JIRA Service Desk for HR Service Management – The Trade Desk success story
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Speed and efficiency. They're focal points for every business discipline and Business Operations & Support is no exception. These teams must be on the lookout for the next generation of tools and technology to scale & streamline operations and to stay competitive. Join us as we discuss with Drew West of The Trade Desk how to integrate and automate business rules into service requests using the Atlassian ecosystem to drive better efficiencies and business value. You'll come away with a solid understanding of how to build, grow, and maintain a successful service operations team.
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JIRA Service Desk for HR Service Management – The Trade Desk success story
- 2. SWATI JAIN | VP, PROFESSIONAL SERVICES | CPRIME JIRA Service Desk for HR Service Management The Trade Desk success story DREW WEST | SR. DIRECTOR, GLOBAL SUPPORT AND BI | THE TRADE DESK
- 3. The history of oral storytelling developed around a visual element – the dance of a fire. This is still true today. Providing the proper visual elements will unify and level-set your audience for proper coherence. Daniel Nanescu, quotefancy.com
- 4. Omnichannel digital advertising platform empowering global advertisers. THE TRADE DESK
- 5. Business Operations - Trade Desk Employees - Client Services - External Trading Partners ~500+ users
- 6. Service Operations - 10 Fulfilment Teams - Global Application Support - Information Technology - PeopleOps - DevOps - Partner Management - … ~125+ agents
- 7. Product Management Operations - Product Management - Engineering ~ 200+ users
- 8. How we collaborated Then! Triage Desk.com Fix Pivotal and Spreadsheets Request Email
- 9. Billion transactions each day!
- 10. = Product Marketing and Engineering= Trader= Account Manager= Customer FROM THE CLIENT TO SERVICE DESK – THEN LEGEND 2010-2012
- 11. = Product Marketing and Engineering= Trader= Account Manager= Customer FROM THE CLIENT TO SERVICE DESK – THEN 2010-2012 2012-2015 LEGEND
- 12. Fragmentation Disparate applications challenged process continuity and organizational scalability. Pain Points Fragmentation
- 13. Traceability Lack of consistency challenged participant visibility and accountability. Pain Points Traceability
- 14. Analytics Lack of standardization challenged objective understanding and decision making ability. Pain Points Point 2 Analytics
- 15. How we Collaborate NOW! Triage FixRequest
- 16. FROM THE CLIENT TO SERVICE DESK – NOW 2010-2012 2012-2015 2016… = Product Marketing and Engineering= Trader= Account Manager= CustomerLEGEND
- 17. Success! Connected teams streamlined on a single platform using standardized processes.
- 18. Days for Concept to Delivery
- 19. Types of Request People Ops On boarding Off boarding Support Incident General Asset Inventory Access Product Feature Integrations
- 25. Connecting Teams Intake Triage Employee Object Employee object stub created in Insights for provisioning and auditability.
- 26. Connecting Teams Intake Triage CMDB Rules based mapping of fulfilment team and enterprise applications.
- 27. Connecting Teams Intake Triage Spawn Spawned Requests Automatic spawned requests for each individual application request.
- 29. Connecting Teams Intake Triage Spawn CMDB Application provisioning, approvers, request participants and fulfilment teams automatically mapped.
- 30. Connecting Teams Intake Triage Spawn Fulfill Object Linked AD Account created and main request resolved
- 31. Connecting Teams Intake Triage Spawn Fulfill Automation Automatic routing for two-step approval process on customer portal.
- 32. Connecting Teams Intake Triage Spawn Fulfill Application Provisioned Application request assigned and resolved
- 37. Visibility Dashboards Metrics CMDB Audit Data Object Employee object, all related requests, all related objects and references.
- 40. Analytics Provisioning All provisions made for an asset/application. High volume issue types represent product enhancement opportunities to drive self-service customer activity. Issue Type Analysis Remove repetitive issue demand and costs Optimized Individual and Team Performance Balance staffing resource allocation to meet business needs
- 41. Analytics Provisioning All provisions made for an asset/application. Identify training opportunities by individual or across teams/regions. Time to Resolution Analysis Remove repetitive issue demand and costs Optimized Individual and Team Performance Balance staffing resource allocation to meet business needs
- 42. Analytics Provisioning All provisions made for an asset/application. Address high effort cases to proactively plan for peak demand. Agent Effort Analysis Remove repetitive issue demand and costs Optimized Individual and Team Performance Balance staffing resource allocation to meet business needs
- 45. Make it a continuous pursuit! FINALE
- 46. Thank you! SWATI JAIN | VP, PROFESSIONAL SERVICES | CPRIME DREW WEST | SR. DIRECTOR, GLOBAL SUPPORT AND BI | THE TRADE DESK
Notas do Editor
- Your headshot should look like you This should go without saying, but old, blurry, or dark pictures can make you look distorted. Use a high-quality photo to avoid looking pixelated. Your picture should just be you Avoid groups or awkward crops Show off your personal brand The audience’s first impression is your title slide. Your headshot can be professional and show off your personality at the same time. Avoid distractions Busy backgrounds, sunglasses, full-body pictures, and selfies (if you can help it).
- Story: individually each group can serve the company – but only connected teams can scale to support an organization in the midst of hyper growth. Notes: We all are great at achieving outcomes. The real power is when you can multiply those outcomes as a team. Now, Teamwork is hard! And teamwork becomes crucial when an organization is going through hypergrowth. Today, we would like to share with you how The Trade Desk built a connected service delivery team of over 100 service agents. We’ll show you how teams can use JIRA Service Desk across an enterprise to connect, collaborate, track effectively. I would like to introduce you to Drew West, Senior Director of Global support at the Trade Desk. He was the primary SME, project champion and also pseudo product owner on this initiative. He worked closely with our team to guide the roadmap of this initiative throughout the project lifecycle. Drew will now introduce you to some of the pain points they were looking solve and what does success look like for them today.
- Today, I would like to share with you how the Trade desk built a connected service delivery team of over 100 service agents. The Trade Desk powers the most sophisticated buyers in advertising technology. Founded by the pioneers of real-time bidding, The Trade Desk has become the fastest growing demand-side platform in the industry by offering agencies, aggregators, and their advertisers best-in-class technology to manage display, social, mobile, and video advertising campaigns. We provide a platform for ad buyers. Most buyers are ad agencies or other technology companies. We provide a self-service platform to agencies who deliberately pick from 200 billion digital ad opportunities each day. We are an omnichannel platform supporting - TV, Mobile, Video, Audio, Display, Social and Native advertising channels. The Trade Desk is proud to offer a robust technology stack built by an agile engineering team that ships code weekly. Our product offering is a reflection of our industry-leading strategy for shaping the way media is bought and sold. The Trade Desk empowers buyers at the campaign level with the most expressive bid capabilities in market, full-funnel attribution, and detailed reporting that illustrates the consumer journey from initial impression to conversion. By maintaining a pure buy-side focus, The Trade Desk delivers on branding and performance for clients worldwide.
- Business Operations represent the (internal) “Customers” of our ticketing/case management system. All ~500 employees are active JIRA Service Desk Participants. Client Services, representing the Account Managers and Traders that are closest to the Trade Desk (external) Clients represent >75% of Service Desk ticket volume. These teams are our primary point-of-contact for our Clients. Trading Partners, are the external users that are critical to the delivery of Trade Desk products and services. These partners provide inventory, data, infrastructure, consulting and other services necessary to our success. ….. NOTE: Unclear what the similarities or differences are between “employees,” “participants,” “customers,” and “fulfillment teams.” Later we have “personas” and “approvers.” WHO- WHAT? Maybe we need a new slide after this one to define the role of Customer, Agentt or Service Agent, and Fulfillment Team – with a graphic showing this structure. Is Client Services dealing with outside clients? Then we can’t use “customers” as clients, because that word means something different in the Service Desk context.
- The Services Operations Team is comprised of 10 (soon to be 11) service fulfillment teams (All 125 are active JIRA Service Desk agents). These include - Global Support – The default fulfillment team handling over 50K issues per year - If an Account Manager, Trader or Trading Partner needs assistance, it comes to Support. SWAT - First line of Engineering and Development back-stopping Global Support with engineering resources – the primary (and seamless) transition point between Service Desk and JIRA Product Management systems. Information Technology - Develops and manages all Trade Desk operational IT infrastructure, services and security. This includes employee workstations, networks, telecommunications systems. PeopleOps - Trade Desk Human Resources - serving all Trade Desk employees with payroll, benefits, staffing and onboarding management. DevOps - Develops and manages all Trade Desk product IT infrastructure, services and security. Global cloud-based datacenters and massive transaction processing systems. Inventory Partnerships - Develops and manages relationships with Inventory provider…web sites, mobile applications, digital radio and television providers. Enterprise Integrations - Services API integrated clients. Data Partnerships - Develops and manages relationships with data providers. Business Intelligence - Provides operational/financial data and reporting insights and services to Trade Desk business units. Training and Employee Development – Develops and provides each employee with robust product and management training services. ….. GMK NOTE: ~125+ agents – are these Service Agents? They need to be defined. How do they relate to “customers?” See notes for previous slide. Also, use ~125 agents OR 125+ agents, not both ~ and +.
- Product Management – The Trade Desk manufacturing teams that plan, develop, and implement new features and enhancements to the Trade Desk platform…releasing new product enhancements and features each week. Product Planning and Management - Assesses, plans and manages the Trade Desk product development priorities. The Product Planning and Management team is now leveraging Client Services, Client and Global Support input to focus on the right priorities to ensure our client success. Engineering and Development – Develops, tests and ships technology innovation to propel our Trade Desk client success and to continue hyper-growth. The Engineering and Development teams are now receiving immediate notification of product bugs and issues – with thorough issue details (triage troubleshooting and reproduction specifics) thought JIRA/Service Desk.
- Through early “iterative” organizational growth – typical for a start-up company – the Trade desk found ourselves being challenged with DISPARATE systems and processes. Business ops was heavy email users, Services ops used Desk.com with limited features, and Product management lived in the world of spreadsheets and pivotal software. This was adding friction to our hyper-growth, and having an adverse impact the success of our business.
- The Trade Desk works with our clients to create 1-on-1 digital advertising opportunities…processing 432 BILLION transactions each and every day.
- Highly transactional business model In the early years of the Trade Desk (2010-2012) our client services team would work with customers and our technical experts to answer questions and to resolve problems. Case communication was transacted in person or via email. During this stage of our evolution, we had a handful of key “players” or subject-matter-experts. These were our rockstars…the go-to resource for specific issues or questions. As long as you knew who to contact, and they we available, your could quickly find an answer to get an issue resolved…and everything worked very well. As we started to experience hyper-growth, teams expanded and deployed various tools to facilitate communication - and to address the growth of client accounts, Trade Desk teams and transaction volumes. These systems were not integrated and case communication was handled via email and various IM tools. The Support ticketing system and product management systems weren’t integrated. At this stage were we’re seeing increases issues that were beginning to inhibit our growth. Our client population had expanded rapidly and our internal teams had grown significantly. The Trade Desk platform also became more sophisticated and our rock-star “players were beginning to drown in requests coming from many individual through various communication channels. Even worst, our client-facing teams and or clients were not receiving the quality of service that we believe was necessary to ensure our mutual success. We are averaging below 60% in customer satisfaction ratings and we had more hyper-growth and market-share gain potential ahead…but we needed to improve our processes and tools. The players were there…but we needed to build the “team”. In late 2015 we deployed JIRA, Service Desk and Confluence across the entire enterprise…all case communications is handled via JIRA/Service Desk. Support ticketing and product management systems are seamlessly INTEGRATED. Employees, Client Services and Partners are all active participants in Service Desk tickets. We now have a platform and processes to support team execution. Our rock-star “players” are no longer answering the same questions over-and-over. All team members have visibility to what is in play, what has occurred, and can collaborate, as an informed participant, in issue resolution and solutions. Redundant work has been eliminated and ownership is clear. The “team” is now able to execute with low friction and is delivering amazing results. ….. NOTE: Same issue here with the difference between “customers” and “clients.” The Slide 10 before this one is complex. Maybe insert a slide, or talk briefly about, WHY Service Desk was introduced. “We were struggling. We needed to simplify and speed up our operations. We needed better team collaboration. THAT”S WHY we brought in Service Desk. In our Analysis, THESE are the Three Pain Points we identified.”
- Highly transactional business model In the early years of the Trade Desk (2010-2012) our client services team would work with customers and our technical experts to answer questions and to resolve problems. Case communication was transacted in person or via email. During this stage of our evolution, we had a handful of key “players” or subject-matter-experts. These were our rockstars…the go-to resource for specific issues or questions. As long as you knew who to contact, and they we available, your could quickly find an answer to get an issue resolved…and everything worked very well. As we started to experience hyper-growth, teams expanded and deployed various tools to facilitate communication - and to address the growth of client accounts, Trade Desk teams and transaction volumes. These systems were not integrated and case communication was handled via email and various IM tools. The Support ticketing system and product management systems weren’t integrated. At this stage were we’re seeing increases issues that were beginning to inhibit our growth. Our client population had expanded rapidly and our internal teams had grown significantly. The Trade Desk platform also became more sophisticated and our rock-star “players were beginning to drown in requests coming from many individual through various communication channels. Even worst, our client-facing teams and or clients were not receiving the quality of service that we believe was necessary to ensure our mutual success. We are averaging below 60% in customer satisfaction ratings and we had more hyper-growth and market-share gain potential ahead…but we needed to improve our processes and tools. The players were there…but we needed to build the “team”. In late 2015 we deployed JIRA, Service Desk and Confluence across the entire enterprise…all case communications is handled via JIRA/Service Desk. Support ticketing and product management systems are seamlessly INTEGRATED. Employees, Client Services and Partners are all active participants in Service Desk tickets. We now have a platform and processes to support team execution. Our rock-star “players” are no longer answering the same questions over-and-over. All team members have visibility to what is in play, what has occurred, and can collaborate, as an informed participant, in issue resolution and solutions. Redundant work has been eliminated and ownership is clear. The “team” is now able to execute with low friction and is delivering amazing results. ….. NOTE: Same issue here with the difference between “customers” and “clients.” The Slide 10 before this one is complex. Maybe insert a slide, or talk briefly about, WHY Service Desk was introduced. “We were struggling. We needed to simplify and speed up our operations. We needed better team collaboration. THAT”S WHY we brought in Service Desk. In our Analysis, THESE are the Three Pain Points we identified.”
- Email, Support ticketing, and product management systems were separate and not tightly integrated. ….. NOTE: The Pain Points could be the theme of this presentation. As a case study, there’s a Situation, (or Problem,) your Analysis, and the Solution you implemented: Service Desk.
- There was no single location to see the entire picture related to an issues. Email related requests were absent of clear accountability or ownership. It was not uncommon to see many team members addressed (or copied) on an issue message with now primary issue owner. Email volumes continued to increase, causing email fatigue and compounding ownership challenges.
- These systems were incapable of providing a comprehensive view of activity, issues, capacity demand and challenges…not to mention lack of sufficient data that could be analyzed for improvement opportunities.
- JIRA and Service Desk have removed the friction that was impacting our ability to scale and capture marketshare. ….. JIRA and Service Desk removed the friction that was impacting our ability to COLLABORATE AS TEAMS. WE HAD GOOD PEOPLE. WE WERE GROWING FAST. BUT WE WERE UNABLE TO scale and capture marketshare.
- Highly transactional business model The Trade Desk works with our clients to create 1-on-1 digital advertising opportunities…processing ~432 BILLION transactions each and every day. In the early years of the Trade Desk (2010-2012) our client services team would work with customers and our technical experts to answer questions and to resolve problems. Case communication was transacted in person or via email. During this stage of our evolution, we had a handful of key “players” or subject-matter-experts. These were our rockstars…the go-to resource for specific issues or questions. As long as you knew who to contact, and they we available, your could quickly find an answer to get an issue resolved…and everything worked very well. As we started to experience hyper-growth, teams expanded and deployed various tools to facilitate communication - and to address the growth of client accounts, Trade Desk teams and transaction volumes. These systems were not integrated and case communication was handled via email and various IM tools. The Support ticketing system and product management systems weren’t integrated. At this stage were we’re seeing increases issues that were beginning to inhibit our growth. Our client population had expanded rapidly and our internal teams had grown significantly. The Trade Desk platform also became more sophisticated and our rock-star “players were beginning to drown in requests coming from many individual through various communication channels. Even worst, our client-facing teams and or clients were not receiving the quality of service that we believe was necessary to ensure our mutual success. We are averaging below 60% in customer satisfaction ratings and we had more hyper-growth and market-share gain potential ahead…but we needed to improve our processes and tools. The players were there…but we needed to build the “team”. In late 2015 we deployed JIRA, Service Desk and Confluence across the entire enterprise…all case communications is handled via JIRA/Service Desk. Support ticketing and product management systems are seamlessly integration. Employees, Client Services and Partners are all active participants in Service Desk tickets. We now have a platform and processes to support team execution. Our rock-star “players” are no longer answering the same questions over-and-over. All team members have visibility to what is in play, what has occurred, and can collaborate, as an informed participant, in issue resolution and solutions. Redundant work has been eliminated and ownership is clear. The “team” is now able to execute with low friction and is delivering amazing results.
- Today, all Business Services participants submit their requests or issues via the JIRA Service Desk platform – eliminating organizational and process fragmentation. The Service Operations teams are now able to manage all requests/issues with complete details and case history. Requests and issues have complete traceability and the issue ownership chain (and accountability) is maintained. Bug issues are seamlessly escalated and case resolution is orchestrated across all participating teams to ensure prompt response and client success. Additional strategic value is being realized through product opportunities analysis and organizational/capacity planning.
- Narration: The fascinating fact is that we were able to turn around the first phase of our solution in 120 days from concept to delivery. Our pace OF DELIVERY matched the speed of hyper growth at The Trade Desk. The cPrime delivery team and Trade Desk SMEs worked closely together as one scrum team with iterative delivery and agile mindset. As a product owner, Drew was always mindful of the most critical features needed – and measured every feature against the three pain points diligently: Fragmentation, Traceability, and Analytics. cPrime brought in solution and technical leadership, and demonstrated working progress every week so we could solicit feedback early on. This also helped get buy-in from different groups throughout the delivery process, which assisted with org readiness and change management. Through rapid and collaborative delivery, the product success has turned it into an enterprise platform with continuous adoption by many additional teams and processes.
- With over 10 fulfillment teams, we have a variety of Service Desk requests running on this platform. They include – PeopleOps – Employee on-boarding and off-boarding. Application Support – System incidents or bugs and general support requests. Asset management – Inventory management and application acces provisioning Product Escalations – Feature requests, bug escalations and integration requests. …..
- So let’s take a closer look at People Ops Management – How The Service Desk onboarding solution remedied the three pain points in the organization. The Trade Desk employee base has doubled each year over the last four years, and the need for a more streamlined onboarding process became critical for its continued growth and success.
- PAIN POINT: FRAGMENTATION Our goal here was to bring every single participant in the onboarding process into a central tool, where they could work together on a single version of the request. This includes all participants involved in the lifecycle of a request, from intake to triage to spawning additional access requests, all the way down to fulfillment of these requests.
- The process begins when an HR rep submits a new Active Directory account request for the People Ops Service Team. As you can see, the Intake form has variety of data fields from text fields, drop downs, dates etc. As such, a well defined Intake form extends a self-service mechanism to ensure completeness of the submitted request.
- On this intake form, we had various cascading drop downs that were populated based on data objects managed in our CMDB database. This CMDB database serves as our data matrix with a collection of static data objects as well as transactional data objects. In this example, our HR rep selects the type of worker, their manager, and corresponding department.
- Once the request is successfully created, it ends up in the appropriate work queue with all relevant information needed to fulfill this request further. Lets take a closer look at this request.
- FIRST, the new employee object stub is created in the employee object of our CMDB so we can trace all service request activity for this employee from day 1.
- Next, based on the selection made on the intake form, Service Desk automatically populates the request with the relevant fulfillment team and available applications accessible to the employee, based on their employment type and department, and all available permissions and memberships to different groups. Service Desk rules-based automation brings a high level of consistency and governance to this process.
- Also notice, based on these default provision settings, a new individual access request is spawned automatically per application to be provisioned. All these spawned requests are linked back to the main onboarding request on the customer portal as well as the agent view for traceability.
- This is what a spawned request for Dropbox access looks like.
- If you take a closer look, Service Desk automatically mapped each spawned request with relevant permission details for different Dropbox folders. Also, Service Desk automatically populated different levels of approvals needed along with corresponding approvers per level. In our example of Dropbox access, level 1 and level 2 approvals are needed. The logic is built to support single or multiple levels of approvals dynamically based on the rules data matrix. Our JIRA workflow is also designed to dynamically route the request to one or multiple relevant approvers based on these business rules. Once again, this ensures process efficiencies, consistency, and governance.
- While an application request fulfillment may run on a parallel track, our main onboarding request can meanwhile be fulfilled and resolved in a timely manner. The resolution of the onboarding request requires that an Active Directory account is mapped to it. Here, Service Desk dynamically pulls our list of available Active Directory accounts from LDAP. Once a request is linked to its corresponding AD account, the employee object gets updated with this info as well, thus ensuring completeness of request and the data object.
- For the application access request, Service Desk leveraged the customer portal to get level 1 and level 2 approvals from its participants. With each approval, the workflow promotes the request to the next level of approver. The system notifies the relevant approver to move the request forward using the customer portal. In this manner, all necessary participants are brought to collaborate centrally in the tool and on the same request.
- Once necessary approvals are received, the request is automatically routed to the Fulfillment team Work Queue to provision access. Here, a member of the relevant fulfillment team picks the requests and processes it to completion. In the case of a Dropbox request, completion is marked by assigning access to Trade Desk’s Dropbox account. Likewise, other application requests can be fulfilled on a parallel track. ---- So as you can see, this implementation simplified and streamlined handoffs across the 6-10 different participants who may be involved in the onboarding of a single employee. Traditionally these hand offs spanned 3-4 different applications. Now, everyone worked on a single version of a request in a central tool. This implementation also simplified decision-making through business rules mapping and workflow automation. No longer did people have to rely on tribal knowledge for request routing. Finally, this implementation broke the silos and connected teams and processes in a manner that ensured consistency and process governance.
- Narration: Next, lets see how this implementation solved various aspects of Traceability and visibility. Our goal here was to bring the right information to the attention of right people as well as connect information in a manner that gave meaningful insight into it. ….. Improve visibility into production, of the team, workloads, turnaround times Create data Leverage the platform to gain greater visibility
- So we built Persona based dashboards for improved visibility on volumes, status, and throughput. This is a manager level dashboard, where they can see: All members of a team workload per members Requests volume Trends on resolution rate This approach serves as a good mechanism to report on the current state of affairs in a central place. --------------------------- PREVIOUSLY, The Trade Desk data was fragmented and there was no visibility. No single location to see the entire picture related to an issue. Email related requests were absent of clear accountability or ownership. It was not uncommon to see many team members addressed (or copied) on an issue message with no primary issue owner. Email volumes continued to increase, causing email fatigue and compounding ownership challenges.
- Additionally, we were able to draw out SLA metrics that showed team performance, time to resolution, hand off bottlenecks, and overall throughput. In this example, you can see the average time to response/support a request depending on its priority and severity. ------------------------ Metrics: Time it takes to process a request How long a request sits in a particular state Metrics objectively views throughput Bottlenecks Productivity
- Through Insights add on, we were able to build and manage various type of data objects in the data matrix.
- Here, We gain insight into all relevant information on an employee, their employment details, their reporting structure, what applications they have access to, and any other service requests related to them.
- Through Insights add on, we were able to build and manage various type of asset inventories. These could be physical objects or application objects. As you can see on screen, this is a list of all DropBox folders managed in the organization. For each dropbox folder, you can see who owns the folder, who has access to the folder, and all related services requests for it. The Trade Desk went public (in 2016) – with over $1B dollar valuation according to analysts and was deemed as one of the most successful IPO of 2016. With so much spotlight, the need to meet and maintain the expectations on data regulations and compliance was cirtical. Through our CMDB solution, auditors have access to all necessary data needed to meet regulatory needs for traceability and compliance.
- For our third pain point – Analytics – Drew will walk us through how they were able to leverage the data from JIRA for more objective understanding and decision making. ….. PAIN POINT: Analytics
- Persona based dashboards for improved visibility on volumes, status, and throughput.
- Persona based dashboards for improved visibility on volumes, status, and throughput.
- Persona based dashboards for improved visibility on volumes, status, and throughput.
- Before the deployment of JIRA Service Desk our customer satisfaction ratings we averaging below 60%. From mid-2016 and, I am happy to say to today, our customer satisfaction score have not fallen below 99%! ….. Before the deployment of JIRA Service Desk, our customer satisfaction ratings WERE averaging below 60%. From mid-2016 and, I am happy to say to today, our customer satisfaction score HAS not fallen below 99%!
- Before the deployment of JIRA Service Desk our customer satisfaction ratings we averaging below 60%. From mid-2016 and, I am happy to say to today, our customer satisfaction score have not fallen below 99%! ….. Before the deployment of JIRA Service Desk, our customer satisfaction ratings WERE averaging below 60%. From mid-2016 and, I am happy to say to today, our customer satisfaction score HAS not fallen below 99%!
- My experience and that of the Trade Desk has taught us that establishing high level goals and driving an aggressive timeline can help us fuel our ability to sustain hyper-growth. Our high level goals included - - Iterative approach, which helped gain executive support on continued basis by delivering iterative value. - Ability to stay nimble and agile in the midst of hyper growth. - Growing interest by other departments in the organization due to the growing success of this platform. - Business championship and the platform sells itself! - Cross-domain knowledge sharing to drive continuous improvement and operational efficiencies. Because of our commitment to this continued success we drove the JIRA Service Desk deployment from concept to operationalization – 120 days. We are continuing this service delivery journey as we add more teams and refine our processes – based on the experiences and knowledge gained through JIRA Service Desk and our partnership with C-Prime. …… This sounds like Drew – I think Service Desk should be introduced at the top – behaviors changed because of GREAT software, scalable and collaborative, that automates many functions, and is rules-based for consistency and good governance!
- **For the ‘Thank you’ slide, simply choose the same master slide as the intro card and delete the subtitle (unless you need it for good reason).