Mark Smiley

Mark is a Senior Advisor at Cask, Service Desk organizational expert, and has 12+ years of hand-on Service Management, Service Desk, IT Operations, Service Delivery and Consulting experience. Mark partners with customers across Technology, Financial Services, Energy, and Government industries to develop services and supporting world class processes.

Recent Posts

The Proactive Service Center vs. the Reactive Contact Center

HOW TO SEE THE FUTURE

If you’re an employee at a contact center, everyday life can sometimes feel like a roller coaster.  You’ll have moments of calm, followed by a sudden influx of calls and emails that catches everyone off guard. And, just when you think your day is done, someone will call to ask for help about a product you didn’t know your company even offered.  Yes, every day can bring new challenges at your company’s call center. At Cask, we focus on using metrics and data to help your organization better anticipate the week, month and quarters ahead.

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Laying the Groundwork for a Successful Engagement

Organizations, throughout multiple industries, are striving to successfully manage their IT environments. Many even find it necessary to invite assistance from some form of professional services organization to help them achieve their goals. I have worked at several of these firms over the course of my career. When we host internal discussions amongst ourselves about the progress we are making (or the lessons learned from working with our customers) we’ve noticed some common themes that, if addressed preemptively, can make our work together much more successful.

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The Art of Business Relationship Management

When we discuss several of the various aspects of IT Service Management, and ITIL in particular, we tend to focus on relatively rigid, repeatable, and metric-driven processes.  These more rigid processes, such as Incident, Problem, and Change, are viewed as more of a science, as they can be easily repeated and measured with precise analytics for success.  These core processes are indeed vital for success, and every IT organization should continue to strive to reach maximum performance levels in these areas.

Business Relationship Management (BRM) certainly has its fair share of measurements and repeatable processes, but we believe that a truly successful BRM process includes factors that cannot be easily measured.  The art of Business Relationship Management therefore includes some of the following key factors:

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