Tesco-Case-Study
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Tesco reorganized its 4,000 global IT employees into 30 product and service teams to improve IT service management. This included implementing a new service-oriented architecture and communication platform from xMatters. The new system provided targeted notifications to the right people. It improved issue acknowledgement from 60% to 97% and reduced alert fatigue. The changes were implemented across Tesco's global operations in just 27 days.
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Tesco-Case-Study
- 1. CASE STUDY WWW.XMATTERS.COMTesco CASE STUDY Retail IT Management Large retailer reorganizes its 4,000 global IT employees Improved issue acknowledgement from 60% to 97% Service-Oriented Architecture delivers targeted proactive noti鍖cations Implemented in 27 days INDUSTRY USER PROFILE PRODUCT HIGHLIGHTS We basically took the organization and put it in a blender and pulled it back out. Rob Ainscough, IT Operations Manager Tesco Service Through Communication UK retailer Tesco improves ITSM with Service Oriented Architecture For global retailer Tesco, service is a key attribute. In addition to 7,800 stores (including franchises) in 12 markets, the company maintains an extensive online presence, reaching millions of shoppers each week. Determined to bring a world-class ITSM organization to its customers, Tesco modernized its IT force and organized around a Service-Oriented Architecture (SOA). This fundamental change in the service organization required an equally dramatic improvement in its noti鍖cations to follow issues from discovery through resolution. Today Tescos service metrics show that it is delivering on its promise. Challenges The IT organization sends 7 million emails and handles 300 phone calls per day from distributed operation centers in nine different countries, so tracking the effectiveness of teams and individuals had been a challenge. When the reorganization was starting, IT Operations Manager Rob Ainscough looked under the hood, and he knew Tesco could do better. Noti鍖cation processes globally were inconsistent and often failed to get relevant information to the right people at the right time, meaning slower response times to issues affecting customers. 0023_Tesco_Case_Study_09-10-2015.indd 1 9/10/15 3:06 PM
- 2. We changed the way we communicate Major Incidents to Technology and the business, allowing people to subscribe to what they care about. Rob Ainscough, IT Operations Manager Tesco Copyright 2015 xMatters. All rights reserved. All other products and brand names are trademarks or registered trademarks of their respective holders. 1-877-xMattrs xMatters Headquarters: United States: 12647 Alcosta Blvd., Suite #425 San Ramon CA 94583 US p: + 1.877.962.887 International: +1 925.226.0300 and press 2 US/CAN Toll Free: +1 877.XMATTRS (962.8877) EMEA: +44 (0) 800 652 7711 Australia/APJ: +61-2-8866-4949 Solution Tescos IT reorganized 4,500 employees into 30 Product and Service cells (Tescos term for service groups) who owned the design, development and run of their systems. This meant that many of the Technologists were given new roles with new responsibilities: whilst most team members had worked on developing systems, most hadnt worked on supporting systems. As Ainscough describes it, We basically took the organization, put it in a blender and pulled it back out. Under this new SOA, each Technologist can subscribe to relevant noti鍖cations in an a la carte service. Workers are more collaborative, responsive, and efficient. They can also unsubscribe from noti鍖cations that arent relevant. More targeted alerts alleviate alert fatigue and add efficiencies, improving service. Implementing the new intelligent communications platform was pretty painless Tesco implemented the xMatters IT Management system globally in just 27 days. Bene鍖ts IT service employees were cross-trained on newly standardized information, so each rep could resolve any issue and provide a consistent experience. Using the new architecture and the new communication platform, Tesco saw improvement almost immediately: The call acknowledgement rate is now 97% Dropped tickets are a thing of the past Improved collaboration between teams Subscriptions have reduced alert fatigue Today Tesco has a more consistent digital work environment, enabling better measurement and a consistent set of analytics, a sore spot before the reorganization. We changed the way we communicate Major Incidents to Technology and the business, allowing people to subscribe to what they care about. And its driving accountability and better results, Ainscough says. In a short time, Tesco has produced an entirely new architecture for IT with new roles, systems and expectations. The result is greater efficiencies, happier customers, and more growth opportunities for the future. 0023_Tesco_Case_Study_09-10-2015.indd 2 9/10/15 3:06 PM