processes are better aligned with how they really work. Instead of the other way around.

Appreciation

Better IT creates a better place to work. Employees appreciate that and ultimately the customers too.

Less mistakes

People make fewer mistakes. That saves time, money and frustration.

Future-ready

When IT fits the needs of the business, it is easier to grow as an organization.

Rethink

ING is a global financial institution and the largest consumer bank in The Netherlands. As banks are becoming more and more IT centric, getting a grip on all IT was vital for ING.

The challenge

Simply to the max

Complexity is messing up simplicity. How can we unmess the bank? Tons of KPIs made it increasingly difficult to manage IT at ING. When ING needed to renew the managed services contract for unified communications, they wanted radical simplification. Giarte was tasked to design an entire new way of performance management.

The solution

Performance management and service levels

We redesigned performance management and service levels based on two guiding principles: user experience and project excellence. How employees experience the quality and the delivery of projects on expectations became the two leading experience indicators (XIs). Our first XI is the happiness ratio’ of happy versus unhappy. The incentive is to improve the happiness ratio year over year. The second XI is project excellence’ and it is based on the satisfaction of the project business owner. The rating is a 5‑point scale. According to expectations is a 3, below expectations 1 to 2 and exceeding expectations 4 to 5. There is a reward for >3, and a service improvement plan for <3.

The result

Elimination of traditional SLAs

The subjective data on the user experience was part of the dataset for improvement analytics. The new contract eliminated the use of traditional SLAs. Ever since, the XI ratios have been improving.

What clients say

To develop a clear and compelling strategy for our scale-up, we engaged Marco Gianotten as a flip-thinker. With his creative and sharp view, he helped us formulate a distinctive positioning quickly. We’ve also embraced XLA as a framework to make end-users feel more confident and happier with IT. We are in a flow towards growth with a strong intrinsic motivation for our people. Everything is now falling into place.

Anna Noorda, General Manager GOODZO

With his razor-sharp mind and constructive provocations, Marco helped to explicit and structure our thoughts on long-term success. We go a long way back and discussed views on the industry, society, and our lives in a passionate and vulnerable way. Mutual trust in business relationships was a recurring topic. We have the kind of conversations key to leadership development. On long-term impact instead of short-term gains. On how to do good. On not to waste a good crisis. Marco and his team are important to Schuberg Philis’s success and future. These are the type of relationships that you wish for.

Pim Berger, Founder Schuberg Philis