Why Break-Fix is Dead When It Comes To IT Support
0 likesā¢139 views
The document discusses how break-fix IT support is an outdated model and managed services are better suited for businesses with 10-100 employees. It notes that managed services provide end-to-end support across a business's entire technology system through a dedicated IT professional. This allows issues to be addressed proactively before they impact the business and ensures technology supports the business as it evolves flexibly. The document promotes HTL as an IT support provider that offers personalized managed services through assigned engineers.
Why Break-Fix is Dead When It Comes To IT Support
- 1. www.htl.london Why break-ļ¬x is dead when it comes to IT Support How small-medium companies get more from technology with support services designed for the 21st Century htl White Paper
- 2. Introduction Break-ļ¬x: A 20th Century business model for IT Support The market for break-ļ¬x IT services has become very well established over the past three decades or so. As a business model, the break-ļ¬x approach to IT support was a continuation of how business services for supporting oļ¬ce automation had always been delivered; in the pre-PC era, from paper shredders to photocopiers, when machines went wrong you simply summoned support and maintenance services on-demand. Service and support was supplied ad-hoc and the customer paid each time service was required. As the PC appeared and the steadily proceeded to take over the desktop of the working environment, the break-ļ¬x service model was simply transposed on to computing devices. Although there have been variations to reļ¬ne and optimise the process, the method has essentially remained unaltered. As the cloud has revolutionised the way businesses provision productivity and digital services over the last 10 years, break-ļ¬x has become a less and less appropriate way to approach support and maintenance issues. Indeed, many think it is going to go the way of the dinosaurs! In this guide we discuss the beneļ¬ts of sourcing support and maintenance services for digital technology as a Managed Service. 40 Beaufort Court Canary Wharf London E14 9XL Email: [email protected] Phone: 02070936000 www.htl.london IT Support for 21st Century businesses Businesses of diļ¬erent sizes have diļ¬erent support requirements. Essentially, when it comes to identifying the support requirement, its horses for courses and this is generally related to the size of the business in question. Micro and small businesses of up to 9 people may have a very basic requirement. Often this might not extend beyond a need to have a PC ļ¬xed quickly when it breaks so they can carry on using Oļ¬ce 365 and other cloud applications to carry on conducting business. Mid-market and larger, enterprise scale businesses with 250+ employees are usually highly structured and everything tends to be departmentalised. An internal support team may be fully self-suļ¬cient or it may provide a ļ¬rst line of support; however, access to hardware spares and the right skills is not a given, and ļ¬xes for physical faults are often outsourced through very speciļ¬c Service Level Agreements (SLAs), contracts designed to provide the cover that is appropriate. The speciļ¬c clauses in the agreement reļ¬ect how critical the item that needs to be ļ¬xed is to the business. This leaves the remainder, which may be deļ¬ned as small businesses of 10 - 49, and medium businesses of 50 - 249 employees. However, within these conventional headcount-based deļ¬nitions of business size are those with 10 - 100 employees. This segment has more complex technology requirements and a more business-critical dependency on IT, far exceeding those of smaller businesses. However, they are unlikely to be as self-suļ¬cient as larger businesses. Quite frankly, in this space, which encompasses in excess of 200,000 UK companies, the ābusiness processā of waiting for something to break and then ļ¬xing it is too risky. In the 21st Century there simply needs to be a better alternative to break-ļ¬x. A more considered approach is needed to ensure there is access to the right levels of service to meet the needs of the business.
- 3. Enabling seamless, fully productive home working 40 Beaufort Court Canary Wharf London E14 9XL Email: [email protected] Phone: 02070936000 www.htl.london When evaluating the advantages of home working, some of the primary considerations are centred on the question of productivity. Todayās cloud technologies provide a solid platform for seamless and fully productive home working, allowing businesses to fully exploit the beneļ¬ts. Access to ļ¬les and resources 24/7/365 access to ļ¬les, databases and any technology resource available to the rest of the business. ā¢ Enables anytime working patterns to suit the requirements of individual ā¢ Allows hours of work ļ¬exibility to meet business needs such as delivery deadlines ā¢ Accommodates requirements for time shift for globally dispersed workers Collaboration Enables collaborative working with customers, co-workers and delivery partners using tools such as: ā¢ Outlook and its extended groupware features ā¢ SharePoint and other Microsoft technologies such as Skype for Business (see below) ā¢ Social enterprise software tools such as the eXo platform IT Support as a Managed Holistic and end-to-end For many businesses IT Support is the common denominator that underpins how the diļ¬erent elements of IT function. Internet, email, servers, storage, database applications and desktop productivity are all united by the need for good support. If we apply the Managed Services idea to the requirement for holistic support across the entire technology fabric of a business then we develop a vision for IT Support as a Managed Service. Such an approach is end-to-end, avoids any gaps and ensures the entire technology fabric of the business is completely under the care of a single responsible service provider. Seeing the technology fabric of the business holistically, the MSP understands the way people, business and technology ļ¬t together and is able to deliver more value from the IT resources in which the business has invested. Familiarity and the āIT Guy' To ensure service is delivered by a friendly, familiar face, it is highly desirable to have someone that takes responsibility for each particular client. This purpose is not best achieved by a hands-oļ¬ account manager. It is best served by attaching a hands-on āIT Guyā, an experienced systems engineer, where he or she takes personal responsibility for the relationship. Hands-on personal service, consistently delivered by the same trusted and familiar face enables continuity and allows knowledge accumulated over many contacts to be used to accelerate troubleshooting and problem solving.
- 4. 40 Beaufort Court Canary Wharf London E14 9XL Email: [email protected] Phone: 02070936000 www.htl.london Identifying āhiddenā technology challenges The technology fabric of a business often develops organically and unpredictably. If thereās an immediate project need, the 6 month budget can go out of the window as things may suddenly move from the āNice to Haveā to the āEssentialā column of the CAPEX plan. Sometimes watercooler moments may contain nuggets of information about forthcoming technology requirements that may not be formally recorded elsewhere. From the IT perspective, organic development can be challenging. One of the best ways to get a heads up is to have the IT Guy embedded within the business, working alongside the internal team, participating on informal lunchtime exchanges or more formal review meetings. Keeping an ear to the ground and listening to the internal team provides the close working relationship and the information the MSP needs to react in a more timely and eļ¬ective ways to get the best out of technology. An IT strategy for entrepreneurial businesses If the technology fabric may be subject to organic development, the same is often true for the core business activities of many small and medium businesses in the 10 ā 100 employee bracket. They are often conceived, built and run by entre- preneurial leaders. Frequently business models are modiļ¬ed to exploit new market opportunities or to pull back from those that are drying up. Their challenges change regularly and so the business changes regularly; consequently, every- thing needs to be ļ¬exible. To match this requirement the IT strategy needs to be developed in parallel. IT needs to be ļ¬exible to accommodate growth through M&A as well as direct investment; enable remote working; and absorb employee preferences to use their own smartphones and tablets and laptops, the so-called Bring Your Own Device (BYOD) phenomena. Eliminating āShadow ITā Shadow IT is where users resort to using their own software or websites to obtain the functionality and tools to help them on their work. Whether it is to get something done faster, more easily or at a higher standard, the reason they feel they need to do this is because the company or the IT department has failed to provide them with the appropriate tools for the job. The problem with Shadow IT is the company loses control of where data is stored, transmitted and taken oļ¬ine on USB drives, smartphone and tablets, compromising security. Imagine a leading auto manufacturer ļ¬nding out its latest concept car designs are being shared with authorised partners via Dropbox because secure FTP upload tools were not working? Shadow IT is a widespread practice, especially in smaller ļ¬rms. You canāt grow a business like that and you certainly wouldnāt be able to sell one. Avoiding situations in which Shadow IT thrives means listening to users and providing fully-featured and up-to-date systems that include the functionality required. The IT Guy embedded and with his or her ear to the ground is invaluable in identifying instances of Shadow IT; more importantly they listen to staļ¬, provide an independent point of view, and are able to convey the technology requirements to senior management. Reward schemes Incentivised schemes that reward performance are high more usually the preserve of sales teams. However, they also have a role to play in motivating non-sales staļ¬ involved in end-point service delivery. A CSat (Customer Satisfaction) survey links IT Guy remuneration to performance. From the outset of the relationship, the technical expert understands that the clientās experience of the IT Support that is delivered as a Managed Service is to play a direct role in determining performance bonuses.
- 5. Summary 40 Beaufort Court Canary Wharf London E14 9XL Email: [email protected] Phone: 02070936000 www.htl.london IT Support for the way businesses work today IT Support as a Managed Service ļ¬ts very well with the needs of todayās small and medium businesses of 10 - 100 employees. Delivering IT support under this business model enables companies to get the best value from their investment in technology while avoiding the business risks of the break-ļ¬x approach to IT Support. Key beneļ¬ts include: ā¢ End-to-end service that looks after the entire technology fabric used by the business ā¢ Personal service delivery from a friendly, familiar hands-on technical expert ā¢ Uncovers hidden technology challenges that derive from organic processes ā¢ Fits with the need for business ļ¬exibility to accommodate changes to the core business ā¢ Takes control of Shadow IT and determines the use of technology in the business Why is HTL Support a preferred technology support provider? HTL provides a range of services to support the use of technology in todayās businesses. Whether it is infrastructure and user support, internet connectivity or voice communications, we provide the high degree of personalised service that enables clients to obtain more value from business technology. Each client is assigned a dedicated lead engineer who project manages the account and normally attends to all requests for support. Websites are increasingly important. As the focal point for marketing and for inbound lead generation, or for e-commerce, we are able to support websites, to ensure they continue to meet the needs of our clientsā businesses. Our ability to re-conļ¬gure our services to act as your IT department operating under your IT Director or other internal sponsor, or to work alongside and support your internal support function means we are vastly experienced in tailoring support to the speciļ¬c requirements of each client. About HTL Support HTL Support was initially founded in 2009 by Managing Director Justin Dean, to provide specialist IT support and IT consultancy services to ļ¬nancial services sector clients. Since its launch, HTL has rapidly evolved to oļ¬er a full range of cutting-edge, integrated and ļ¬exible products and services to a worldwide client base across all industries. Our experience and professionalism has been endorsed both by our clients and by many of the world's leading hardware and software manufacturers. All companies need to know that their IT support provider is not going to let them down when it comes to important projects. We will always ļ¬nd the right solution and are equally happy either functioning as project managers for your internal IT department or providing an experienced team to work under your own IT Director or project leader.