TOPdesk Magazine March 2015

March 2015, Issue 1, volume 17
In this issue:
Shared Service
Management in practice
The step towards shared
processes
How satisfied are our
customers?
Shared Service Management

everything under one roof
EDITORIAL
Working together
In TOPdesk Magazine we let our customers share their success
stories. Their message often conveys a recurring theme:
collaboration. Working together helps you achieve the best
results.
We from the TOPdesk Magazine editorial board also believe that
you achieve more as a group than alone. TOPdesk is becoming
more international, so its important that we look beyond
borders for developments in the service management field.
Since a couple of months, the English and Dutch editors have
therefore started working together more actively. After all, our
processes are similar. The result so far is that we collaborate on
a single magazine that is published in English and Dutch. We
hope you can read more about this collaboration in the future.
It wont come as a surprise that this edition of the magazine
focuses on Shared Service Management: a term coined by
TOPdesk years ago to signal the significant collaboration
between different supporting departments. We believe that
collaboration is the key to success, and hope this magazine
inspires you to consider further collaboration within your
organization.
Enjoy reading!
Nicola van de Velde & Milou Snaterse
11
CONTENTS March 15
YOU MIGHT TAKE THREE
STEPS FORWARD AND TWO
BACK, BUT IN THE END YOU
DO GO FORWARDS
Lisa van den Heuvel
Heliomare front office team manager
Read more on page 6
04
NEWS
06
IF YOU DO SOMETHING,
YOU NEED TO DO IT WELL
Making the most of Shared Service Management
16
11
CHOOSE YOUR PATH TOWARDS

PROFESSIONAL SERVICES
15
COLUMN
Adoption
16
INVESTING IN CHANGE
The transformation of the IT department
20
IN LINE WITH YOUR SUPPLIER
22
YOUR OPINION COUNTS

Customer satisfaction survey 2014
24
A STEP TOWARDS SHARED PROCESSES
26
MAKE IT A COLLABORATION, MAKE IT LEAN

How Shared Service Management can make
your organization Lean
28
WORKING SMARTER
Collaborating in one TOPdesk environment
32
TIPS + TRICKS
ON THE COVER:
Several of this editions articles
explore the theme of Shared
Service Management.
06
4 TOPDESK MAGAZINE - MARCH 2015
Stay up-to-date
To stay up-to-date on the latest
TOPdesk news and service management
TOPdesk opens branch in the USA
developments, follow us via these

channels.
As of 1 January 2015, TOPdesk officially has a branch in the USA. Former managing
director of TOPdesk Belgium bvba, Nancy Van Elsacker, and local entrepreneur Pedro
TOPdesk Newsletter
Soto are tackling the challenge of bringing TOPdesk to the American market.
@TOPdesk @TOPdesk _UK
TOPdesk USA will support all current customers in the United States of America, as well
facebook.com/TOPdesk
as work on expanding our customer base. If your organization has an American branch
linkedin.com/company/topdesk
community.topdesk.com
@TOPdesk
and is looking for a good service management tool, your American colleagues can
contact TOPdesk USA Inc via +1 407-347-2194 or info@topdesk.com.
New office for TOPdesk Brazil

TOPdesk Brazil grew from one employee to eight in two years time, and has relocated
Myriam Paepen From today:
to a larger office to accommodate this rapid growth. Our current office has about
a new version of #TOPdesk
twenty times more surface area than our old one, giving us room to expand even
@cipaldv. More extensive,
further.
efficient and user-friendly

for users & operators!
The new address is: Rua Professor Joo Mendes Frana 175, So Paulo. You are very
welcome to visit us at our new location or to call us at +55 11 3755 8080.
Dave_Simons @TOPdesk
@ronversteeg thanks to your
great article, weve also started
using digital signatures. Easy to
implement and very efficient.
New managing directors for TOPdesk

Nederland and Belgium
As of 2015, TOPdesk has new managing directors for both TOPdesk Nederland BV and
StAITServices Thankyou
Belgium bvba. Sander Jerphanion, former head of Consultancy, is taking over from
@TOPdesk_UK @TOPdesk for the
Wolter Smit and Frank Droogsma as the new managing director of the Dutch office.
lovely flowers! Congratulating
Jurgen Koster is taking over from Nancy Van Elsacker and Jeroen Versloot as the
us on our 4 star accreditation
managing director of TOPdesk Belgium bvba. Koster is the former head of a sales team
@sdi_institute
in the Dutch office.

We wish both managing directors the best of luck in their new position.
TOPdesk_UK Celebrating with

(homemade) cakes as TOPdesk
goes live @britishlibrary!
#congratulations
NEWS
Calendar
25
MAR
Belgium
26
MAR
Tooling Event
Brussels Expo, Brussels
23
APR
for free via the TOPdesk Extranet. Before you perform the update, please read the newest
Denmark
24
APR
version of the release notes. A number of things have changed that might affect your
situation.
If you have any questions or comments, you can contact TOPdesk Support via
+44 (0)20 7803 4210 or send an email to support@topdesk.com.
Germany
22
APR
Service Desk World

Cologne
19
MAY
TOPdesk version 5.5 service pack 1 is now available. This version primarily consists of bug
fixes. Do you currently use TOPdesk 5? If so, you can download TOPdesk 5.5 service pack 1
Service Desken anno 2015

Hotel Scandic Sydhavnen, Copenhagen
21
APR
TOPdesk 5.5 service pack 1 available
TOPdesk 4 End of Life
20
MAY
On 1 March 2015, TOPdesk 4 entered the end-of-life status. This means that we will no
Moderne Kommune
Maimarkthalle Mannheim, Mannheim
longer release any updates or service packs for this version.

Since the launch of TOPdesk 5 in 2012, the majority of our customers have switched to this
20
MAY
22
MAY
version. TOPdesk 5 is more in line with current market needs and new systems. Once a new
Best Management Practice Kongress

Bad Neuenahr
product generations. For the moment, available resources will remain accessible to TOPdesk
21
MAY
product generation becomes available, we gradually reduce the level of support for earlier
4 customers, and our Support department will continue to support the product. However,
UK
26
MAR
SDI Software Showcase
Woburn House, London
22
APR
declining use of this product generation will cause the available expertise to decrease over
time. As a result, solution times may rise.
More information?
Do you want to know more about end of life, or what TOPdesk 5 can do for your
23
APR
organization? Call us on +44 (0)20 7803 4200.
SDI Conference
Hilton Metropol, Birmingham
03
JUN
TOPdesk becomes G-Cloud supplier
04
JUN
SITS
Olympia, London
16
JUN
17
JUN
TOPdesk recently partnered with Bramble Hub, a prime contractor, to become a G-Cloud
6 supplier. G-Cloud is a UK Government Procurement Service which helps organizations
18
JUN
exercise due diligence and reduce risk in the procurement of ITSM solutions.
Facilities Show
Excel, London
24
MAR
25
MAR
TOPdesk was submitted for approval against a strict set of evaluation criteria and assurance
26
MAR
27
MAR
HDI Conference & Expo

Mandalay Bay, Las Vegas
USA
checks. As we continue to extend our business within the public sector, being accepted
onto the G-Cloud Framework is another step forward for TOPdesk. Rik Prins, Managing
Director of TOPdesk UK, says: We are very pleased that our solution is now available via
G-Cloud, allowing UK organizations to easily and safely choose our tool.
IF YOU DO SOMETHING,
YOU NEED TO DO IT WELL
MAKING THE MOST OF SHARED SERVICE MANAGEMENT
Ronald Haije and Lisa van den Heuvel, Heliomare
CUSTOMER IN FOCUS
Service management is taken very seriously

at Heliomare. More and more colleagues
already reach out to the Facilities IT Portal
and can contact the Self Service Desk for
almost everything. How did the Facilities
and IT departments find each other, and
how do customers find them?
TEXT: STEFANIE KLAASSEN PHOTOGRAPHY: AAD HOOGENDOORN
Heliomare, a health organization with 1600 employees working in 35

locations in the Netherlands, has it all figured out. TOPdesk Magazine
visited the largest location at the beach of Wijk aan Zee. In 2012, the
locations supporting services went through a large transformation.
They were merged into a Services department, which comprises
Facilities, HR and IT. The tasks of Facilities and IT were merged even
further into one Facilities IT Portal (FIP) and its services were moved
to the digital Self Service Desk. However, Facilities and IT are not the
only ones represented in the Self Service Desk: the success stories
spread fast, and more and more departments are joining in. We spoke
with two of the people involved: Lisa van den Heuvel, front office
team manager, and Ronald Haije, purchaser and project leader of the
integration process.
A unique integration
Since the very beginning of the project there has been a thorough
approach. First only IT used TOPdesk. In 2009 our Facilities Service
Desk joined in. However, both departments worked separately, says
Van den Heuvel. Haije adds, At the end of 2013 we started a project
to put both departments in one front office. First we created one
database and brought everyone together in the same room. Van den
Heuvel: I did a Lean Six Sigma course and went through all the calls.
I noticed that the workflows of both departments were quite similar
in most cases, only the questions differed. In some cases, we also
observed that the workflows did not run smoothly: calls went from
IT to Facilities and back to IT. We researched how we could efficiently
obviate these questions and discovered that we could streamline a
lot of the IT help desk tasks in a single services department. These
are now the FIPs first line calls. If the FIP cannot complete a call, they
escalate it to the second line, which is the help desk. They now only
receive specialist questions.
When we merged the departments, we set up the Self Service Desk at
want to start working with keywords in calls to make sure that calls
the same time, says Haije. This includes a web shop. Everyone who
about broken fluorescent lamps go straight to maintenance. We can
can log in to our network can create calls, make reservations, book
use standard solutions to pass these calls on. Because if passing on
rooms and catering, arrange a company car, and place orders in the
is the FIPs only task, it is better that calls go straight to the right
web shop. Placing an order is easy. When a customer requests a new
operator. This minimizes the number of calls for the FIP. We are also
phone, the web shop automatically suggests three supported phones.
working on adding HR to the Self Service Desk for commencements
The customer clicks the desired phone and the Purchasing department
and exits. More and more departments are included in the Self Service
orders it. At the same time, FIP receives a notice that the customer
Desk; our reception desk is already using TOPdesk and is taking over
needs a SIM card with a phone data plan, and that this card needs
some of FIPs tasks.
to be prepared. The help desk is notified that the phone is on its way,
that it needs to be configured and that FIP has the SIM card. Finally, the
Becoming a generalist
customer can pick up his phone, cover and all, at the help desk.
Haije says, FIP employees trained each other well during the transition
Heliomare employees can request everything in the web shop;
to one service portal. IT employees answer Facilities questions and vice
from items that support you in your daily tasks (a PC or car), to things
versa. Employees had to get used to this in the beginning because the
that you need for work. Anything is possible, explains Haije. Office
departments have different mindsets. But you need to be patient in
supplies, furniture, coffee cups, or sugar sachets. A physiotherapist
order to get the best from both worlds. By doing each others work, you
can now indicate that a wheelchair needs to be adjusted during an
find out what challenges you face, which programs are used, what the
appointment with a patient. However, requesting sugar sachets is
facts are, and when you need to ask more questions. Van den Heuvel
different from requesting a wheelchair; our budget holder receives
says, Some people believed that they could not answer IT questions
an approval email at a certain price. After approval, the order is sent
until they started doing it. With good manuals and a back office as back-
to the Purchasing department. Customers can get things like office
up, they gained trust and were able to do more and more themselves.
supplies and bandages directly from the stock room. The process
Once you start working you might take three steps forwards and two
for more expensive requests is similar to a change, and reporting a
back, but in the end you do go forwards.
defective lamp or make a request is a call.
A closer look at processes
The departments methods started to grow towards one another.

Van den Heuvel notes, There have always been differences in
mentality between IT and Facilities. Facilities employees are very
There is no shortage of ambition at Heliomare. It was a large project,
hands-on, flexible and customer-oriented, but not always process-
but when we do it we want to do it right, says Van den Heuvel about
oriented. IT employees are more process-oriented, but this sometimes
the integration process. The Self Service Desk took some getting
at the expense of the customer: when the process is inadequate, the
used to for customers, seeing as they mostly used the phone or
customer sometimes has to wait quite a long time. Here you need to
email before. Haije continues, We have reduced it all to one portal
find the happy medium. If you take an approach that is both process-
with telephonic, digital, and physical contact. Customers call one
oriented and customer-oriented, you can keep the customer happy
phone number, email one address and go to one Self Service Desk.
and improve the process. Its great that a system can help us work
You can still call, but we try to limit it. When you call, everyone can
more efficiently. TOPdesk let us become one Services department
answer your question, regardless of whether it is about Facilities or
instead of staying separate islands. TOPdesk is so interwoven with
IT. Van den Heuvel adds, We got rid of the telephone option menu
our organization and our processes span multiple departments, so its
for Facilities or IT. You can now directly talk to an employee and that
essential that we communicate and collaborate well. All departments
works really well.
involved need to keep taking with each other and make concrete
Finally, they also took a closer look at their forms and moved
agreements: How do we handle this? What do we communicate to the
them to the Self Service Desk. The previous form flow was very
customer? You need to know what works for each department, not
inconvenient; people got an order form from the intranet, printed it,
make assumptions for each other. You can fall behind if you are too
filled it out, and scanned it to send it back. We therefore really wanted
late discovering that some things can be improved.
to automate and simplify the purchasing process. You can now easily
place orders, and the product group link shows who needs to approve
Properly promoting your Self Service Desk
the request for each product type. This is going really well and we
How do you sell such a large change? Van den Heuvel explains. You
dont need to guess where the forms come from anymore, according
need to lure people in. We made a strategic move by putting the pay
to Van den Heuvel.
check in the SSD. We needed to use something that triggers people
She continues, We are currently in phase two of the project. We
to take a look. With single sign-on they can access the Self Service
CUSTOMER IN FOCUS
ITS GREAT THAT A
SYSTEM CAN HELP
US WORK MORE
EFFICIENTLY
Lisa van den Heuvel
Front office team manager
Desk with one push of a button, which makes it more accessible than our
previous system. That a call is processed more quickly via the Self Service
Heliomares Shared Service

Management tips
Desk than by telephone is also something we hope to use as a trigger. A

digital call gives us an overview of all the information and we dont have
Collaborate well, communicate well.
to enter anything the customer already has. Haije says, Everything now
Take your time. Dont think, lets get that done quickly.
ends up in one place. This used to be very different. Nine times out of ten
Dont assume. A solution doesnt have to work for
we wrote the information on a piece of paper and logged it later on. Now
we have a much clearer overview of what comes in.
Van den Heuvel says, People understand the advantages of making
every department.
Departments must actively think along.
Dont just use an application for registration. It
and managing their own reservations: they can view all rooms and their
availability, and they can move meetings around. We make sure that
needs to support employees in their daily tasks.
people benefit from the SSD and that its not just a nuisance. You do need
to make your own calls, but you lose just as much time when you need to
slowly merge their tasks.
send an email or make a phone call. It takes getting used to, but we are
hearing more and more positive comments. Colleagues are now spreading
Appoint an application manager who can answer

everyones questions.
the word some word-of-mouth advertising. Haije says, The Self Service
Desk is becoming more general, and that is good promotion for us. Other
Quickly bring people together. Once this is done,
Put bait in the Self Service Desk, so people will start

visiting it.
Prepare yourself properly. You are dependant on your
departments are also finding the SSD and want to share in our success.
employees level of knowledge. What can you source
The Rehabilitation Technology department has recently asked us if they
to the front desk, and what questions arise from the
can join the SSD to make their forms more visible. The largest criticasters
organization? Which strategic choices were made?
come to us, and there is no bigger compliment than that. Van den Heuvel
Ask yourself what image you want and what service
says, Other organizations also contact us: we were one of the first to work
level you want to offer the customer.
with a web shop and it has really taken off.
Make the Self Service Desk look good.
ADVERTORIAL
TimeTell
Planning & TimeSheet
HELIOMARE
TimeTell - The solution for planning and time registration

TimeTell is an extensive system for planning and registration of time,
hours, leave and absence. One of the characteristics is the ease of use; it
is important that people do not hesitate to work with the timesheet. It is a
complete and powerful solution, which can interface with other systems
like TOPdesk or other HR, ERP and financial systems.
To support the management, TimeTell offers a dashboard with a summary

of the most important information.
Furthermore, you can plan staff and projects. Staff planning can be used
to allocate people to a specific job and project. The TimeTell project
planning functionality helps you make Gantt charts in order to gain more
insight into the process structure and progress. Both planning and
realisation of spent hours can be registered in TimeTell, which makes it
easy to control and manage projects.
The solution is available both online and on-premise. This can be
combined with the TimeTell App, enabling you to work anywhere with
TimeTell.
Every organisation large or small, profit or non-profit can work with
TimeTell. Users around the world are Bosch Security Systems, Bayer,
DB Schenker and the Rail Safety and Standard Board.
Like TOPdesk, the TimeTell software is developed in the Netherlands.
It is used by more than 500 clients worldwide, and is available in English,
German and Dutch.
If you would like to know more about our

solution, please visit our website:
www.timetell.com
+31 (0)70 311 48 11
info@timetell.com
TOPDESK MAGAZINE - MARCH 2015 11
Annemarie Wolfrat
... is a service management consultant and project manager for
TOPdesk. She is specialized in Shared Service Management and
advises organizations on how to improve their services.
CHOOSE YOUR
PATH TOWARDS
PROFESSIONAL
SERVICES
Lessons learned en route to Shared Service Management
How frustrating is it to have five different questions and having to choose
from five different service desks? Yet this is the kind of service structure
many organizations use today. More and more organizations are taking
steps towards improved services. Benefit from their experiences and
choose your path towards improved customer satisfaction.
As a consultant, virtually every day I visit organizations that want
tool and using the same processes. This can be difficult, but it is always
to provide better customer support through having departments
fun and challenging, and the reward is considerable. Realizing more
collaborate more closely. I often hear that employees have trouble
intensive collaboration is the first step towards more professional
working together with colleagues from other departments because it
services. This is not only good for the customer: it benefits your
almost feels like theyre speaking different languages. This is exactly
employees as well. In this article I use several examples to show you
the kind of problem I can help customers with. I am specialized in
how our customers navigated the path to more intensive collaboration
projects where different departments start collaborating in the same
and the benefits they enjoyed.
Trends in service improvement

From the turn of the century onwards, we have seen organizations
wanting more and more to simplify the information stream towards
the customer. The reason for this is to make things less chaotic for
customers. The Shared Service Management trend will not be going
away, because it increases customer satisfaction but also significantly
reduces costs.
The Shared Service Management model (Figure 1) explains the
growth phases we have observed in the market, along with the
results of said phases. Most organizations start where the two
axes intersect: phase 0, nothing shared. In this phase, each of the
organizations departments has its own processes and procedures.
They hardly work together and there is a strict division of tasks. The
first step organizations take towards Shared Service Management
is a shared tool. Organizations that use a shared tool already work
in a single package but still have different ways for the customer to
approach them as well as their own processes and procedures. This
step does provide significant savings, because it reduces the number
of applications used. However, customer satisfaction really starts
improving in the next step: shared service desk. In this phase, a shared
service desk is set up, featuring all of your organizations supporting
departments. This creates a single point of contact for customers
to request all services. Once all departments start using the same
processes and procedures, the organization is in phase 3: shared
From phase 0 to phase 1

The ease of working in a single tool
process. It is in this phase that the maximum customer satisfaction

and cost efficiency is achieved.
A health care institution, where I provided intensive supervision for

a year, started in phase 0. Nothing was shared, but they had a strong
wish to collaborate more closely in TOPdesk. This organizations
supporting departments hardly knew each other, despite working
in the same building. Each department had their own solution for
registering customer questions. During the kick-off for the project,
Phase 3
Shared
process
Quality of service
Phase 2
Shared
service desk
Phase 1
Shared
tool
which focused on bringing together the various departments in

TOPdesk, it became clear that both the management and they wanted
to work together in a single tool. Before the various departments
started collaborating in TOPdesk, the departments often had to spend
days waiting for each other. This was because everything was done
via email, which was not checked every day. Now the IT employees
spend all day in TOPdesk and the technical services employees check
for malfunctions every two hours. It has become easier to pass on
tasks, and the communication lines have shortened because everyone
involved is working in the same tool. Moreover, the money saved was
an important motive for management.
Now all calls are registered in TOPdesk, the amount of work
Phase 0
Nothing
shared
actually done is much clearer. In just a years time, the number of

registered calls increased by 50 per cent compared to when they
started working in a single tool. This showed and proved that there
were capacity problems, and the capacity schedule was adjusted as
Cost efficiency
Figure 1: TOPdesks SSM growth model
a result. In addition, the customer service improved through better

One service, one desk
In 2014, TOPdesk performed a customer satisfaction survey for a
government body to grant insight into customers experiences. The
survey was timed carefully: it took place during the run-up to the
launch of a shared service desk. This was the benchmark. Several
interesting conclusions could be drawn from the research. One of the
things measured was the customer effort score: the effort required
of a customer to get an answer or solution. Most of the respondents
indicated that some to a considerable amount of effort was required to
find a solution. Setting up a clear products and services catalogue and a
straightforward self-service desk made it possible to greatly improve the
customer satisfaction. It was clear for customers in this new situation
where they could take their problems and questions.
Offering the customer a single point of contact is an important next
step towards the shared service desk. Collaborating in one service
management tool like TOPdesk also lets your organizations supporting
departments share a portal. After all, nothing annoys a customer more
than not knowing where to go for a specific service.
In the Shared Service Management model we see that taking the first
step (shared tool) can already result in considerable savings. However,
follow-ups and automatic updates via email. Registered tasks and
in Figure 1 we see that the step towards higher customer satisfaction
the accompanying responses are now visible to all operators and
is limited in this phase. In phase 2 (shared service desk), where we see
process managers. Management can step in when necessary.
that the various supporting departments are presented as one to the
When you want to grow from phase 0 (nothing shared) to
customer, the real step forwards in terms of customer satisfaction
phase 1 (shared tool), the main challenge is to get to know and
is made. Your service desk has representatives from all supporting
trust one another. If there is no trust, you cannot collaborate. It
departments. One of the instruments TOPdesk provides for this is the
is advisable that the project members often meet to discuss and
Self Service Desk with a clear products and services catalogue. This is
address the growing pains during this phase. Weekly meetings
where your customers turn for all their questions, problems and wishes.
make sure everyone gets to know one another and enables them
Big buttons lead them to specific forms where they answer concrete
to explain to their colleagues what the group is working on. During
questions about their wishes or problems. This gets rid of paper forms
the implementation, the project leaders act as key users for their
for good. At the back end, you use the shared service desk to make sure
department. Not only to answer questions about the tool, but to
that the malfunction or request ends up at the right department. This
relay feedback to the key user meetings in order to implement
saves your customer from the confusion of finding their way within the
further improvements. Once the project is complete, it is important
organization to find the solution they need. This professionalization
to keep up the monthly key user meeting so that you can continue
means the customer is helped more effectively and in a more customer-
going through the desired changes together.
friendly way, which in turn is an incentive for your customers to continue

using the Self Service Desk instead of picking up the phone.
Work on good representation and have

key users act as the bridge between
their department and the project group
Serve your customers with a single

products and services catalogue for
all your services
Unity in service provision

Regardless of the time and phase your organization starts in, no two organizations
take the same path to Shared Service Management. However, there is one way in
which practically all organizations are identical: the wish to reach maximum customer
satisfaction at the lowest possible cost.
Its impossible to predict the obstacles you will face on your way to Shared Service
Management. It is important to set realistic goals for your departments and
colleagues. Nothing is more demotivating than not achieving a goal, while few things
are as motivating as celebrating success. Taking many small steps results in a big
improvement in your customer services.

One tool, one face, one procedure
When you are in phase 2 (shared service desk), your
monitor the same KPIs across several departments.
customers no longer notice that their questions and
Reports can only be truly compared when both the
malfunctions are processed by different departments.
processes and procedures can easily be followed by
However, this is still the case. Wherever people
all parties. In such situations, the process owners and
collaborate, procedures and cultures develop that
managers and I take a critical look at the processes
can differ between departments, or even between
and work to create a widely supported process. Both
groups within departments. For instance, when the IT
the key user input and the reports support the process
department picks up a call they may often send updates
managers in the further professionalization of the
via email, while the HR department may only email
processes. Here its crucial not to spend too long at the
the final answer. This makes it difficult to manage your
drawing board, but to make a decision after thorough
customers expectations, despite this being a crucial
discussion and then try it out for a certain period
factor in how they experience your services.
six months, for example. After this period, the process
Starting to use the same processes and procedures

is quite the challenge. It requires concessions from
can be further adjusted if necessary, so that it better

suits the desired service level.
all departments involved. Sufficient support must

be created within the organization to realize phase
3 (shared process). Almost every organization I have
visited as a consultant wanted to improve their call or
maintenance processes, as well as make them more
uniform. To make services more predictable, and to
Dont be afraid to try

something; you can
always improve it later
COLUMN
Wolter Smit, CEO of TOPdesk
Adoption
A while ago I was a guest at the IKEA Concept Center in Delft. The
Deputy Store Manager, a Frenchman, explained to me what goes
on in there. What a lot of people dont know is that the Delft store
is also IKEAs headquarters. It is the place where they experiment
with store formulas, where people from all over the world are
taught the IKEA mindset, and from where the store formula is
introduced to stores all over the world.
I was curious as to why they chose Delft as the location for the
IKEA Concept Center. Besides the most obvious reasons, such as
the nearby airport and the attractive conditions for establishing a
business, they specifically told me that the Netherlands is a very
good test market. If it currently works in the Netherlands, it will
also work in other countries in a couple of years, they said. This
gave me pause.
IKEA obviously noticed that the Dutchman is quite progressive.
He also likes to try new things and doesnt mind it if it doesnt
work out (you just stop doing it). Perhaps an even more
important observation: if it works in the Netherlands, other
countries start adopting it in a couple of years.
This tickled me and I randomly wondered: is this also the case
with service management? Can we also state that new things are
So its not strange that TOPdesk has been promoting a better
tested in a country like the Netherlands and then used in other
integration of the two departments for several years now. Not
countries later on?
just by overseeing this fusion process, but also by making the tool
I came to the conclusion that we do indeed see this
more able to really serve both target audiences.
phenomenon in our area of expertise. Let me give you an
I can see more collaboration between service departments in
example: Shared Service Management. Around five years ago it
other countries as well. I saw the best indication of this at a UK
became clear that Dutch IT and Facilities departments started to
convention last year, where different competitors also mentioned
work together more closely. More than that, they often merge
that they support Facilities. It is clearly in demand right now.
into a single service department. It is also striking that many
Now, it is quite easy to mention that you do Shared Service
Facilities students were hired in management positions the last
Management on your show stand. Luckily, we have been working
few years.
on it for at least five years and have made our tool fit for the task.
INVESTING IN CHANGE
THE TRANSFORMATION OF THE IT DEPARTMENT
Bart Van Spitaels (l) and Bart Gouweloose, AVEVE
CUSTOMER IN FOCUS
AVEVE group has more than fifty subsidiaries with a

very extensive application portfolio. Managing the
support of these subsidiaries is no mean feat. The IT
department has therefore undergone a transformation
over the last three years.
TEXT: MILOU SNATERSE PHOTOGRAPHY: JONAS MERTENS
AVEVE was founded 114 years ago as a subsidiary of the Belgian

Farmers Bond. The organization focuses on three main activities: the
supply of agricultural products, the production of cattle feed, and
250 shops focused on gardens, animals and baking for consumers.
They currently have 1800 employees who work together towards the
annual turnover of over 1.3 billion euros. This makes AVEVE one of the
hundred largest companies in Belgium.
The organization comprises many subsidiaries that use specific
applications both in Belgium and beyond. This has resulted in AVEVEs
WE ARE LOOKING MORE

STRATEGICALLY AT HOW IT CAN
SUPPORT THE ORGANIZATION
Erwin Verstraelen
AVEVE Group CIO
IT department having to support a wide array of applications. To be

able to manage this, the IT department underwent a transformation.
during this phase, like business process architect and enterprise
TOPdesk Magazine joined Erwin Verstraelen (AVEVE Group CIO), Bart
architect, whose responsibility was to look at processes and IT support
Gouweloose (Service Delivery IT manager) and Bart Van Spitaels
from a holistic point of view.
(Problem and Incident manager) to discuss these changes.
The transformation of the IT department
The second phase mainly focuses on creating a new IT foundation.

Twenty years of IT autonomy had led to a fragmented and complex
IT landscape with a bunch of legacy systems. We decided to create
AVEVE Groups daily activities have gradually become more IT-focused.
a new framework by externalizing our data centers and application
For example: in the sixties, hundreds of employees worked in the
landscape. We set up a private cloud at an external partner, meaning
Groups largest cattle food factory. Thanks to automation, this
we no longer have our own infrastructure. Only the applications
production process number has declined drastically to only a few
and underlying data were migrated. This was the fastest and most
employees in the control room. The same development is visible
effective approach to match the IT support with our daily activities.
in logistical operations and store management. Because ITs role is
It also let us the spread our IT costs, as well as giving our internal
becoming more and more important within the organization, AVEVE
employees the opportunity to explore new responsibilities and
initiated the IT departments transformation in 2011. Their goal is to
perform tasks with more added value.
unite and professionalize the IT landscape.

The individual subsidiaries used to have their own group of
The third and final phase was all about working in projects and
processes. We created new capacity plans, explains Verstraelen.
IT specialists, explains Verstraelen. In 2011 we started merging
We developed new roles such as a capacity manager and portfolio
them. Now we have one IT department comprising sixty employees
manager, helping us raise the level of professionalization even further.
responsible for all IT processes. We also decided to work more in
Lastly the call management and problem management processes were
projects, and created a number of coordinating and architectural roles.
expanded to guarantee the IT activitys stability.
The executive roles such as system manager and programmer are now
outsourced. The goal is to improve our process flow and to make sure
that everything we do has maximum impact on the organization. We
have also started to look more strategically at how the IT department
can support the organization, and invested a lot of time in this over
the years.
Evolving in three phases

The IT departments transformation took place in three phases. The
first step was to merge all the IT departments, explains Verstraelen.
This gave several employees a new position in a new organization
chart, meaning the first phase focused mainly on handing over tasks
and responsibilities. It was in everybodys best interest to get used to
the new situation before moving forward. New positions were created
CUSTOMER IN FOCUS
The driving force of TOPdesk
A tool that grows with you
TOPdesk came into the picture during the first phase. Van Spitaels,
You could say that TOPdesk has grown with us in terms of
who was involved in the change process, explains. Before we
functionality, says Verstraelen. We started out very basic with Call
centralized the IT departments, we registered everything in Excel files,
Management. We continued to take steps towards professionalization:
on paper or not at all. This resulted in a lot of things being forgotten.
we started managing, planning, and anticipating. TOPdesk is currently
We began with a classic IT infrastructure, adds Gouweloose, which
used for more than just registering and processing calls. AVEVE also
worked according to the plan-build-run approach. We developed
implemented Problem Management, Change Management, Project
into an organization that works with competences. Our goal is to be
Management, the Form Designer and the Self Service Desk.
more task-oriented, an approach that gives us many advantages: the
Van Spitaels stresses the importance of TOPdesks reporting
employees are more involved, our task division is better and we can
capabilities in particular. Reporting about call processing is very
process calls more quickly. This new approach also lets us coordinate
important to us. Reports help us confirm our suspicions: How many
things better with the customer. TOPdesk plays an important role
calls are currently open? How many calls do we close? How many do
in this new approach: it has become the driving force in the IT
we escalate? Creating reports has enabled us to tackle problems in
departments daily tasks.
several areas very effectively, and were taking bigger steps.

TOPdesk gives AVEVE a clear overview of what is requested and how
the supply relates to the demand. People always ask a lot of us, but
we dont have the capacity. Reports help us justify to the organization
which calls we will and wont pick up, concludes Verstraelen.
Continued improvement
Now everybody works with TOPdesk and is used to the new situation,
the next step is to actively involve the entire organization. The Self
Service Desk plays in an important role in this. Van Spitaels explains:
In the near future, our end users can register, track and adjust all
service request, change requests and calls using custom forms. We
are also looking into improving the service desks productivity, says
Gouweloose. We want to be proactive instead of reactive, monitor
situations and watch them develop. This helps us anticipate and step
in if necessary. We now have one help desk that supports users more
efficiently and quickly. We also started the centralizing and revising
our local knowledge. Our goal is that all service desk employees can
answer questions and solve problems regarding as many different
systems as possible.
The three gentlemen have plenty of plans for the future. We
started at nothing and have taken a large step by implementing
TOPdesk, concludes Spitaels. In three years time we developed into a
professional service desk. And well continue to develop in line with our
mandate and the four foundations on which it is built: stability of the
IT support, simplicity in the IT landscape, transparency regarding our
services and IT innovation in the best interest of the AVEVE Group.
Pouyan Daddeh
is a TOPdesk consultant who specializes
in technical solutions.
IN LINE WITH
YOUR SUPPLIER
TOPdesk offers various possibilities for linking to other systems.
A TOPdesk customer who has cleverly utilized this is Open Line:
a supplier for managing different organizations IT services.
Open Line can easily share information about calls with their
customers thanks to a two-way link.
In the current service industry, the
The end users role
another department, or even to a supplier.
collaboration between an organization and
When your employees are confronted with
If this party cannot view calls in TOPdesk,
its suppliers is becoming more important.
a malfunction or a request (like a suggested
the communication will take place outside
Several services are entirely or partially
functional change in an application), your
TOPdesk.
outsourced to suppliers, and applications are
own organizations service desk is the
running in the cloud. This gives customers
registration point. The employee opens the
even more reason to want to stay on top of
TOPdesk Self Service Desk and logs a new call.
how your suppliers support the purchased
His call is then picked up by the service desk.
services. For instance, you can inform your
In some cases, the service desk cannot
end users when their call is closed, or whether
resolve the problem themselves. For
theres a delay. It goes without saying that
instance because they do not have the
the communication with your supplier should
required knowledge, or the rights or tools
be as clear as possible. In an ideal world, you
to resolve the malfunction. In those cases
wouldnt have to worry about it at all.
the service desk has to assign the call to
Open Line
TOPdesk environment, where it is assigned to
significant advantage for the customer. Both
Open Line supports its customers with
the service desk.
parties have insight into the call: there are
TOPdesk. Several Open Line customers use
Open Line starts processing the call. As
direct lines of communication and they can
TOPdesk internally to register calls from
soon as Open Line submits text to the action
their end users. Some of these customers
field, it is directly sent to the customers
have even switched to TOPdesk as a service
TOPdesk environment and added to the
advantages. Communication about the calls
management tool to ensure maximum
current call. This ensures that important
status barely happens over the phone or by
compatibility with Open Line.
information is automatically shared with
email, explains Ghelen. Both parties have
the customers service desk. Once Open Line
a real-time overview of the calls status and
helped Open Line implement a link based
has completed the call, the call is closed in
actions. This used to be necessary, causing
on XML messages. This link automatically
their TOPdesk environment. The customer
delays and confusion in some cases.
synchronizes customer calls with Open
is sent a confirmation message that the
Lines TOPdesk environment. Danny Ghelen,
call is resolved, and the solution method is
Best practice link
consultant at Open Line, explains: This link
explained. Because Open Lines customers
TOPdesk also uses best practices for creating
helps us process calls more efficiently and
do not use the Self Service Desk, their service
links. As a result, little effort was required for
effectively. It raises the quality of our services.
desk communicates the solution to the caller.
the initial development of the bidirectional
When the problem is resolved, it is closed.
link for Open Line. A best practice template
In 2013, a technical TOPdesk consultant
The link in practice
switch easily, says Ghelen.

The link also offers Open Line many
was used as the starting point for this link.
How does the link work exactly? A message
Helped more quickly
is generated from the customers TOPdesk
The link used by Open Line is bidirectional,
environment, featuring the required details
meaning changes to the action field by
(such as the request and the original call
one party are directly synchronized with
in a single day, because Open Line offers the
number). This message is sent to Open Lines
the other party. This eventually leads to a
initial link as best practice to its customers.
The desired adjustments to the template only

take three days of technical consultancy.
Setting up a new environment can be done
If desired, it is possible to expand this link

to a more complex link that supports more
specific process flows. It is also possible to
link to other systems than TOPdesk.
Before a technical TOPdesk consultant
creates a link between two TOPdesk
environments, the customers wishes
are mapped out. TOPdesks best practice
template is then used as basis for the link.
Depending on the customers wishes, a
number of consultancy days are required
to implement the link and set up the
environments. Open Line is a good example
of a successful realization of a link with a
solid return on investment.
YOUR OPINION COUNTS

Customer satisfaction survey 2014
At the end of 2014, over 2000 customers from
different countries shared their opinion on the
development of our tool and our organization.
We also asked customers whether they would
recommend us.
Net Promoter Score
TOPdesk performs two types of customer
One of the most important customer satisfaction figures is
satisfaction measurements: during and after
the Net Promoter Score. To determine this score, each
an individual implementation, and the annual
customer is asked how likely they are to recommend TOPdesk
customer satisfaction survey held among all our
to customers and acquaintances.
customers. Intermediate surveys help us find out

whether the implementation was up to par; the
100
customer satisfaction survey helps us find out

whether were headed in the right direction as an
80
organization.
60
------------------------------------------------------40
Do you want to perform your own customer
20
55%
passives
7% detractors
0
1
38%
promoters
satisfaction survey using TOPdesk? Please contact

us to discuss the possibilities.
10 score
Measuring this score at several moments gives our organization

a good idea of whether the improvements affect our customers
satisfaction. In 2014, those improvements resulted in a Net
Promoter Score of 31, doubling our score from 2012. Next year
were aiming for even better results!
38% promoters - 7% detractors = 31
Thank you!
TOPdesk would like to thank you again for sharing
your opinion. The winner of the raed prize has
been informed via our Twitter account.
Ease of the cloud, or everything in your own hands

The most important themes of this years
SATISFACTION REGARDING THE SOFTWARE
customer satisfaction survey included TOPdesks
40
More than two-thirds of our customers rate TOPdesk an 8 or higher
communication about our tool, the development of

our tool and Software as a Service (SaaS). The most
30
interesting results came from the question why our

customers did or did not use a SaaS environment.
20
Customers with an on-premises licence

mentioned that the main reason for their choice
10
is having the required capacity, infrastructure and

knowledge, as well as feeling in control. TOPdesk
SaaS customers mainly indicate that outsourcing
no
1
opinion
technical management to our security officers
10
is very easy. For 1 in 5 customers this is even a

SATISFACTION REGARDING SERVICES
conscious decision.
Almost three-quarters of our customers rate our services an 8 or higher
Whats more, SaaS customers like getting to work
25
with TOPdesk immediately, without having to

worry about updates, daily backups or the right
20
certification. An interesting detail about the
15
entire customer satisfaction survey: SaaS users
10
are generally more satisfied about TOPdesk than
on-premises customers.
0
no
1
opinion
TOPdesk SaaS
Policy
On-premises licence
Safety
10
Required infrastructure
available / not available
Ease of management
Technical management knowledge
Technical management capacity
40%
30%
20%
10%
Dont know / no opinion
WHY CUSTOMERS CHOOSE TOPDESK SAAS OR AN ON-PREMISES LICENCE
Martijn Meeder
... is service management consultant at TOPdesk.
A STEP TOWARDS
SHARED PROCESSES
During the process of making the procedures of various supporting
departments uniform, one department often takes the lead. In
this article I will explore whether it is better to search for a shared
procedure derived from the overarching agreement between the
departments: supplying services to the same customers.
From one tool to one

department
more discussion than sharing a tool. And
Which services do we supply?
which departments procedures should take
How do we make sure that these services
Many of our customers work in one TOPdesk
precedent? Is it the largest department with
with several departments. Some of these
high process maturity, or the one with the
customers went as far as setting up a
least process maturity? I believe that forcing
shared service desk. They had to overcome
one existing procedure on the departments is
many obstacles during this process, such as
not the best way to proceed.
sharing certain functionalities. Drop-down
are reliable for our customers?

How do we deal with the need for change
and new services?
What of our strategy and policy do we
need to record?
In order to successfully supply services, it is
list content and mandatory fields can lead to
Agreements as a starting point
discussions, for example. It can be especially
An approach for reaching a uniform
difficult to compromise when one of the
procedure that I think does work is to let
Available services
departments has been working in TOPdesk
go of all the different procedures, and take
A condition for supplying services is that it
for a long time.
the agreements between departments
is known which services the organization
as a starting point. The most important
can actually supply. A Products and Services
is following the same procedures: shared
agreement between collaborating
Catalogue (PSC) can help. A PSC describes, in
processes. This can also be a difficult step.
departments is that they supply services
user-friendly terms, which services can be
While visiting several customers, I have seen
to the same customers. If we really start
supplied in which situations and under which
the procedures of one department take
to work from this agreement and not from
conditions. The first thing to do is to define
precedent. Suddenly having to follow another
internal processes, then we need to ask
and describe the services already supplied.
departments procedures may even lead to
ourselves these questions:
This contrary to what I usually see our
The next step towards one department
important to answers all these questions.
customers do, namely start with supporting
new or adjusted services are either rejected,
the registration is best done as a periodical
processes like call and asset management.
or approved and assigned to someone.
project based on policy.
All adjustments to the PSC are thus the

Supporting available services
responsibility of a single process manager.
With this new approach, all customer and
The future
The bottom line of this new outlook is
employee questions relating to services
Larger role for policy
putting your available services first and
described in the PSC are no longer divided
Certain matters that are often described as a
organizing your management based on this.
and processed in different procedures. There
process are never actually treated as a process
This contrary to what I see in practice: taking
is one process, and therefore one process
in practice. It is often more convenient to
existing internal management processes
manager responsible for keeping everything
include them in your policy instead. Take
as a starting point. After this first attempt
up and running. All these calls have one
configuration management: when an operator
we can take a closer look at the questions
thing in common: a certain action needs to
is processing a call and performs an action
posed earlier in this article: What do these
be taken to help the customer. The process
that leads to an adjustment in an objects
management processes look like exactly, and
manager is responsible for prioritizing,
registration (like replacing a broken monitor),
what should your policy cover?
scheduling and executing these actions.
this registration can easily be done within

an administrative step of the call process.
Adjusting the services
Why should this registration fall under
Questions that dont refer to the services in
another process, and therefore a different
the PSC are processed in a second procedure.
process manager? Another important aspect
This procedure ensures that all requests for
of configuration management is checking
Robbert Petterson & Irene Kruijff

... are TOPdesk consultants. They help customers with
improvement processes and implementations. Their
specializations are change management and Lean Six Sigma.
MAKE IT A COLLABORATION,
MAKE IT LEAN
HOW SHARED SERVICE MANAGEMENT CAN MAKE YOUR ORGANIZATION LEAN
Shared Service Management is an important development in the
collaboration between an organizations supporting services. The Lean
management philosophy is also becoming more popular. Both offer many
advantages for the organization and the end user. But did you know that
Shared Service Management also makes your organization more Lean?
Shared Service Management and Lean

There is a long way to go in becoming a Lean organization, and it can be
difficult to know where to begin.
The Lean management philosophy has its origins in the production
Put the customer value first

The first principle of Lean says that the customer should
always come first. What does he want to pay for? Lean says: only do
that which is of value to your customer. This sounds logical, but how
sector. It has been growing in popularity since the turn of the
often do we do things to please our boss instead of our customer?
century because it contributes to improved quality, efficiency and an
Think of reports, authorization or checks.
organizations learning capabilities. There are five basic Lean principles:
The customer also comes first when introducing Shared Service
Value, Value Stream, Flow, Pull, and Perfection. Combined, they lead
Management. This is clearest when the supporting departments
to improved company results, with more being produced against the
become a single shared service desk. This offers the customers a
same costs.
considerable benefit, because they no longer have to think about
A similar result is achieved when Shared Service Management (SSM) is
whether they have to send their request to HR, Facilities or IT. They
introduced. This is achieved by strengthening the collaboration between
can go to a single portal instead. After all, it makes no difference to
different supporting departments. With Shared Service Management,
the customer who processes his request, so long as the services can
you work towards making your service management more Lean. This is
be requested more easily and are readily available.
why we advise companies who want to work in accordance with Lean

to get started by introducing Shared Service Management.
TOPdesk Publications
Service management developments | autumn 2014
Want to know more?

Read Jordi Recasens article Expertise is Better Shared online:
www.scribd.com/TOPdesk
Service Management Simplified
Optimize the value stream

The value stream refers to the chain of activities from request
to delivery. Which steps add value for the customer? The steps without
value must be eliminated or minimized.
In Shared Service Management, the value stream is improved when
the supra-departmental processes are coordinated to form a single
shared process. Think for instance of a common process, such as an
Pull: supply on time

The Pull principle concerns services only being supplied when
the customer asks for them, and that they are then supplied on time.
This is a tricky principle, and can only be adhered to when the value
stream is mapped and there is flow in the process. Only then can the
process be controlled and predicted.
In Shared Service Management, the Pull principle is apparent when
employee changing positions within the organization. If the HR, IT
a shared process is under control. Lets take the commencement
and Facilities departments still work independently of one another,
process as an example. When someone is hired but wont start work
the manager has to issue three different authorizations before this
for another three months, its a waste to immediately order products
process can commence. When you apply Shared Service Management,
such as a laptop, access pass and mobile phone if they are just going
you bring the different processes together. This enables you to fully
to collect dust for months. In this time, the price of the products may
map the value stream of this process.
drop, or a newer product may become the new standard. When the
The value stream can then easily be optimized by removing
commencement process is fully under control across all departments,
duplicate steps. The manager only has to issue a single authorization
you can determine when these items must be ordered so that the new
for the position change, after which all departments know they can
employee has everything they need to get to work on their first day.
get to work. This eliminates two superfluous authorization steps

without losing any value.
Add flow to your activities

Once the value stream is mapped, it is time to simplify
and standardize the process as much as possible. This prevents
Strive for perfection

The fifth Lean principle states that you should always continue
striving for perfection. Lean says that you can never reach perfection, but
striving for it is important. Continue improving by taking small steps.
With Shared Service Management, you strive for completely
obstructions in the process, such as waiting times. When all activities
integrated services and supporting departments. We think that in
are picked up and processed at the right time, flow is created.
the future, you will not speak about IT, Facilities and HR, but that
In Shared Service Management, the flow principle becomes
there will be a single services department. In order to achieve this,
apparent when an organization has gained experience in communally
the departments must join forces with regard to tools, processes and
processing a supra-departmental process. In the previously mentioned
the service desk, with each department maintaining its own areas of
process of an employee changing positions within an organization, HR,
expertise.
Facilities and IT must swing into action. These departments activities
This complete departmental integration cannot be achieved in
are mutually dependent to a certain extent. The first step is often that
the short term, but the important thing is the steps you take in
HR applies a change in the staff administration, because the other
that direction. The Shared Service Management implementation
departments need this information to perform their tasks. The IT
comprises various phases. The Shared Service Management growth
department has to know which authorizations they must assign, and
model, described by Annemarie Wolfrat on page 11, shows the phases
the Facilities department wants to know whether they must supply a
organizations go through. By following this growth model, you keep
mobile phone, and which company car. When these departments work
taking steps towards better collaboration. And therefore towards
in the same tool, everyone can see the progress. In addition, the tool
improved services.
makes sure that the task is not visible until it can be picked up. This
prevents unnecessary obstructions.
Patrick Mackaaij
is an information distribution coordinator. He is specialized
in technical issues and optimizing processes.
COLLABORATING IN ONE
TOPDESK ENVIRONMENT
The processes for IT, Facilities and HR are broadly similar and
do overlap, such as with commencement and exit procedures.
So why not bring these processes together in a single tool?
When supporting departments each have their own tools and
towards Shared Service Management. Sharing software leads to an
processes, it is not always clear to end users where they should
initial coordination of processes, but also immediate savings in terms
turn. For instance, in practice we see that the management of
of licence and maintenance costs. It also helps departments who have
mobile phones can be sourced to each of these departments, or a
not yet implemented a tool other than maybe Outlook or Excel to get
combination thereof. The collaboration between IT, Facilities and HR,
used to using a professional service management tool.
also called Shared Service Management (SSM), cuts costs and improves
the quality of service for end users. In this article you can read how
Phase 1: shared tool
TOPdesk Enterprise supports each phase of the Shared Service
In this phase, the departments work as similarly as possible. Not
Management growth model.
only do they use the same software, but also the same TOPdesk
Shared Service Management growth model
environment. Agreements must be made about the terminology used

and how the tool is set up. Departments that use their own tool want
TOPdesks Shared Service Management growth model outlines four
to maintain their inventoried assets and high-quality calls (migration),
phases in the change process from the compartmentalized IT, Facilities
and screen off process information.
and HR departments to Shared Service Management. TOPdesk

consultants use this model to guide organizations incrementally
Phase 2: shared service desk
through implementations every day.
True collaboration starts in the second phase: the end user can turn
to a single service desk for all services, while at the back end each
Phase 0: nothing shared
department works in its own way. The previous phases need to screen
In phase 0, each department uses its own tool. This could be
off information slowly decreases and the department focuses on what
TOPdesk or something else. Some organizations choose to have each
is important to the end user.
department work in its own TOPdesk environment as the first step
WORKING SMARTER
Phase 3: shared processes
functionalities. However, you should make sure to discuss the
In the final phase the departments procedures are fully coordinated.
following topics:
In TOPdesk, only sensitive HR information is screened off so not all
Supporting files such as Person and Branch cards
operators can access it.
News items and the Knowledge Base

Functional settings such as mandatory fields and adjusted names
The path to Shared Service Management
Drop-down lists1 such as call type, impact, duration and status
Wanting to prepare your organization for Shared Service Management
Audit trails for fields such as time spent and operator
will of course have an impact on the organization. Be advised that you
Optional Object cards and fields
may face changes in information management, system settings, roles
Special events in the context menu
and filters.
The TOPdesk Administrator account with access to all data

TOPdesk can screen off Process cards category list. This lets each department work
with its own clear list.
Shared master data

From the first phase onwards, the departments use the same basic
Importing emails
data. This means that the departments have to agree upon which
TOPdesk can import calls and changes from several email sources. This
information is transferred. Examples include importing callers
lets every department (or operator) have their own configuration to
personal details from an external source such as Active Directory.
efficiently process emails.
For data migration it is important to take care when transferring the

information.
Sending emails
When sending emails, the Event Management module can add
System settings
information from linked cards. For example: TOPdesk can insert
If you are going to collaborate in one tool, you have to think about
a sender address and a signature from (optional) fields on the
how you are going to set up your TOPdesk application. How will you
Operator Group card. It is easiest if the default emails for the various
use the functionalities? How will you make sure that calls end up with
departments are very similar in terms of content. If the departments
the right department?
want to continue using emails with very different content, you can link
In practice, you will quickly reach agreements on how to use the
these to different events based on category or operator group.
SHOP
IT
FM
HR
Editorial
Self Service Desk
Download this issue and more at
End users can use the TOPdesk Self Service Desk to track the status of all their calls. You can
www.scribd.com/TOPdesk
decide how to ensure that new calls registered via the SSD are sent to the correct operator or
operator group:
The TOPdesk Magazine covers subjects that
The end user chooses an operator group in their call
are topical in the world of professional
The end user first clicks a button with the name of the department, for instance
service desks in IT, facilities and other
The end user categorizes the call and TOPdesk uses this to determine the operator group
service providing organizations. TOPdesk
A first line operator manually determines the correct operator (group)
Magazine is intended for managers, service
Screening off data
desk employees, facilities organizations and

electronic city councils anyone who is
Users do not necessarily need to be able to see all cards. Screening off certain information also
involved with supporting clients on a daily
makes your TOPdesk interface more compact and therefore clearer. An example: Software cards
basis. This concerns both the processes and
are interesting to the IT department, but probably not to Facilities and HR. And inventory and
the technology behind these services.
fleet management probably arent interesting to IT. TOPdesks screening options are especially
important in the second phase of the SSM growth model. In following phases of collaboration,
TOPdesk Magazine is a TOPdesk publication
the departments gradually reduce the strict filters.
Tel: +44 (0) 207 803 4200

Email: editorial@topdesk.com
Roles
Roles let you determine per module which cards are relevant to the operators involved. In
Editors-in-chief: Milou Snaterse and Nicola
addition, you can use authorizations to determine which features are available to an operator,
van de Velde
such as the authorization to link a call to an object or room.
Editors: Nienke Deuss, Stefanie Klaassen,

Milou Snaterse, Luke van Velthoven
Filters
Translators: Laura van Rosenberg, Leah Clarke
Filters in TOPdesk hide certain cards in the index. This lets departments share a module without
and Nicola van de Velde
seeing each others cards. Filtered cards cannot be accessed by operators and are therefore not
Contributors: Pouyan Daddeh, Fiona IJkema,
displayed in search results, selections and reports. You can set up category and operator filters
Irene Kruijff, Patrick Mackaaij, Martijn Meeder,
in TOPdesk. The category filter works based on the selected category and/or subcategory. The
Robbert Petterson, Wolter Smit, Annemarie
operator filter works based on the operator, manager or contact field. TOPdesk can show the
Wolfrat
operator their own cards, their groups cards or cards for all operators in a group.
Layout: Louise van der Laak
You can also set up which operators can see cards without an operator or category.
Furthermore, each filter also lets the most recent changer of the card see the card. This lets
Photography: AVEVE, Menno van der Bijl, Aad

Hoogendoorn, Jonas Mertens
the last operator make a quick change or correction if the card was incorrectly routed or
categorized.
Copy editor: Leah Clarke
Collaborating in a single TOPdesk environment?
A print run of 10,000
A lot is involved with collaborating in one tool. Our consultants have extensive experience
Quarterly magazine
helping organizations in each phase of the Shared Service Management growth model: from
Languages: Dutch, English
aligning processes to setting up TOPdesk and migrating data. Do you want to get started with
Shared Service Management? Contact us via +44 (0)207 803 4200.
Copyright 2015 TOPdesk. Although this

publication has been produced with the
utmost care and attention, the writers
cannot be held responsible in any way for any
damages that may occur due to errors and /
or deficiencies in this publication.
ENCOURAGE
ALL YOUR
COLLEAGUES
IN USING
SELFSERVICEDESK
Support and motivate your colleagues in the use of
SelfServiceDesk. Get the best out of this new software
and easily professionalize your IT service with the
promotional resources of Ontwerpbureau DDC.
Go to: www.ontwerpbureauddc.nl/change-management
to find out more about change management and the
services of DDC. We are glad to be of service.
I N F O R M ,
M O T I VAT E ,
A C T I VAT E .
W W W. O N T W E R P B U R E AU D D C . N L
tips +tricks
Better services overview in the Self Service
Desk with the Service Catalogue
Hiding shortcuts in the Self Service Desk
The Service Catalogue gives an overview of all supplied
search field and the shortcuts in the Self Service Desk. This
services and products for Self Service Desk users. You can
makes sure that there is enough space for page content like
easily add additional information for each service, such as
the Reservations planner.
From TOPdesk version 5.5 onwards it is possible to hide the
terms of delivery or potential costs. You can also link services

to forms with which the user can directly order the service, or
In order to hide shortcuts in the Self Service Desk click the
ask a question about it.
button Hide menu located straight above the search field.
How do you publish a service in the Service Catalogue?

1. Go to the Service card.
2. Click the Publish tab.
3. Tick Publish in Service Catalogue.
> The service is now available in the Service Catalogue.
On the Publish tab you can also:
Link Form Designer forms.
Indicate the target groups that may see the service.
Define the terms of delivery.
How can you indicate the service costs?
1. Go to the Service card.
2. Click the General tab.
3. Tick Available for Reservations Management.
4. Go to the Reservations Management tab and add the costs
in the Processing block.
Please note: the Contract Management and SLM module is
required to use the Service Catalogue. We also recommend
using the Form Designer and the Reservations Management
module.
www.topdesk.com

TOPdesk Magazine March 2015

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TOPdesk Magazine March 2015

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March 2015, Issue 1, volume 17

Shared Service Management

Read more on page 6

CHOOSE YOUR PATH TOWARDS

IN LINE WITH YOUR SUPPLIER

YOUR OPINION COUNTS

A STEP TOWARDS SHARED PROCESSES

MAKE IT A COLLABORATION, MAKE IT LEAN

4 TOPDESK MAGAZINE - MARCH 2015

TOPdesk opens branch in the USA

developments, follow us via these

@TOPdesk @TOPdesk _UK

New office for TOPdesk Brazil

Myriam Paepen From today:

a new version of #TOPdesk

@cipaldv. More extensive,

efficient and user-friendly

New managing directors for TOPdesk

@TOPdesk_UK @TOPdesk for the

lovely flowers! Congratulating

us on our 4 star accreditation

in the Dutch office.

TOPdesk_UK Celebrating with

Service Desk World

Service Desken anno 2015

TOPdesk 5.5 service pack 1 available

TOPdesk 4 End of Life

longer release any updates or service packs for this version.

Best Management Practice Kongress

organization? Call us on +44 (0)20 7803 4200.

TOPdesk becomes G-Cloud supplier

HDI Conference & Expo

6 TOPDESK MAGAZINE - MARCH 2015

Ronald Haije and Lisa van den Heuvel, Heliomare

Service management is taken very seriously

Heliomare, a health organization with 1600 employees working in 35

8 TOPDESK MAGAZINE - MARCH 2015

When we merged the departments, we set up the Self Service Desk at

about broken fluorescent lamps go straight to maintenance. We can

use standard solutions to pass these calls on. Because if passing on

web shop. Placing an order is easy. When a customer requests a new

phone, the web shop automatically suggests three supported phones.

working on adding HR to the Self Service Desk for commencements

some of FIPs tasks.

Heliomare employees can request everything in the web shop;

to one service portal. IT employees answer Facilities questions and vice

departments have different mindsets. But you need to be patient in

supplies, furniture, coffee cups, or sugar sachets. A physiotherapist

can now indicate that a wheelchair needs to be adjusted during an

appointment with a patient. However, requesting sugar sachets is

different from requesting a wheelchair; our budget holder receives

an approval email at a certain price. After approval, the order is sent

to the Purchasing department. Customers can get things like office

for more expensive requests is similar to a change, and reporting a

back, but in the end you do go forwards.

defective lamp or make a request is a call.

A closer look at processes

The departments methods started to grow towards one another.

There is no shortage of ambition at Heliomare. It was a large project,

hands-on, flexible and customer-oriented, but not always process-

but when we do it we want to do it right, says Van den Heuvel about

oriented. IT employees are more process-oriented, but this sometimes

at the expense of the customer: when the process is inadequate, the

used to for customers, seeing as they mostly used the phone or