Have you ever tried to search for a leadership position in IT that’s dedicated exclusively to employee experience, sometimes listed as end user experience or Digital Employee Experience (DEX)? I’m not talking about a CXO (Chief Experience Officer) role outside of IT—that position is usually advertised for customer experience or employee communications and human resources. I’m talking strictly enterprise IT.

I recently spoke to the IT Director and Head of End User Computing at a leading healthcare company who implemented Salesforce globally across their entire employee user base 9 months ago (before later becoming a Nexthink customer). She told me their Salesforce licensing model was similar to others you’ll see in market: a set of base licenses and then selected add-ons based on employee roles – with some at no charge and others priced ala carte. Her problem? License metering.

Even with work almost entirely digital, there is still a considerable gap between the optimized and seamless services IT teams aim to deliver, and the actual quality of the digital experiences of employees.

Why is it that when IT has to manage a virtual desktop environment, their job becomes infinitely harder? If you were to poll every major enterprise IT department, there’s always one team (or person) that’s ultimately held accountable for the organization’s Digital Employee Experience.

Employees in today’s corporations are dependent on properly functioning technology in order to get their work done and realize their business objectives. User experience can affect outcomes positively or negatively. The IT team at HCL Technologies turned to Nexthink to grant them insight into their client’s user experience and facilitate proactive responses to issues affecting users.

For years, IT experts and institutions have promoted the likes of Agile, ITSM, DevOps and other popular methods as a way for technology professionals to boost their own careers and to help departments break down complex modern work problems. And IT leaders have used these methods to communicate value (albeit reactively) to business executives to help explain the work they do between IT and non-IT people.

What’s the service desk ticket that finally broke the camel’s back? Andrew Cohen (Sr. Manager, Digital Workplace Services at Cox) never had to find out – because he transitioned to a proactive service desk. In other words: a service desk that isn’t weighed down by growing ticket counts, reoccurring issues, and non-responsive employees. In a recent BrightTALK-hosted webinar, Andrew shared some of his firsthand experiences with building a proactive IT team.