At its core, government should be human centered. To deliver the best experiences for people, agencies must put citizens and employees first. Unfortunately, it’s not uncommon for many public sector agencies to rely on legacy operating models to get work done. These models were not built with the user in mind, but rather the task at hand. Now, as governments tackle digital transformation, new opportunities arise to make service delivery and operations more human and more citizen-centric.

Nathalie Tousignant, director of ITSM product management, co-wrote this blog. For decades, work was a place we went, where colleagues gathered in person for meetings, problem-solving, and chats over coffee. Then, the COVID-19 pandemic hit, and the way we thought about work changed overnight. Many tried to fit the processes of traditional in-person work into a virtual setting. The result?

Data is at the heart of every business today. But if we don’t understand the data or if the data isn’t accessible, it doesn’t do us much good. More important than the data itself is having the right data in the hands of the right people who can execute at the right time. This need has given rise to edge computing, which helps businesses glean insights from data by processing it as close to the source as possible.

How clear, complete, and colorful is your IT asset data? Is it like the picture below, where you see only a small portion of the bigger picture to answer important questions about your IT estate? Without color, you’re missing even more context. You need better IT asset discovery. Having a snapshot provides a limited view. It lacks context and is like managing your IT assets in silos. It’s cumbersome, inefficient, and ineffective.

Communications service providers (CSPs) have been at the forefront of the pandemic, helping customers and entire industries make critical transformations almost overnight. When education, healthcare delivery methods, and supply chains were interrupted, CSPs stepped up and provided digital work environments and automations that became lifelines. Now, CSPs are laying the foundation for even more.

Banking institutions are risk engines. Customers know this. Bankers know this. Financial regulators know this. Although no one likes to be turned down for a loan, risk due diligence is actually a good thing. The global financial crisis of 2007-2008 proved that risky practices of the past were not good for the economy, for society, or for confidence in the sector as a whole. The challenge is finding the balance to meet responsible lending criteria while ensuring consistent customer satisfaction.

I’m thrilled to announce that Gartner has named ServiceNow a Leader in its 2021 Magic Quadrant for the CRM Customer Engagement Center for the second year in a row.1 We believe this is external validation of our strategy and vision to improve the end-to-end customer experience through our Customer Service Management solution. Our mission in Customer Workflows is to transform the customer service and support market for the better.

If there’s one thing 2020 taught us, it’s that it’s worth taking time to adapt technology to suit users, not the other way around. Most of us engage with technology every day. We browse, share, and connect. We enjoy a slick user experience as consumers. But we’re often plagued by inefficient technology in the workplace. At telecom provider Telia Company, we pride ourselves on giving customers next-generation services.

Like much of the workforce, IT help desk teams have spent the past year implementing new tools and processes to adapt to the new world of hybrid work. Many, for example, have turned to virtual agents, AI-powered enterprise chatbot tools that allow employees to quickly resolve common IT issues. Yet, despite the promise of virtual agents, many IT teams still find themselves manually handling everyday incidents. Some of the most common are virtual application and desktop session “resets.”

Since the early 2000s, when I was introduced to the Agile Manifesto at a small software company in Ann Arbor, I’ve appreciated how great things can be accomplished through iterative and incremental improvements. A vision of excellence is important, but the path to realization is a disciplined approach: recognizing areas of improvement, making adjustments, measuring, and repeating the process until you’ve reached a stable and acceptable result.