The IT leader of a regional retailer was trying to improve the reputation of its IT department by improving user satisfaction. The department was about to embark on a major system implementation and wanted to improve satisfaction to facilitate user adoption of the new system. User commitment had been a problem in the past and had jeopardized major implementations.
The IT leader had established a series of performance improvement initiatives to increase the service levels of all major services. However, despite the improvements, satisfaction was unchanged, even declining. The IT team was getting discouraged with the number of new initiatives, the increased workload and the lack of results.
The IT leader hired SC User Research to evaluate the root causes of user dissatisfaction. Through a diagnostic, it was found that several dissatisfiers were responsible for the lack of progress with user satisfaction. Several of the new initiatives had little effect because they targeted satisfiers without addressing pain points.
The IT leaders has been able to dramatically reduce the scope of its service improvement initiatives by focusing mostly on the dissatisfiers (dropped service requests, tickets being closed too early, requests taking more than 3 days to be resolved) and dropping other time-consuming initiatives. The IT team saw a reduction in their workload, and user satisfaction increased by more than 15 points in a three-month period.