Operations | Monitoring | ITSM | DevOps | Cloud

Data breaches and ransomware attacks are increasing exponentially. The number of data breaches reported per year has increased nearly 70% in the past five years. Eighty-five percent of IT decision makers report having suffered at least one ransomware attack over the same period. Organizations that fall victim to these breaches and attacks experience system downtime, damaged reputations, IP loss and other ill effects that lead to lost business.

Haven’t we often heard that creative marketing + good sales = a successful business model? Well, yes, and no. While sales and marketing are imperative for success, they aren’t sufficient in this day and age where customers have limitless alternatives. Businesses can no longer solely rely on yearly contracts or handshakes to retain business. And let’s not forget that the expense of acquiring new customers has skyrocketed over the last decade.

With the expansion of remote and hybrid workforce and an ever more complex technology set, it is more important than ever to manage the digital employee experience. But how do we measure digital employee experience? One of the most common ways is to use surveys – for example post-incident surveys or annual customer satisfaction surveys. But these surveys, on their own, can be reactive, time-delayed and limited in scope.

We’ve all suffered that common irritation: “A service person will be at your house sometime between 9 am and 4 pm.” In our personal lives, that can mean frustration and inconvenience. For businesses, that broad window of uncertainty can add up to real money in lost productivity. Both scenarios can chip away at customer confidence and satisfaction. In increasingly competitive marketplaces, those agitations can even be enough to push a customer to look elsewhere.

Approximately two years ago, the pandemic forced us to start working from the safety of our homes. Organizations purchased, distributed, and deployed services and products to support and maintain business as usual. While doing that, the standard due diligence process was shortened or, in some cases, completely ignored. The common issues were: Excess purchases: Organizations were unprepared to change to an entirely work-from-home model, which was unexpected.

The first rule of change management is that people don't like to change, and anyone involved in managing a major change will tell you this is all too true. WIIFM is an acronym that stands for What Is In It For Me. In essence, it’s a truth that leverages some cold, hard facts about human nature to actually facilitate change. So, while it’s a bit of philosophical insight, it’s also a useful tool for organizational change. WIIFM helps by doing three things.

Combining the forces of ITSM and ITOM is one of the best decisions IT organizations can make to deliver on the promise of keeping the business always on. Think of it this way, can a motorcycle run its course without being subject to proper care and maintenance? A motorcycle helps you get from point A to point B, but to keep doing that, you need to maintain it in good condition and good health.

Quite often it has been seen that employees do not find their assets at the location where they left them. These types of scenarios are extremely dangerous for business as they can be harmful to your business by decreasing the productivity of the organization and employees' productivity as well. How? When employees do not find the required asset, they spend their time looking for assets. Even after spending a lot of time looking for assets, employees do not find them.