I wouldn’t wish even upon my worst enemy the task of writing a company’s mission statement or brand slogan.

Nowadays customers respond most to companies that convey higher-level, altruistic values in their messaging—especially in the world of enterprise tech, or Silicon Valley startups.

You can’t write something like “we’re here to make lots of money and dominate the market”—that’s just not going to fly.

The slogans and mission statements that stick are ones that are simple and honest, you can retrace their loftier goals back to the day-to-day business value the company provides. How do you help customers protect their data, shop online, scale their business, etc.?

It’s not easy.

Too terse or too vague, and your message misses the mark. As a crutch, many companies avoid the task entirely and stick with messages that are vague and esoteric.

Work stress & modern business

Of course, the elephant in the room for many modern companies is that while they may espouse to take on grandiose goals, many of their own employees suffer under work stress and anxiety.

A recent survey by Wrike found that 94% of employees (US and UK) report feeling stressed at work and it’s been cited that specifically in the United States, businesses lose up to $300 billion dollars a year from the result of workplace stress.

The prevalence of work stress and anxiety often hits hardest on my generation (Millennials: 23 – 38 years old) and the next group of workers in line (Gen-Z: 18 – 22 years old). Nearly half of all U.S. Millennials and 75% of Gen-Z workers have quit a job partially due to mental health issues (with money and work cited as main contributors).

Much of this anxiety and stress does come from societal factors emanating outside the workplace.

We millennials were raised in a system closely tied to digital technology, with the principal purpose being to ‘optimize’ our way through life. Each year we grew older, technology was there to show us how to do things faster and smarter. The prevailing lesson has always been to succeed the system, not break it, and we’ve carried this principle into our work life. Study hard, get high test scores, intern like mad, build up career skills, advance up the work ladder.

As Malcolm Harris writes in Kids These Days: Human Capital and the Making of Millennials, “We (Millennials) are encouraged to strategize and scheme to find places, times, and roles where we can be effectively put to work… efficiency is our existential purpose, and we are a generation of finely honed tools, crafted from embryos to be lean, mean, production machines.”

The drive to achieve isn’t necessarily the problem here, but sometimes it’s the endless mantra to “crush” tasks at all costs that can stress out employees.

Messages like WeWork’s “don’t stop when you’re tired, stop when you are done” or communities like #ILoveMonday can serve as a source of inspiration for young and old workers, but they can also fuel the type of feedback loop that leads to burnout. Even if you’re conscious that corporate slogans, social media influencers and work life charlatans are all marketing a choreographed version of themselves to you, it’s still difficult to ignore the hype and carry on with your work life.

We can let companies off the hook for these societal variables, but they need to take more ownership over the things that cause stress inside their physical and digital walls.

Oddly enough, IT support solutions can play a huge role in helping to fight employee stress and anxiety.

Nexthink’s sweet spot – productivity and employee engagement

So what’s one of the main inhibitors to workplace stress? And what does it have to do with IT?

Some 39% of workers say a heavy workload is the main cause of their frustration. For many people, just managing daily tasks and staying afloat can be a challenge.

One of the principle ways companies can flip this scenario is by enabling their employees to make “small wins” throughout their day, as documented in Dr. Teresa Amabile’s research in ‘The Progress Principle’. After researching some 12,000 journal entries from hundreds of digital employees, Dr. Amabile was able to prove that progress—more than salaries or fancy office perks—is paramount to affecting whether or not an employee is happy and productive (rather than stressed out and unproductive).

The concept of making progress is a simple but powerful one that has roots in many departments such as HR, executive leadership and especially, IT support.

In fact, IT is one of the few departments in any modern business that can offer immediate results in their employees’ digital environments.

And that’s exactly what Nexthink can help businesses do.

On the surface, Nexthink’s entire world consists of hitting tangible business results for IT support teams and their colleagues. We help companies boost their ROI on digital transformation projects, drive down response times and MTTR, and meet several other key digital KPIs.

But diving deeper, we really help our customers reduce work stress by meeting several “Life KPIs” too. After a few months using the Nexthink platform, our customers tell us anecdotes that hold plenty of weight in the conversation of work life balance.

Here’s a short list of what I mean:

TWFF (Time With Family and Friends)

“I finally have the time to see my kid’s soccer games” – End User Support Manager, Banking Sector

POM (Peace of Mind)

“I’m not waking up in the middle of the night anymore nervous about our IT initiatives” – CIO, Healthcare Company

F&E (Focused & Efficient)

“Our employees encounter fewer computing issues, which means they have more time to focus on their workload and get home at a reasonable hour” – Business Services Manager, Enterprise Tech

Aiming higher

Maybe mission statements and company slogans are attainable, especially in the world of enterprise tech?

It just takes the right strategy and the right people leading the charge.

On the Nexthink ‘About Us’ page there are two key phrases that stick out to me:

1. Our mission is to Help IT teams create seamless digital environments so people can focus on the work that matters most.
2. Nexthink is an IT solutions company in the business of giving employees their lives back.

We’re resolute in knowing that even as an IT company, we’re playing our part to alleviate workplace stress for millions of digital employees around the globe.

What type of work employees want to focus on and the direction they wish to take their work lives is entirely up to them.

If you’re interested in learning how Nexthink can help power your digital environment and improve your company’s employee engagement, reach out to us today!

The post Aiming Higher – Fighting Work Stress & Taking on Bigger Goals appeared first on Nexthink.

This is an electronic world, where personal and business lives are conducted across networks and in software. In business that makes IT one of the most important functions, as it’s the hub for all work. If it’s not working well, no one is working well.

That reflects into all aspects of the working day, and it means that employee retention, engagement and experience is now as much a responsibility for IT as it is for HR and the rest of the business. If IT doesn’t take user experience into account in everything it does, users will respond accordingly, to the detriment of the business.

Digital transformations change the relationships between users and technology, with more and more interactions happening online. Users might not be aware of issues or problems in the underlying technology stack, but they are aware when they’re unable to do the work they need to do. Adding digital experience management tooling to a business’ IT platform provides information that traditional monitoring tools miss, with a focus on making users’ experiences better.

Removing roadblocks

Keeping employees happy, productive, efficient and working for you rather than the competition is key to company success. It’s the latest place to look for competitive advantage, and it’s not only a job for managers and the HR team. With software at the heart of every business process, IT has as much responsibility to deliver experiences that drive employee engagement, retention and productivity.

Comic strips have often portrayed IT departments as the place where people say “No”. Like all humor there’s a kernel of truth in that depiction. It’s time to rethink that stereotype, moving from that “no” to a philosophy of “stop gatekeeping, start supporting.” There’s no place for any roadblocks in the modern business environment, and IT needs to support employees as much as it supports software. Instead of thinking of users as a time sink that get in the way, IT departments need to consider them as a resource that can make their jobs easier, remembering that if IT is not helping users then they’re not able to do their jobs effectively, affecting revenue streams.

Changing relationships

What does that changed relationship look like? For IT it’s not about turning off application and operating system features. Acting as a gatekeeper may feel like something is being done, but it’s much less valuable than exploring and learning new features and tools. Supporting them empowers users, encouraging them to get the most from the tools they’re using. Time that’s no longer spent building group policies to lock down applications, is time that’s better spent developing and deploying new applications and services.

Changing their relationship with employees requires changing many of the ways that IT departments work; moving them to more modern practices. Instead of waiting for users to call help desks with problems, IT should take advantage of the current generation of monitoring and observability tools to be proactive. It should be using digital experience management tools to look for problems before they become visible, offering support and fixes before users even notice issues. It’s about making things easier for IT by making things easier for the user. For example, as more and more meetings go online, providing proactive diagnosis and tuning of conference call tools like Skype for Business, using digital experience management to make sure that users are connected and communicating rather than waiting for software to work.

It’s important to remember to avoid the perils of taking a one-size-fits-all approach to IT. Not all users are the same. In any business there’s a mix of front line, back office, full time, remote, and part-time employees as well as contractors, all of whom are different ages and of varying levels of experience. They don’t all need the same solution; for one thing they rarely have the same set of installed applications on the same hardware. Everyone uses different tools to stay productive and engaged. It’s important to spend time doing user research on your own organization, much like a development team researching an application’s users. IT departments need to find what employees need to do, what they need to deliver, and then support them in how they want to work.

Supporting work requires reaching outside the traditional IT departmental responsibilities. A modern approach to work must consider elements like the office environment, interactions between users and the overall workflow, as well as the tools they need for their job. It’s an approach that requires treating users as individuals, not cogs, grasping their strengths and weaknesses in a way that enables the business to make effective use of their skills, and using a new generation of tooling to monitor and prioritize their digital experiences.

Measuring change

Making the shift to becoming a proactive IT organisation requires a new set of tools and processes. Much like the way that modern development uses a continuous integration/continuous delivery pipeline, it needs an analytical listening approach to working with employees. That can include everything from involving users in the application design process, where their role as stakeholders is made explicit, to stepping outside the business environment completely to see what’s being said on employee-driven review sites like Glassdoor.

Developers have tools that help gather requirements and bug reports. IT departments need something similar, with a focus on informal channels that can surface minor issues that might not otherwise be reported. That’s where digital experience management tools come in. IT needs metrics to know what it can change, and to show that those changes have the effects you want.

Business success depends as much on its people and culture as it does on tools and technologies. By changing to a collaborative approach, the experience IT delivers and supports can make the people happier and the culture better, all adding up to delivering better outcomes for the business.

About the Author:

Born on the Channel Island of Jersey, Simon Bisson moved to the UK to attend the University of Bath where he studied electrical and electronic engineering. Since then a varied career has included being part of the team building the world’s first solid state 30KW HF radio transmitter, writing electromagnetic modelling software for railguns, and testing the first ADSL equipment in the UK. He also built one the UK’s first national ISPs, before spending several years developing architectures for large online services for many major brands. For the last decade he’s been a freelance writer, specialising in enterprise technologies and development. He works with his wife and writing partner Mary Branscombe from a small house in south west London, or from anywhere there’s a Wi-Fi signal and a place for a laptop.

The post When IT Steps Up To Support Employees, Technology Can Humanize The Workforce appeared first on Nexthink.

The Experience ’19 Tour wrapped up in November and it brought together some of the brightest minds and speakers from around the world in Digital Experience Management.

Attendees included IT professionals hailing from various sectors like banking, insurance, car manufacturing, healthcare, and many other industries. All were present to share insights and stories of how they use Nexthink to transform their employees’ digital experiences and productivity. During the tour, Nexthink also released the State of Digital Employee Experience – a unique bench-marking report that compares the Digital Experience Score across our customers’ 1.6M endpoints. The tour started in New York City (Oct. 1st), then moved onto Frankfurt (Oct. 24^th), Paris (Nov. 22^nd), and concluded in London (Nov. 26^th).

Let’s see some of the highlights of the tour and which companies truly put their people at the heart of IT and the digital employee experience:

Toyota Motor Europe: driving superior end user experience the Toyota Way

On the left is Arnaud Pire, Senior Manager IT, Toyota Motor Europe

There are two powerful Japanese philosophies that drive the Toyota business called Kaizen & Genchi Genbutsu. Kaizen means “continuous improvement in working practices” and Genchi Genbutsu means “to collect facts and data at the actual site of the work or problem” or quite literally, “go and see”. Both philosophies fit seamlessly with what Nexthink’s full-service Digital Employee Experience platform can deliver for customers.

A few years ago Toyota Europe experienced a massive internal restructuring which made it difficult for their IT services department to properly unify their service delivery teams across the region. Arnaud Pire, the Senior Manager of IT and his team are in charge of supporting Toyota Europe’s 14,000 devices and over 10,000 software licenses. Prior to Nexthink his team struggled to manage complicated patch issues, repair disk space, and answer general end-user questions like what software were employees installing on their PCs, and what versions did they have in operation?

Flash forward to today and Pire and his team are using Nexthink to overcome their previous challenges with ease. Sticking to their philosophical roots, Pire’s team is able to use the Nexthink platform to enact a complete evergreen service-delivery model. In particular, Pire uses Nexthink’s one-click automations and remediations for Genchi Genbutsu-based fact checking and investigations, and they rely on Nexthink’s Digital Experience scoring system to carry out Kaizen-inspired road mapping and planning.

For Pire’s team, rolling out massive digital transformation projects, like Office365, has been painless because they are able to use Nexthink’s advanced adoption features to test user groups and monitor their status from beginning to end.  Pire also boasts that with Nexthink they are now proactively reaching out to Toyota employees and letting them know if they need to say, replace their disk or upgrade one of their business applications—and the feedback from users has been very positive.

“The ability to measure is something that’s extremely important to Toyota’s workplace culture. Nexthink’s combination of hard metrics with user sentiment is key to our being able to improve our employee’s digital satisfaction. We want to know that we’re making real improvements – reducing the number of crashes, for example – and affecting a difference to the end user’s perceptions.” Arnaud Pire, Senior Manager IT, Toyota Motor Europe

Atos: managing the digital experience for 3 million users and counting

James McMahon, Head of Digital Workplace, ATOS

Atos is a global leader in providing digital workplace services for up to 3M users worldwide. They are a managed services partner of Nexthink and currently use the platform to help their IT services team better manage 500,000 devices for their employees. James McMahon, Atos’s Global Domain Director, is a firm believer in XLAs (experience level agreements) and their ability, when paired with the right data, to change the game for employees. At the Experience London event, McMahon highlighted the relevance that solutions like Nexthink can have not just on IT leaders but other professionals and departments, like HR. “For HR, and other people not in IT, I think it is critical that they see what we can do for them”.

McMahon offered the blueprint for how his team approaches any IT project, and how they best utilize Nexthink’s Digital Employee Experience Management platform. An excerpt of his points are below:

• Embrace the cultural shift in problem-solving –
  • You have to align your team with looking at problems from the end-user’s perspective, not from the data center.
• Ditch SLAs (service level agreements) and instead focus on XLAs (experience level agreements) –
  • XLAs will provide more context for your IT services department, and help them to better align employee expectations with the reality of their current digital environment.
• Take advantage of the full Nexthink platform (Act, Engage, Integrate, etc.) –
  • The only way to truly manage the digital work experience is to utilize the full Nexthink platform, which combines powerful user sentiment metrics, ITSM integrations, automations, and many other innovative features.
• Reorganize how you deliver proactive experience support –
  • Build a team that has defined capabilities and roles like Data Scientists, Feedback Experts (PMO), Org Change Managers, and Automation Experts (AI).
• Make sure you report your outcomes, moments, and stories –
  • Champion your own success and document your failures so you can improve!
• Involve your procurement office early on during any IT initiative –
  • Getting buy-in and consensus from your internal finance teams is critical to any smooth IT project.

“Bringing in data via technologies like Nexthink is transformational for us. It changes the conversations we can have with our customers” – James McMahon, Atos’s Global Domain Director,

Heuking Kühn Lüer Wojtek: leading the way for German law firms and technology

The law firm, Heuking Kühn Lüer Wojtek, has taken on aggressive digital experience initiatives thanks to the help of their Head of IT, Mathias Espeloer, and his collaboration with Nexthink. With 8 locations across Germany and 1,000 employees, Espeloer’s team has used Nexthink to help them deliver on their promises to their employees. Here’s what Espeloer had to say about the Experience ’19 Tour and Nexthink:

Apetito: setting the pace in digital innovation and transformation

André Spölming, IT Lead, Apetito

Apetito is a European frozen food company that employees over 9,000 people worldwide. André Spölming, Apetito’s IT Lead is tasked with supporting some 3,500 devices and making sure Apetito’s employees are able to work in unison and with precision. For Apetito, specialized workers play a big part in their company’s success so their main priority was to stabilize their existing IT infrastructure and make it more reliable for testing future IT initiatives.

Tired of taking a “firefighting” approach to their job, Spölming and his team looked to Nexthink to help them deliver the ultimate endpoint and digital employee experience management system. After implementing the Nexthink platform in December of 2017, Spölming’s team quickly began to diagnose and remedy crashes, freezes, blue-screens and other common computing issues that they were never able to see before thanks to Nexthink’s easy-to-use analytics dashboard and drill-down features.

Now Spölming’s team is able to road map their most important business applications (like Skype, SAP, Outlook, etc.) and create quantifiable KPIs for each business service. Not only do they know where they’ve been with Nexthink, they now know where they are going and what “success” really looks like for their industry.

“Nexthink allows us to kill blind spots, it shows absolutely everything going on with our devices and end users”. André Spölming, IT Lead, Apetito

Leading pharmaceutical company: shifting from a reactive to a proactive Digital Experience IT model

One of North America’s leading pharmaceutical companies chose Nexthink to help them better serve over 50,000 digital workers spread out across the United States, Europe, and the Middle East. Taking on ambitious digital experience objectives, this company wanted to completely revitalize their employee computing environment by leveraging the power of Nexthink’s Digital Employee Experience Score (The Score).

In particular, Nexthink’s scoring feature has enabled this pharmaceutical company’s IT services team to better track department-wide initiatives. The company’s senior IT leaders, were are able to use the Nexthink Score to drill down and resolve issues faster than before, and they’ve cut down their overall number of tickets and costs quarter-to-quarter since using the Nexthink platform. In 2019 alone, this company was able to improve their Score by 14% (from 7.1 to 8.1) and they drastically reduced call and incident volume with regards to Office365 and Windows.

In addition, their IT support team has taken a big chunk out of the company’s overall incident volume by switching to Nexthink’s one-click automations and remediations, which in turn has freed up much of their time to focus on more ambitious continuous improvement initiatives for 2020.

Different problems all with a common goal

At Experience ’19 there was a single theme that seemed to underline the various speakers and customer stories of trial and triumph: each used Nexthink to put their employees’ digital experience first, and each saw immediate benefits to their bottom line.

Whether it was a reduction in ticket volume, faster MTTR, expanded insight–every customer locked in an ROI that was unique to their situation. Ticking off important KPIs is key for any serious enterprise technology team, but what’s even better is that our customers can leave their workplace each day knowing that their employees are receiving the best possible digital experience in the market.

If you are interested in learning more about the Experience ’19 events or how Nexthink can help you transform your company’s Digital Employee Experience, talk to a Nexthinker now!

The post 5 Examples of Powerful Stories in Digital Experience Management appeared first on Nexthink.

So much goes into making a workplace suitable for employees—flexibility, salary perks, team dynamics, etc.—but sometimes we forget that technology is paramount to allowing people to be productive and engaged. I experienced this first hand years ago during an internship. I worked for an intelligence organization and assumed I’d be surrounded by the latest and greatest in digital devices and tools.

I was wrong. It took 3 days just for me to receive my work computer, and even then I experienced multiple set-backs from bluescreens and crashes.

After reading Nexthink’s State of Digital Experience, I realize now that my poor digital experience back then actually made a lot of sense when you break down the data we see from our customers.

What’s the right company size for you & your digital experience?

In addition to holiday shopping, many people this season will probably shop for a new career or job. Though fall and spring tend to be the most popular seasons for job seekers, January and February offers an ideal time for many—a rare period when HR teams come back rested and with full hiring budgets, and job seekers feel rejuvenated and motivated to pursue those New Year’s resolutions.

Most applicants will inevitably look to popular tech companies like Google, Microsoft, and Amazon even though they’d probably have a better chance of getting hired if they’d target companies with 500 or fewer employees.

But you almost can’t blame job seekers for looking to businesses with the largest headcounts—with more manpower often comes more budget and the possibility to advance one’s career.

Or at least that’s the perception.

Job stability can also be a motivating factor for many to seek employment with large companies. The Society for Human Resources Management released a report in 2015 stating that big businesses had significantly higher employee tenure (8.8 years) for their employees compared to small and medium organizations.

What’s strange though is that regardless of company size, most employees out there are unhappy with their workplace tools and technologies. In fact, in Deloitte’s 2019 Global Human Capital Trends report, 62% of workers report they are unhappy (not satisfied + somewhat satisfied) with their current digital tools.

So what’s a job seeker to do? Look to the giants, the startups, or medium-sized employers?

Finding the digital workplace sweet spot

Finding the right work environment comes down to multiple factors—work-life balance, salary, career growth opportunities, job perks, etc.—too many to list here and too diverse to cover the wants and needs of so many workers.

But when it comes to identifying the right digital work environment, we have found evidence that there is a certain sweet spot in company size.

Too small (< 1k employees) or too large (> 20k employees) a company, and the Digital Employee Experience suffers. In these particular company bands, we’ve witnessed more problems with devices, web browsers crashing, and extended logon durations. Yet, our customers that have between 1k – 20k employees performed the strongest with a Digital Experience Score ranging from 6.8 – 7.0 (out of 10 possible points).

The Digital Experience Score (The Score) is a comprehensive end-user computing index that measures just how well employees’ experience their digital work environments and how well IT departments support them. The Score combines daily statistics on Employee Sentiment, Web Browsing, Devices, Security, Business Apps, and Productivity and Collaboration to give IT support teams a powerful real-time understanding of their entire end-user computing environment.

We also found that our smallest customers (< 1,000 employees) received an average score of 6.7 and the largest companies (+20k) and (+50k) received an average of 6.4 and 5.8 respectively. Thus, the “sweet-spot” for the best Digital Employee Experience may very well be at companies that have between 1k – 20k employees.

Of course, company size isn’t the only determinant when it comes to a positive or negative workplace experience, but this evidence does offer plenty of food for thought for not just job seekers, but also for HR and IT leaders.

I didn’t realize it all those years ago when I was an intern, but I assumed that just because I was walking into a company with thousands of employees they were going to offer me a supreme computing environment. I figured I would experience a better digital work environment there than if I were to work in a small business or start-up. Of course, I was wrong because years later I worked at a start-up and found my digital work experience to be vastly superior to my time at the bigger intelligence organization.

Change is possible for any company size

Even though our customer findings are informative they are not written in stone. In fact, many of our clients, regardless of their company size, have shown 3 to 5 point improvements in their Digital Experience Scores after just a few days of working with us.

Luckily, Nexthink’s platform offers fast remediations and powerful ITSM integrations that make it easy for our customers to isolate and resolve IT issues, regardless of their company size and budget. The point is that job seekers, IT support, and HR leaders should pay attention to possible “sweet spots” for ideal computing environments but they shouldn’t let that information define their future.

In 2020, Nexthink will release even more detailed customer insights that will revolutionize the way employers, employees, and job seekers view the digital workplace.

Stay tuned!

The post Finding Your Sweet Spot: Company Size and Digital Workplace Experience appeared first on Nexthink.

The digital workplace of the future is right around the corner and many enterprise tech leaders are probably wondering:

How can I be prepared for the changes that lie ahead?

Luckily, we’ve gathered together some of the brightest minds in the game to deliver their predictions. These experts range from technology leaders and analysts that have devoted their careers to pushing the limits of the digital workplace.

The integration of HR and IT

–Pedro Bados (Founder and CEO, Nexthink)

We know that levels of frustration around Digital Employee Experience (DEX) have already passed a tipping point: across the last year or two, it’s become widely established that poor IT is a main factor impeding productivity and driving attrition. In 2020, we expect to see some new effects of this awareness. One of these will be IT’s inclusion in more conversations and processes than ever before.

For instance, we’ve started hearing about CIOs participating in employee exit interviews. It makes sense. When an employee leaves a company, IT should want to know the extent to which digital experience was a factor in someone deciding to move on. At the very least, IT should embrace the opportunity to get full and frank feedback on that digital experience from the outgoing colleague.

It all points to an ever-expanding dialogue between IT and HR. And as the walls between these previously discreet and distinct silos begin to crumble, we will see reporting lines and team structures start to change. In some instances, this will mean HR reporting into CIOs, or vice versa – or both reporting directly to the COO or CEO. In others, we will see teams emerge focused specifically on all aspects of employee experience and encompassing both IT and HR specialists.

Expansion to the deskless workforce

–Andrew Hewitt (Analyst, Forrester)

In 2020, the focus of digital workplace will expand beyond the traditional knowledge worker to the deskless workforce. This will include both customer-facing and non-customer facing roles in industries such as retail, manufacturing, healthcare, and hospitality. Companies will increasingly realize that creating engaging digital experiences for these groups is critical to unlocking higher retention in these attrition-prone industries.

Forrester sees investment coming from multiple avenues, but they mostly center around providing better communications and collaboration tools for employees, enhancing access to customer information, and automating key mobile workflows to enable higher productivity while on the go.

While companies will likely eventually look at measuring the experience of these workers, phase one will be focused primarily on tech enablement, with EX measurement maturation to follow in the coming years.

The ‘Experience Generation’ comes of age

-Yassine Zaied (Chief Strategy Officer, Nexthink)

A whole generation has grown up thinking of everything – from movies to restaurants to cab rides – in terms of the ‘experience’ they provide, as well as being able to rank, rate and offer feedback on the quality of these experiences.

This ‘Experience Generation’ has been joining the workforce in droves for years. However, when it comes to its experience of IT in the workplace (or, digital employee experience), its expectations remain rarely met, its feedback almost never sought, and they have by and large – as the most junior part of that workforce – been expected to accept this as the way things are, even when this has been at the expense of its own productivity and standards.

In 2020, we will start to see a significant qualitative shift: having got the first few years of their careers under their belts, this Experience Generation is beginning to assume greater influence, importance and seniority in the workplace.

One of the biggest impacts of this demographic shift will be on a growing intolerance for bad technological experiences at work, along with a will to influence them for the better. At best this will mean giving feedback here as they do in every other part of their lives. At worst it will mean them simply voting with their feet. Now is the time for organizations to start getting ready for what this means.

Digital Employee Experience gets real

–James McMahon (Head of Atos Digital Workplace, Atos)

2019 could be characterised for many as a year spent repaying technical debt – going from Windows 7 to Windows 10 being one conspicuous example. By and large this has had a negative impact on progress.

2020 will see IT and businesses get the breathing space required to plan and implement future steps, rather than simply rush to get off the burning platform. This will mean a proper focus on modern workplace delivery, a focus on cloud managed workplace services, and greater implementation of XLAs. In other words, I think 2020 will see all the talk about Digital Employee Experience and digital transformation become real, with tangible changes both in terms of technologies and services.

In the midst of all this innovation, one of these emergent technologies will surprise us. Perhaps it will be intelligent automation, modern security management or workplace AI? Time will tell. But it’s going to be a year of innovation, without a doubt.

The birth of business-led technology investment

–Tim Flower (Director of Business Transformation, Nexthink)

IT has spent decades focussed on provisioning new services, but up to now has lacked the ability to accurately assess adoption, consumption, and sentiment from its own business users. This has meant that IT has had no meaningful way to calculate the true impact, positive or negative, of these new services.

2020 will see CIOs start to look at technology investments in a completely different way.

What is starting to shift is the concept of funding technology based on the benefit (or disruption) it brings to those very business users it is deployed to, rather than the benefit to the IT shop. IT costs absolutely need to be controlled, but the concept of “self-funding” –  that is, of IT projects that need equal savings within the technology budget – is slowly starting to change as businesses begin at last to measure the real impact of new technologies on users, and on their productivity.

Take for instance a large 150,000 audit and consulting firm in the US who recently made a business case based on the anticipated outcomes of improving the End-user Experience. In the end, the global CIOs agreed that the initiative deserved to be funded because it was good for business, not because it was good for IT. We expect this to become a significant new trend in both the next year and the next decade.

Proactive IT will arrive at our workplace

-Andre Spölming (IT Lead, IT Service Desk, Apetito)

At Apetito we support around 3,500 devices across the global market. Years ago, we were very much in a firefighting mode, reacting to incidents and problems on a day-by-day basis. Our first focus was on stabilising the infrastructure. Then we started planning the next step in improving our end-users’ experience: we sought an endpoint management system and that’s what brought us to Nexthink first of all.

We’ve had some great successes with Nexthink over the last four years, but with their help, in 2020 we are going properly proactive as a service desk. It’s a different mindset for IT. We have to stop thinking in terms of ‘when we get a problem, we’ll get a call, and we respond to it then.’ We have to start thinking in terms of proactively calling the user: because we know they’ve been experiencing difficulties ourselves already (without being told), or better yet because we’re concerned that they’ll start experiencing difficulties unless we act.

We want to get in front of the problem, so we can solve it before it becomes an issue for the user. Nexthink brings us the transparency required to make this possible.

The conversation revolution

–Alan Nance, Co-Founder and Managing Partner, CitrusCollab

The way we engage with customers is going to become much more conversational, sensitive, and empathetic. This trend is across all sectors and cultures. It is a surprising result of our increasing ability to tellingly predict and anticipate customer behavior. Think of a call-center. Today these are primarily inbound services: people call them for information about products and services or to complain about them. Less than 5% of calls are outbound. As we gain more insight into customer experience and become better at anticipating an opportunity or a difficulty, call centers will inevitably become more proactively engaged with the outside world. We expect outbound calls to be closer to 50% of all calls in the years ahead.

This change in perspective will inspire a cultural and skill set shift in the call agent community. Rather than being incentivized to process inbound callers quickly, they will increasingly conduct valuable outbound conversations with (prospective) customers. The agents will need to be as interested in customer experience (and as much a part of it overall) as in the technology driving the outreach. In this way, call centers will become conversation centers.

Of course, you see the same principle with Nexthink’s impact on the way service desks function. Nexthink puts IT in the position to do the same thing: anticipate problems, reach out to their business customers, intercede, and make a difference. Across multiple sectors, the ability to engage with, listen to, understand, and build relationships with customers and colleagues is going to be crucial. In this way, service-desks will increasingly become experience desks.

Is your IT team ready for 2020?

One thing is certain: 2020 is going to be a monumental year for digital workplace technologies.

If you want to stay ahead of the digital changes and challenges that await, you need an IT solutions platform that can help you deliver the ultimate Digital Employee Experience. The Nexthink platform enables IT departments to predict problems before they happen and effect meaningful change at scale.

If you are interested in learning more, talk to a Nexthinker today.

The post 2020 Visionaries: Predictions For The Digital Workplace appeared first on Nexthink.

I’ve been thinking a lot lately about the phrase “Ok, Boomer”—that popular retort Millennials often use to joke about my generation’s perceived lack of knowledge with modern-day technology.

To be honest, I laugh a lot at those jokes but that’s because I relate more to the disconnect between digital master and novice. For years I’ve served as the go-to IT expert for my older, less tech-savvy friends, helping to answer their questions and manage their stress like some crisis negotiator from the movies—“Yes, I can fix your VPN but you gotta’ give me more time!”.

My gripe is more with the pervading false narrative that older workers provide little value to modern, fast-moving tech companies—and that all Millennials are supposedly digital whiz-kids that are entitled and whiny (a stereotype often perpetuated by my generation).

Painting both Boomers and Millennials with these broad brush strokes is not only lazy, it’s entirely inaccurate.

And here’s why:

Careful, son. We drew the blueprints for the modern digital workplace

A large part of my position is based on teaching my colleagues (both old and young) how to better comprehend and work with digital technologies and cloud computing—the very thing my generation is often accused of not knowing.

As a point of reference, I began my career in IT when mainframes were king. At the time, distributed and personal computing was just becoming popular and the idea of video chat seemed like a fantasy straight out of ‘The Jetsons.’

My generation helped build the foundation for many of the everyday tech products we take for granted today (things like camera phones, portable computers, and even memory foam). Millennials can also thank Boomers for that most ubiquitous piece of tech they hold in their hands—the smartphone. Although many may be surprised that IBM, not Apple, actually developed the first smartphone named Simon, long before Steve Jobs introduced the iPhone.

My point is not to say the Boomer generation is better, or that their achievements were greater (although I could probably build a case for that). Instead, I want to remind us that today’s modern digital workplace was built upon the very blueprints that many of us helped create. Boomers have deep technical knowledge that can help advance modern digital work environments because we know what lays at the foundation.

Wait, you’ve actually been to a Data Center?!

Cloud computing, even for IT professionals, can sometimes come across like an alien language. At the heart of any cloud computing project sits the Data Center (or sometimes multiple Data Centers). Very few Millennials have actually seen the inside of a Data Center. Some take for granted that the millions of digital transactions they participate in every day have to emanate from some physical structure out there in the world.

I can explain abstract concepts in the cloud because I spent the first 16 years of my career working in Data Centers. I know how they look and feel and are maintained. Many younger tech workers may not even understand that these structures power their daily use of Twitter, Instagram, Snapchat, and the hundreds of other apps they use on their phones.

I recognize that Millennials were raised among modern technologies so it’s difficult for them to consider “why” certain things came to be. But for many in my generation this comes naturally to us because we were there from the beginning.

For IT professionals especially, it is important that we understand the history behind the modern digital workplace so we can apply its lessons and improve the future for businesses and digital workers.

Which brings me to my second point: Boomers are wrong in their stereotypes about Millennials, that they are all experts with technology albeit incapable of sticking to a work schedule and overcoming basic challenges.

A multi-generational workforce is the strongest for modern, digital workplaces

In my experience, especially at Nexthink, Millennial workers are some of the brightest, most driven people I have ever worked with in my entire career.

Are all of them technical whiz-kids?

No.

But they do have the advantage of expecting and demanding superior digital experiences—something I think is misinterpreted as a negative trait by my fellow boomers. We can learn a few things from these young adults who grew up with technology in their hands.

“

We (Millennials) understand how technology works, and we expect it to improve every year because that’s the only world we’ve ever known.

We Boomers cannot focus only on the customer and treat the employee as a second-class citizen who doesn’t deserve good experiences. Millennials have helped drive this point home these past few years, returning power to digital employees across the globe. Even from a pure business perspective, research shows that companies with engaged employees are 21 percent more profitable than those with poor engagement.

Millennials and Boomers not only can coexist in today’s workforce, they can actually complement each other’s skillsets to push businesses forward—which is exactly what we have going on at Nexthink. We have pulled in some of the brightest minds from around the globe. I admire my colleagues for their deep technical expertise and their multi-lingual skills. But above all, I admire most their infectious desire to learn and stay humble.

Old. Young. None of that matters here. Instead, it all comes down to delivering results that ultimately improve the modern digital workplace today, and for years to come.

Want to learn more about Nexthink, and the way we are transforming the modern Digital Employee Experience for HR and IT support?

Contact Us Today

The post Why The Digital Workplace Needs Both ‘Boomers’ & ‘Millennials’ appeared first on Nexthink.

Let there be light!

Back in the 17^th century, Paris was the first city to establish public lighting by scaling the installation of lanterns, candles and oil lamps. The project was a massive endeavour at the time that required the help of hundreds of hands to make it possible. Today, we’re on a similar journey to tackle big ideas in the Digital Workplace.

And we couldn’t think of a better venue than Paris, the “City of Lights”, to host the third stop on our Experience ‘19 tour.

Before you attend there a few things we want you to know. Consider these tips in order to maximize your time and get the most out of Experience ’19:

1) Read up on our Speakers and learn from each one

Coming from Forrester to AXA IM, our 8 amazing guest speakers bring real-life experiences and success stories managing their respective digital workplaces. Any IT professional—regardless of industry and title—can gain something from each speaker. Listen, take notes, and ask as many questions as you want during the day. We recommend you approach the day armed with curiosity and a willingness to learn from these stellar technology leaders.

2) Take advantage of our demo zone

Throughout the event, “Nexthinkers” will be there in full force (wearing light blue lanyards) to answer technical questions about the Nexthink platform and show you how it works. We know actions speak louder than words. Take our speakers’ stories and immediately apply them to your business needs. Our experts will help you explore every nook and cranny of the Nexthink platform (DEX Score, IT initiatives, Integrations, Chatbots… you name it!). Don’t hesitate to stop by the demo zone even if it’s just for a friendly chat. We’re here to help!

3) Network with your peers

Our keynote speakers are not the only ones that have something to share. What makes Experience a truly special event is the opportunity to meet, discuss and share stories and experiences with hundreds of IT professionals. There will be plenty of breaks throughout the event so you can network with our keynote speakers, Nexthinkers or fellow attendees. In addition, we will have a cocktail reception immediately following the last speaker. Take the time then to unwind and relax with your peers!

Á Bientôt

On behalf of Nexthink, we can’t wait to see you on November 22^nd at 3 Mazarine, Paris.

For any information about the dates, location or agenda visit the Paris Experience ’19 page.

For any other questions, contact us at experience-paris@nexthink.com.

The post Experience ’19 in Paris appeared first on Nexthink.

London is calling…

After touching down in three amazing cities across two continents, the Experience ’19 tour culminates in the UK on November 26th at the historic Riverside building on the lip of the Thames.

Whether or not you’ve already registered for Experience London, here are some tips for ensuring you get the most of the UK edition of the world’s greatest Digital Employee Experience event.

We’ll see you down by the river.

1) Experience benchmarking

At last year’s event, we unveiled the DEX Score – which allows companies to benchmark their IT services across time, between regions and against peers. Twelve months on, and the metrics have been rolled out to over 400 companies and 2M endpoints; Experience ’19 offers a great opportunity to gauge the DEX Score’s industry impact, particularly if it’s something you’re considering for your organization. Samuele Gantner (our Chief Product Officer) will be joining Nexthink CEO Pedro Bados for an exclusive look at the industry benchmarking data, while Johnson & Johnson will demonstrate how they now use Score to help guide their user service delivery model.

2) Experience other workplace cultures

Experience ’19 London presents an amazing opportunity to learn about different work cultures. For example, Toyota’s Arnaud Pire will be introducing something called the Toyota Way – the workplace philosophy followed globally by the famous car company. (Arnaud will also show how this philosophy perfectly complements Digital Employee Experience.) Another highly distinct workplace covered is the NHS, with a keynote focused on the challenges and opportunities Digital Employee Experience offers the world’s most famous healthcare provider.

3) Experience it all

There’s more to an Experience event than presentations alone – there are also amazing demos to check out, full catering, and fantastic networking opportunities. The trick to getting the most out of any Experience is this: make yourself known. It doesn’t matter whether you’re an existing customer, a visitor weighing up the relevance of Nexthink to your organization, or you simply want to delve deep into the whole ‘experience’ phenomenon – talk to as many people as you can, share your thoughts and queries, and stick around for the networking drinks at the end. A lot of Nexthinkers are there to ensure you get all your questions answered.

4) Experience thought leadership

While we certainly look forward to blowing you away with some choice innovations of our own (not to mention our amazing customer advocates), we fully realize that the ‘experience’ theme is a big one, and there are more sides to this story. In London we’ll be joined by Andrew Hewitt (Forrester), Alan Nance (CitrusCollab) and James McMahon (ATOS), among other thought leaders and influencers renowned in the Digital Employee space.

5) Experience the future

Does Nexthink have anything in particular to unveil at this event?

You bet we do: the new era of Digital Experience Management.

Ensure you catch our founder and CEO Pedro Bados’ opening keynote to find out what this is and what it could mean for your business. Another unmissable Nexthink presentation comes right at the end of the day, from our VP for solution consulting, Jon Cairns, who’ll be looking at how we can finally start to close the expectation gap between IT and its users.

So, if you’re coming to Experience, please make sure you take full advantage of our awesome slate speaker, demo sessions, and networking opportunities. There’s something for every one at Experience, and we cannot wait to see you!

For more information about travel, the agenda, and more, click here.

The post Heading to Experience ’19 London? Follow These 5 Tips appeared first on Nexthink.

I wouldn’t wish even upon my worst enemy the task of writing a company’s mission statement or brand slogan.

Nowadays customers respond most to companies that convey higher-level, altruistic values in their messaging—especially in the world of enterprise tech, or Silicon Valley startups.

You can’t write something like “we’re here to make lots of money and dominate the market”—that’s just not going to fly.

The slogans and mission statements that stick are ones that are simple and honest, you can retrace their loftier goals back to the day-to-day business value the company provides. How do you help customers protect their data, shop online, scale their business, etc.?

It’s not easy.

Too terse or too vague, and your message misses the mark. As a crutch, many companies avoid the task entirely and stick with messages that are vague and esoteric.

Work stress & modern business

Of course, the elephant in the room for many modern companies is that while they may espouse to take on grandiose goals, many of their own employees suffer under work stress and anxiety.

A recent survey by Wrike found that 94% of employees (US and UK) report feeling stressed at work and it’s been cited that specifically in the United States, businesses lose up to $300 billion dollars a year from the result of workplace stress.

The prevalence of work stress and anxiety often hits hardest on my generation (Millennials: 23 – 38 years old) and the next group of workers in line (Gen-Z: 18 – 22 years old). Nearly half of all U.S. Millennials and 75% of Gen-Z workers have quit a job partially due to mental health issues (with money and work cited as main contributors).

Much of this anxiety and stress does come from societal factors emanating outside the workplace.

We millennials were raised in a system closely tied to digital technology, with the principal purpose being to ‘optimize’ our way through life. Each year we grew older, technology was there to show us how to do things faster and smarter. The prevailing lesson has always been to succeed the system, not break it, and we’ve carried this principle into our work life. Study hard, get high test scores, intern like mad, build up career skills, advance up the work ladder.

As Malcolm Harris writes in Kids These Days: Human Capital and the Making of Millennials, “We (Millennials) are encouraged to strategize and scheme to find places, times, and roles where we can be effectively put to work… efficiency is our existential purpose, and we are a generation of finely honed tools, crafted from embryos to be lean, mean, production machines.”

The drive to achieve isn’t necessarily the problem here, but sometimes it’s the endless mantra to “crush” tasks at all costs that can stress out employees.

Messages like WeWork’s “don’t stop when you’re tired, stop when you are done” or communities like #ILoveMonday can serve as a source of inspiration for young and old workers, but they can also fuel the type of feedback loop that leads to burnout. Even if you’re conscious that corporate slogans, social media influencers and work life charlatans are all marketing a choreographed version of themselves to you, it’s still difficult to ignore the hype and carry on with your work life.

We can let companies off the hook for these societal variables, but they need to take more ownership over the things that cause stress inside their physical and digital walls.

Oddly enough, IT support solutions can play a huge role in helping to fight employee stress and anxiety.

Nexthink’s sweet spot – productivity and employee engagement

So what’s one of the main inhibitors to workplace stress? And what does it have to do with IT?

Some 39% of workers say a heavy workload is the main cause of their frustration. For many people, just managing daily tasks and staying afloat can be a challenge.

One of the principle ways companies can flip this scenario is by enabling their employees to make “small wins” throughout their day, as documented in Dr. Teresa Amabile’s research in ‘The Progress Principle’. After researching some 12,000 journal entries from hundreds of digital employees, Dr. Amabile was able to prove that progress—more than salaries or fancy office perks—is paramount to affecting whether or not an employee is happy and productive (rather than stressed out and unproductive).

The concept of making progress is a simple but powerful one that has roots in many departments such as HR, executive leadership and especially, IT support.

In fact, IT is one of the few departments in any modern business that can offer immediate results in their employees’ digital environments.

And that’s exactly what Nexthink can help businesses do.

On the surface, Nexthink’s entire world consists of hitting tangible business results for IT support teams and their colleagues. We help companies boost their ROI on digital transformation projects, drive down response times and MTTR, and meet several other key digital KPIs.

But diving deeper, we really help our customers reduce work stress by meeting several “Life KPIs” too. After a few months using the Nexthink platform, our customers tell us anecdotes that hold plenty of weight in the conversation of work life balance.

Here’s a short list of what I mean:

TWFF (Time With Family and Friends)

“I finally have the time to see my kid’s soccer games” – End User Support Manager, Banking Sector

POM (Peace of Mind)

“I’m not waking up in the middle of the night anymore nervous about our IT initiatives” – CIO, Healthcare Company

F&E (Focused & Efficient)

“Our employees encounter fewer computing issues, which means they have more time to focus on their workload and get home at a reasonable hour” – Business Services Manager, Enterprise Tech

Aiming higher

Maybe mission statements and company slogans are attainable, especially in the world of enterprise tech?

It just takes the right strategy and the right people leading the charge.

On the Nexthink ‘About Us’ page there are two key phrases that stick out to me:

1. Our mission is to Help IT teams create seamless digital environments so people can focus on the work that matters most.
2. Nexthink is an IT solutions company in the business of giving employees their lives back.

We’re resolute in knowing that even as an IT company, we’re playing our part to alleviate workplace stress for millions of digital employees around the globe.

What type of work employees want to focus on and the direction they wish to take their work lives is entirely up to them.

If you’re interested in learning how Nexthink can help power your digital environment and improve your company’s employee engagement, reach out to us today!

The post Aiming Higher – Fighting Work Stress & Taking on Bigger Goals appeared first on Nexthink.

This is an electronic world, where personal and business lives are conducted across networks and in software. In business that makes IT one of the most important functions, as it’s the hub for all work. If it’s not working well, no one is working well.

That reflects into all aspects of the working day, and it means that employee retention, engagement and experience is now as much a responsibility for IT as it is for HR and the rest of the business. If IT doesn’t take user experience into account in everything it does, users will respond accordingly, to the detriment of the business.

Digital transformations change the relationships between users and technology, with more and more interactions happening online. Users might not be aware of issues or problems in the underlying technology stack, but they are aware when they’re unable to do the work they need to do. Adding digital experience management tooling to a business’ IT platform provides information that traditional monitoring tools miss, with a focus on making users’ experiences better.

Removing roadblocks

Keeping employees happy, productive, efficient and working for you rather than the competition is key to company success. It’s the latest place to look for competitive advantage, and it’s not only a job for managers and the HR team. With software at the heart of every business process, IT has as much responsibility to deliver experiences that drive employee engagement, retention and productivity.

Comic strips have often portrayed IT departments as the place where people say “No”. Like all humor there’s a kernel of truth in that depiction. It’s time to rethink that stereotype, moving from that “no” to a philosophy of “stop gatekeeping, start supporting.” There’s no place for any roadblocks in the modern business environment, and IT needs to support employees as much as it supports software. Instead of thinking of users as a time sink that get in the way, IT departments need to consider them as a resource that can make their jobs easier, remembering that if IT is not helping users then they’re not able to do their jobs effectively, affecting revenue streams.

Changing relationships

What does that changed relationship look like? For IT it’s not about turning off application and operating system features. Acting as a gatekeeper may feel like something is being done, but it’s much less valuable than exploring and learning new features and tools. Supporting them empowers users, encouraging them to get the most from the tools they’re using. Time that’s no longer spent building group policies to lock down applications, is time that’s better spent developing and deploying new applications and services.

Changing their relationship with employees requires changing many of the ways that IT departments work; moving them to more modern practices. Instead of waiting for users to call help desks with problems, IT should take advantage of the current generation of monitoring and observability tools to be proactive. It should be using digital experience management tools to look for problems before they become visible, offering support and fixes before users even notice issues. It’s about making things easier for IT by making things easier for the user. For example, as more and more meetings go online, providing proactive diagnosis and tuning of conference call tools like Skype for Business, using digital experience management to make sure that users are connected and communicating rather than waiting for software to work.

It’s important to remember to avoid the perils of taking a one-size-fits-all approach to IT. Not all users are the same. In any business there’s a mix of front line, back office, full time, remote, and part-time employees as well as contractors, all of whom are different ages and of varying levels of experience. They don’t all need the same solution; for one thing they rarely have the same set of installed applications on the same hardware. Everyone uses different tools to stay productive and engaged. It’s important to spend time doing user research on your own organization, much like a development team researching an application’s users. IT departments need to find what employees need to do, what they need to deliver, and then support them in how they want to work.

Supporting work requires reaching outside the traditional IT departmental responsibilities. A modern approach to work must consider elements like the office environment, interactions between users and the overall workflow, as well as the tools they need for their job. It’s an approach that requires treating users as individuals, not cogs, grasping their strengths and weaknesses in a way that enables the business to make effective use of their skills, and using a new generation of tooling to monitor and prioritize their digital experiences.

Measuring change

Making the shift to becoming a proactive IT organisation requires a new set of tools and processes. Much like the way that modern development uses a continuous integration/continuous delivery pipeline, it needs an analytical listening approach to working with employees. That can include everything from involving users in the application design process, where their role as stakeholders is made explicit, to stepping outside the business environment completely to see what’s being said on employee-driven review sites like Glassdoor.

Developers have tools that help gather requirements and bug reports. IT departments need something similar, with a focus on informal channels that can surface minor issues that might not otherwise be reported. That’s where digital experience management tools come in. IT needs metrics to know what it can change, and to show that those changes have the effects you want.

Business success depends as much on its people and culture as it does on tools and technologies. By changing to a collaborative approach, the experience IT delivers and supports can make the people happier and the culture better, all adding up to delivering better outcomes for the business.

About the Author:

Born on the Channel Island of Jersey, Simon Bisson moved to the UK to attend the University of Bath where he studied electrical and electronic engineering. Since then a varied career has included being part of the team building the world’s first solid state 30KW HF radio transmitter, writing electromagnetic modelling software for railguns, and testing the first ADSL equipment in the UK. He also built one the UK’s first national ISPs, before spending several years developing architectures for large online services for many major brands. For the last decade he’s been a freelance writer, specialising in enterprise technologies and development. He works with his wife and writing partner Mary Branscombe from a small house in south west London, or from anywhere there’s a Wi-Fi signal and a place for a laptop.

The post When IT Steps Up To Support Employees, Technology Can Humanize The Workforce appeared first on Nexthink.

The Experience ’19 Tour wrapped up in November and it brought together some of the brightest minds and speakers from around the world in Digital Experience Management.

Attendees included IT professionals hailing from various sectors like banking, insurance, car manufacturing, healthcare, and many other industries. All were present to share insights and stories of how they use Nexthink to transform their employees’ digital experiences and productivity. During the tour, Nexthink also released the State of Digital Employee Experience – a unique bench-marking report that compares the Digital Experience Score across our customers’ 1.6M endpoints. The tour started in New York City (Oct. 1st), then moved onto Frankfurt (Oct. 24^th), Paris (Nov. 22^nd), and concluded in London (Nov. 26^th).

Let’s see some of the highlights of the tour and which companies truly put their people at the heart of IT and the digital employee experience:

Toyota Motor Europe: driving superior end user experience the Toyota Way

On the left is Arnaud Pire, Senior Manager IT, Toyota Motor Europe

There are two powerful Japanese philosophies that drive the Toyota business called Kaizen & Genchi Genbutsu. Kaizen means “continuous improvement in working practices” and Genchi Genbutsu means “to collect facts and data at the actual site of the work or problem” or quite literally, “go and see”. Both philosophies fit seamlessly with what Nexthink’s full-service Digital Employee Experience platform can deliver for customers.

A few years ago Toyota Europe experienced a massive internal restructuring which made it difficult for their IT services department to properly unify their service delivery teams across the region. Arnaud Pire, the Senior Manager of IT and his team are in charge of supporting Toyota Europe’s 14,000 devices and over 10,000 software licenses. Prior to Nexthink his team struggled to manage complicated patch issues, repair disk space, and answer general end-user questions like what software were employees installing on their PCs, and what versions did they have in operation?

Flash forward to today and Pire and his team are using Nexthink to overcome their previous challenges with ease. Sticking to their philosophical roots, Pire’s team is able to use the Nexthink platform to enact a complete evergreen service-delivery model. In particular, Pire uses Nexthink’s one-click automations and remediations for Genchi Genbutsu-based fact checking and investigations, and they rely on Nexthink’s Digital Experience scoring system to carry out Kaizen-inspired road mapping and planning.

For Pire’s team, rolling out massive digital transformation projects, like Office365, has been painless because they are able to use Nexthink’s advanced adoption features to test user groups and monitor their status from beginning to end.  Pire also boasts that with Nexthink they are now proactively reaching out to Toyota employees and letting them know if they need to say, replace their disk or upgrade one of their business applications—and the feedback from users has been very positive.

“The ability to measure is something that’s extremely important to Toyota’s workplace culture. Nexthink’s combination of hard metrics with user sentiment is key to our being able to improve our employee’s digital satisfaction. We want to know that we’re making real improvements – reducing the number of crashes, for example – and affecting a difference to the end user’s perceptions.” Arnaud Pire, Senior Manager IT, Toyota Motor Europe

Atos: managing the digital experience for 3 million users and counting

James McMahon, Head of Digital Workplace, ATOS

Atos is a global leader in providing digital workplace services for up to 3M users worldwide. They are a managed services partner of Nexthink and currently use the platform to help their IT services team better manage 500,000 devices for their employees. James McMahon, Atos’s Global Domain Director, is a firm believer in XLAs (experience level agreements) and their ability, when paired with the right data, to change the game for employees. At the Experience London event, McMahon highlighted the relevance that solutions like Nexthink can have not just on IT leaders but other professionals and departments, like HR. “For HR, and other people not in IT, I think it is critical that they see what we can do for them”.

McMahon offered the blueprint for how his team approaches any IT project, and how they best utilize Nexthink’s Digital Employee Experience Management platform. An excerpt of his points are below:

• Embrace the cultural shift in problem-solving –
  • You have to align your team with looking at problems from the end-user’s perspective, not from the data center.
• Ditch SLAs (service level agreements) and instead focus on XLAs (experience level agreements) –
  • XLAs will provide more context for your IT services department, and help them to better align employee expectations with the reality of their current digital environment.
• Take advantage of the full Nexthink platform (Act, Engage, Integrate, etc.) –
  • The only way to truly manage the digital work experience is to utilize the full Nexthink platform, which combines powerful user sentiment metrics, ITSM integrations, automations, and many other innovative features.
• Reorganize how you deliver proactive experience support –
  • Build a team that has defined capabilities and roles like Data Scientists, Feedback Experts (PMO), Org Change Managers, and Automation Experts (AI).
• Make sure you report your outcomes, moments, and stories –
  • Champion your own success and document your failures so you can improve!
• Involve your procurement office early on during any IT initiative –
  • Getting buy-in and consensus from your internal finance teams is critical to any smooth IT project.

“Bringing in data via technologies like Nexthink is transformational for us. It changes the conversations we can have with our customers” – James McMahon, Atos’s Global Domain Director,

Heuking Kühn Lüer Wojtek: leading the way for German law firms and technology

The law firm, Heuking Kühn Lüer Wojtek, has taken on aggressive digital experience initiatives thanks to the help of their Head of IT, Mathias Espeloer, and his collaboration with Nexthink. With 8 locations across Germany and 1,000 employees, Espeloer’s team has used Nexthink to help them deliver on their promises to their employees. Here’s what Espeloer had to say about the Experience ’19 Tour and Nexthink:

Apetito: setting the pace in digital innovation and transformation

André Spölming, IT Lead, Apetito

Apetito is a European frozen food company that employees over 9,000 people worldwide. André Spölming, Apetito’s IT Lead is tasked with supporting some 3,500 devices and making sure Apetito’s employees are able to work in unison and with precision. For Apetito, specialized workers play a big part in their company’s success so their main priority was to stabilize their existing IT infrastructure and make it more reliable for testing future IT initiatives.

Tired of taking a “firefighting” approach to their job, Spölming and his team looked to Nexthink to help them deliver the ultimate endpoint and digital employee experience management system. After implementing the Nexthink platform in December of 2017, Spölming’s team quickly began to diagnose and remedy crashes, freezes, blue-screens and other common computing issues that they were never able to see before thanks to Nexthink’s easy-to-use analytics dashboard and drill-down features.

Now Spölming’s team is able to road map their most important business applications (like Skype, SAP, Outlook, etc.) and create quantifiable KPIs for each business service. Not only do they know where they’ve been with Nexthink, they now know where they are going and what “success” really looks like for their industry.

“Nexthink allows us to kill blind spots, it shows absolutely everything going on with our devices and end users”. André Spölming, IT Lead, Apetito

Leading pharmaceutical company: shifting from a reactive to a proactive Digital Experience IT model

One of North America’s leading pharmaceutical companies chose Nexthink to help them better serve over 50,000 digital workers spread out across the United States, Europe, and the Middle East. Taking on ambitious digital experience objectives, this company wanted to completely revitalize their employee computing environment by leveraging the power of Nexthink’s Digital Employee Experience Score (The Score).

In particular, Nexthink’s scoring feature has enabled this pharmaceutical company’s IT services team to better track department-wide initiatives. The company’s senior IT leaders, were are able to use the Nexthink Score to drill down and resolve issues faster than before, and they’ve cut down their overall number of tickets and costs quarter-to-quarter since using the Nexthink platform. In 2019 alone, this company was able to improve their Score by 14% (from 7.1 to 8.1) and they drastically reduced call and incident volume with regards to Office365 and Windows.

In addition, their IT support team has taken a big chunk out of the company’s overall incident volume by switching to Nexthink’s one-click automations and remediations, which in turn has freed up much of their time to focus on more ambitious continuous improvement initiatives for 2020.

Different problems all with a common goal

At Experience ’19 there was a single theme that seemed to underline the various speakers and customer stories of trial and triumph: each used Nexthink to put their employees’ digital experience first, and each saw immediate benefits to their bottom line.

Whether it was a reduction in ticket volume, faster MTTR, expanded insight–every customer locked in an ROI that was unique to their situation. Ticking off important KPIs is key for any serious enterprise technology team, but what’s even better is that our customers can leave their workplace each day knowing that their employees are receiving the best possible digital experience in the market.

If you are interested in learning more about the Experience ’19 events or how Nexthink can help you transform your company’s Digital Employee Experience, talk to a Nexthinker now!

The post 5 Examples of Powerful Stories in Digital Experience Management appeared first on Nexthink.

So much goes into making a workplace suitable for employees—flexibility, salary perks, team dynamics, etc.—but sometimes we forget that technology is paramount to allowing people to be productive and engaged. I experienced this first hand years ago during an internship. I worked for an intelligence organization and assumed I’d be surrounded by the latest and greatest in digital devices and tools.

I was wrong. It took 3 days just for me to receive my work computer, and even then I experienced multiple set-backs from bluescreens and crashes.

After reading Nexthink’s State of Digital Experience, I realize now that my poor digital experience back then actually made a lot of sense when you break down the data we see from our customers.

What’s the right company size for you & your digital experience?

In addition to holiday shopping, many people this season will probably shop for a new career or job. Though fall and spring tend to be the most popular seasons for job seekers, January and February offers an ideal time for many—a rare period when HR teams come back rested and with full hiring budgets, and job seekers feel rejuvenated and motivated to pursue those New Year’s resolutions.

Most applicants will inevitably look to popular tech companies like Google, Microsoft, and Amazon even though they’d probably have a better chance of getting hired if they’d target companies with 500 or fewer employees.

But you almost can’t blame job seekers for looking to businesses with the largest headcounts—with more manpower often comes more budget and the possibility to advance one’s career.

Or at least that’s the perception.

Job stability can also be a motivating factor for many to seek employment with large companies. The Society for Human Resources Management released a report in 2015 stating that big businesses had significantly higher employee tenure (8.8 years) for their employees compared to small and medium organizations.

What’s strange though is that regardless of company size, most employees out there are unhappy with their workplace tools and technologies. In fact, in Deloitte’s 2019 Global Human Capital Trends report, 62% of workers report they are unhappy (not satisfied + somewhat satisfied) with their current digital tools.

So what’s a job seeker to do? Look to the giants, the startups, or medium-sized employers?

Finding the digital workplace sweet spot

Finding the right work environment comes down to multiple factors—work-life balance, salary, career growth opportunities, job perks, etc.—too many to list here and too diverse to cover the wants and needs of so many workers.

But when it comes to identifying the right digital work environment, we have found evidence that there is a certain sweet spot in company size.

Too small (< 1k employees) or too large (> 20k employees) a company, and the Digital Employee Experience suffers. In these particular company bands, we’ve witnessed more problems with devices, web browsers crashing, and extended logon durations. Yet, our customers that have between 1k – 20k employees performed the strongest with a Digital Experience Score ranging from 6.8 – 7.0 (out of 10 possible points).

The Digital Experience Score (The Score) is a comprehensive end-user computing index that measures just how well employees’ experience their digital work environments and how well IT departments support them. The Score combines daily statistics on Employee Sentiment, Web Browsing, Devices, Security, Business Apps, and Productivity and Collaboration to give IT support teams a powerful real-time understanding of their entire end-user computing environment.

We also found that our smallest customers (< 1,000 employees) received an average score of 6.7 and the largest companies (+20k) and (+50k) received an average of 6.4 and 5.8 respectively. Thus, the “sweet-spot” for the best Digital Employee Experience may very well be at companies that have between 1k – 20k employees.

Of course, company size isn’t the only determinant when it comes to a positive or negative workplace experience, but this evidence does offer plenty of food for thought for not just job seekers, but also for HR and IT leaders.

I didn’t realize it all those years ago when I was an intern, but I assumed that just because I was walking into a company with thousands of employees they were going to offer me a supreme computing environment. I figured I would experience a better digital work environment there than if I were to work in a small business or start-up. Of course, I was wrong because years later I worked at a start-up and found my digital work experience to be vastly superior to my time at the bigger intelligence organization.

Change is possible for any company size

Even though our customer findings are informative they are not written in stone. In fact, many of our clients, regardless of their company size, have shown 3 to 5 point improvements in their Digital Experience Scores after just a few days of working with us.

Luckily, Nexthink’s platform offers fast remediations and powerful ITSM integrations that make it easy for our customers to isolate and resolve IT issues, regardless of their company size and budget. The point is that job seekers, IT support, and HR leaders should pay attention to possible “sweet spots” for ideal computing environments but they shouldn’t let that information define their future.

In 2020, Nexthink will release even more detailed customer insights that will revolutionize the way employers, employees, and job seekers view the digital workplace.

Stay tuned!

The post Finding Your Sweet Spot: Company Size and Digital Workplace Experience appeared first on Nexthink.

The digital workplace of the future is right around the corner and many enterprise tech leaders are probably wondering:

How can I be prepared for the changes that lie ahead?

Luckily, we’ve gathered together some of the brightest minds in the game to deliver their predictions. These experts range from technology leaders and analysts that have devoted their careers to pushing the limits of the digital workplace.

The integration of HR and IT

–Pedro Bados (Founder and CEO, Nexthink)

We know that levels of frustration around Digital Employee Experience (DEX) have already passed a tipping point: across the last year or two, it’s become widely established that poor IT is a main factor impeding productivity and driving attrition. In 2020, we expect to see some new effects of this awareness. One of these will be IT’s inclusion in more conversations and processes than ever before.

For instance, we’ve started hearing about CIOs participating in employee exit interviews. It makes sense. When an employee leaves a company, IT should want to know the extent to which digital experience was a factor in someone deciding to move on. At the very least, IT should embrace the opportunity to get full and frank feedback on that digital experience from the outgoing colleague.

It all points to an ever-expanding dialogue between IT and HR. And as the walls between these previously discreet and distinct silos begin to crumble, we will see reporting lines and team structures start to change. In some instances, this will mean HR reporting into CIOs, or vice versa – or both reporting directly to the COO or CEO. In others, we will see teams emerge focused specifically on all aspects of employee experience and encompassing both IT and HR specialists.

Expansion to the deskless workforce

–Andrew Hewitt (Analyst, Forrester)

In 2020, the focus of digital workplace will expand beyond the traditional knowledge worker to the deskless workforce. This will include both customer-facing and non-customer facing roles in industries such as retail, manufacturing, healthcare, and hospitality. Companies will increasingly realize that creating engaging digital experiences for these groups is critical to unlocking higher retention in these attrition-prone industries.

Forrester sees investment coming from multiple avenues, but they mostly center around providing better communications and collaboration tools for employees, enhancing access to customer information, and automating key mobile workflows to enable higher productivity while on the go.

While companies will likely eventually look at measuring the experience of these workers, phase one will be focused primarily on tech enablement, with EX measurement maturation to follow in the coming years.

The ‘Experience Generation’ comes of age

-Yassine Zaied (Chief Strategy Officer, Nexthink)

A whole generation has grown up thinking of everything – from movies to restaurants to cab rides – in terms of the ‘experience’ they provide, as well as being able to rank, rate and offer feedback on the quality of these experiences.

This ‘Experience Generation’ has been joining the workforce in droves for years. However, when it comes to its experience of IT in the workplace (or, digital employee experience), its expectations remain rarely met, its feedback almost never sought, and they have by and large – as the most junior part of that workforce – been expected to accept this as the way things are, even when this has been at the expense of its own productivity and standards.

In 2020, we will start to see a significant qualitative shift: having got the first few years of their careers under their belts, this Experience Generation is beginning to assume greater influence, importance and seniority in the workplace.

One of the biggest impacts of this demographic shift will be on a growing intolerance for bad technological experiences at work, along with a will to influence them for the better. At best this will mean giving feedback here as they do in every other part of their lives. At worst it will mean them simply voting with their feet. Now is the time for organizations to start getting ready for what this means.

Digital Employee Experience gets real

–James McMahon (Head of Atos Digital Workplace, Atos)

2019 could be characterised for many as a year spent repaying technical debt – going from Windows 7 to Windows 10 being one conspicuous example. By and large this has had a negative impact on progress.

2020 will see IT and businesses get the breathing space required to plan and implement future steps, rather than simply rush to get off the burning platform. This will mean a proper focus on modern workplace delivery, a focus on cloud managed workplace services, and greater implementation of XLAs. In other words, I think 2020 will see all the talk about Digital Employee Experience and digital transformation become real, with tangible changes both in terms of technologies and services.

In the midst of all this innovation, one of these emergent technologies will surprise us. Perhaps it will be intelligent automation, modern security management or workplace AI? Time will tell. But it’s going to be a year of innovation, without a doubt.

The birth of business-led technology investment

–Tim Flower (Director of Business Transformation, Nexthink)

IT has spent decades focussed on provisioning new services, but up to now has lacked the ability to accurately assess adoption, consumption, and sentiment from its own business users. This has meant that IT has had no meaningful way to calculate the true impact, positive or negative, of these new services.

2020 will see CIOs start to look at technology investments in a completely different way.

What is starting to shift is the concept of funding technology based on the benefit (or disruption) it brings to those very business users it is deployed to, rather than the benefit to the IT shop. IT costs absolutely need to be controlled, but the concept of “self-funding” –  that is, of IT projects that need equal savings within the technology budget – is slowly starting to change as businesses begin at last to measure the real impact of new technologies on users, and on their productivity.

Take for instance a large 150,000 audit and consulting firm in the US who recently made a business case based on the anticipated outcomes of improving the End-user Experience. In the end, the global CIOs agreed that the initiative deserved to be funded because it was good for business, not because it was good for IT. We expect this to become a significant new trend in both the next year and the next decade.

Proactive IT will arrive at our workplace

-Andre Spölming (IT Lead, IT Service Desk, Apetito)

At Apetito we support around 3,500 devices across the global market. Years ago, we were very much in a firefighting mode, reacting to incidents and problems on a day-by-day basis. Our first focus was on stabilising the infrastructure. Then we started planning the next step in improving our end-users’ experience: we sought an endpoint management system and that’s what brought us to Nexthink first of all.

We’ve had some great successes with Nexthink over the last four years, but with their help, in 2020 we are going properly proactive as a service desk. It’s a different mindset for IT. We have to stop thinking in terms of ‘when we get a problem, we’ll get a call, and we respond to it then.’ We have to start thinking in terms of proactively calling the user: because we know they’ve been experiencing difficulties ourselves already (without being told), or better yet because we’re concerned that they’ll start experiencing difficulties unless we act.

We want to get in front of the problem, so we can solve it before it becomes an issue for the user. Nexthink brings us the transparency required to make this possible.

The conversation revolution

–Alan Nance, Co-Founder and Managing Partner, CitrusCollab

The way we engage with customers is going to become much more conversational, sensitive, and empathetic. This trend is across all sectors and cultures. It is a surprising result of our increasing ability to tellingly predict and anticipate customer behavior. Think of a call-center. Today these are primarily inbound services: people call them for information about products and services or to complain about them. Less than 5% of calls are outbound. As we gain more insight into customer experience and become better at anticipating an opportunity or a difficulty, call centers will inevitably become more proactively engaged with the outside world. We expect outbound calls to be closer to 50% of all calls in the years ahead.

This change in perspective will inspire a cultural and skill set shift in the call agent community. Rather than being incentivized to process inbound callers quickly, they will increasingly conduct valuable outbound conversations with (prospective) customers. The agents will need to be as interested in customer experience (and as much a part of it overall) as in the technology driving the outreach. In this way, call centers will become conversation centers.

Of course, you see the same principle with Nexthink’s impact on the way service desks function. Nexthink puts IT in the position to do the same thing: anticipate problems, reach out to their business customers, intercede, and make a difference. Across multiple sectors, the ability to engage with, listen to, understand, and build relationships with customers and colleagues is going to be crucial. In this way, service-desks will increasingly become experience desks.

Is your IT team ready for 2020?

One thing is certain: 2020 is going to be a monumental year for digital workplace technologies.

If you want to stay ahead of the digital changes and challenges that await, you need an IT solutions platform that can help you deliver the ultimate Digital Employee Experience. The Nexthink platform enables IT departments to predict problems before they happen and effect meaningful change at scale.

If you are interested in learning more, talk to a Nexthinker today.

The post 2020 Visionaries: Predictions For The Digital Workplace appeared first on Nexthink.

I’ve been thinking a lot lately about the phrase “Ok, Boomer”—that popular retort Millennials often use to joke about my generation’s perceived lack of knowledge with modern-day technology.

To be honest, I laugh a lot at those jokes but that’s because I relate more to the disconnect between digital master and novice. For years I’ve served as the go-to IT expert for my older, less tech-savvy friends, helping to answer their questions and manage their stress like some crisis negotiator from the movies—“Yes, I can fix your VPN but you gotta’ give me more time!”.

My gripe is more with the pervading false narrative that older workers provide little value to modern, fast-moving tech companies—and that all Millennials are supposedly digital whiz-kids that are entitled and whiny (a stereotype often perpetuated by my generation).

Painting both Boomers and Millennials with these broad brush strokes is not only lazy, it’s entirely inaccurate.

And here’s why:

Careful, son. We drew the blueprints for the modern digital workplace

A large part of my position is based on teaching my colleagues (both old and young) how to better comprehend and work with digital technologies and cloud computing—the very thing my generation is often accused of not knowing.

As a point of reference, I began my career in IT when mainframes were king. At the time, distributed and personal computing was just becoming popular and the idea of video chat seemed like a fantasy straight out of ‘The Jetsons.’

My generation helped build the foundation for many of the everyday tech products we take for granted today (things like camera phones, portable computers, and even memory foam). Millennials can also thank Boomers for that most ubiquitous piece of tech they hold in their hands—the smartphone. Although many may be surprised that IBM, not Apple, actually developed the first smartphone named Simon, long before Steve Jobs introduced the iPhone.

My point is not to say the Boomer generation is better, or that their achievements were greater (although I could probably build a case for that). Instead, I want to remind us that today’s modern digital workplace was built upon the very blueprints that many of us helped create. Boomers have deep technical knowledge that can help advance modern digital work environments because we know what lays at the foundation.

Wait, you’ve actually been to a Data Center?!

Cloud computing, even for IT professionals, can sometimes come across like an alien language. At the heart of any cloud computing project sits the Data Center (or sometimes multiple Data Centers). Very few Millennials have actually seen the inside of a Data Center. Some take for granted that the millions of digital transactions they participate in every day have to emanate from some physical structure out there in the world.

I can explain abstract concepts in the cloud because I spent the first 16 years of my career working in Data Centers. I know how they look and feel and are maintained. Many younger tech workers may not even understand that these structures power their daily use of Twitter, Instagram, Snapchat, and the hundreds of other apps they use on their phones.

I recognize that Millennials were raised among modern technologies so it’s difficult for them to consider “why” certain things came to be. But for many in my generation this comes naturally to us because we were there from the beginning.

For IT professionals especially, it is important that we understand the history behind the modern digital workplace so we can apply its lessons and improve the future for businesses and digital workers.

Which brings me to my second point: Boomers are wrong in their stereotypes about Millennials, that they are all experts with technology albeit incapable of sticking to a work schedule and overcoming basic challenges.

A multi-generational workforce is the strongest for modern, digital workplaces

In my experience, especially at Nexthink, Millennial workers are some of the brightest, most driven people I have ever worked with in my entire career.

Are all of them technical whiz-kids?

No.

But they do have the advantage of expecting and demanding superior digital experiences—something I think is misinterpreted as a negative trait by my fellow boomers. We can learn a few things from these young adults who grew up with technology in their hands.

“

We (Millennials) understand how technology works, and we expect it to improve every year because that’s the only world we’ve ever known.

We Boomers cannot focus only on the customer and treat the employee as a second-class citizen who doesn’t deserve good experiences. Millennials have helped drive this point home these past few years, returning power to digital employees across the globe. Even from a pure business perspective, research shows that companies with engaged employees are 21 percent more profitable than those with poor engagement.

Millennials and Boomers not only can coexist in today’s workforce, they can actually complement each other’s skillsets to push businesses forward—which is exactly what we have going on at Nexthink. We have pulled in some of the brightest minds from around the globe. I admire my colleagues for their deep technical expertise and their multi-lingual skills. But above all, I admire most their infectious desire to learn and stay humble.

Old. Young. None of that matters here. Instead, it all comes down to delivering results that ultimately improve the modern digital workplace today, and for years to come.

Want to learn more about Nexthink, and the way we are transforming the modern Digital Employee Experience for HR and IT support?

Contact Us Today

The post Why The Digital Workplace Needs Both ‘Boomers’ & ‘Millennials’ appeared first on Nexthink.

New year, same old problems for Windows 10.

But it doesn’t have to be that way.

Earlier this month the United State’s National Security Agency (NSA) announced that they discovered a major vulnerability in Windows 10 and Windows Server 2016 that could have had dire consequences for businesses around the world.

“

The vulnerability places Windows endpoints at risk to a broad range of exploitation vectors

The flaw was detected in the way Windows 10 works with digitally signed apps. In particular, when an app developer “signs” an application, it allows the OS to confirm it is in fact legitimate and not a fake piece of software disguised as the real thing. The NSA reported a bug in this crucial verification process, which means that the OS could have been easily tricked by fake signatures which would have allowed malicious apps to run wild.

We’ve seen issues like this arise before with Windows 10. Last year several bugs were reported, ranging from a notorious zero-day Internet Explorer vulnerability to a failed antivirus scan for Windows Defender. In addition, many Windows users complained of end-user issues like blue screens, lags, and downed blue tooth devices—just to name a few.

Microsoft swiftly repaired this latest digital signature bug with a patch update and luckily, the NSA does not believe any cyber attackers were able to exploit the vulnerability. While ‘Patch Tuesday’ is a common occurrence for many Windows administrators, it still begs the following question:

How do you really know a Windows patch has worked?

If you’re like most people before you go to bed you probably check the locks in your home or apartment, you unplug any electrical devices and turn off all your lights. And if you’re slightly obsessive like me, you might double or triple-check these things before calling it a night.

“

Rapid adoption of the patch is the only known mitigation at this time and should be the primary focus for all network owners

IT support teams around the world are expected to complete similar security sweeps for their company’s enterprise technology but they are rarely given the right tools for the job. Yes, the immediate response for any network owner right now should be to follow Microsoft’s latest patch update.

But the only real way IT can double and triple-check that these patch updates are working is by gaining complete visibility into their company’s endpoints and the digital experiences of their employees.

Of course, not every Windows update brings with it hidden bugs and malware. Microsoft churns out daily upgrades and feature updates that allow IT teams to advance their companies’ business goals and adapt to the ebb and flow of the modern digital workplace.

But even if Windows is providing a simple upgrade that has nothing to do with a previous vulnerability, wouldn’t you want to ensure it does exactly what it is intended to do? The stakes are simply too high in enterprise technology to ignore the fact that most IT departments don’t really know what is going on with their endpoints pre or post-OS updates. Instead, many teams take news outside their digital walls at face value.

Traditional IT support departments monitor how their digital services are provisioned to employees, not how those services are consumed by employees in real-time. Business apps, device performance, employee sentiment, entire worlds of computing information is unintentionally ignored by most IT support teams because they lack the technology to truly monitor, respond, and manage digital experiences from these different perspectives.

Putting theory to practice

Luckily, our customers are able to quickly verify that Windows patches and updates are truly working across their employees’ devices, applications, and networks. Nexthink’s platform allows them to quickly zoom-in and out of every one of their endpoints and automate fixes with just a few clicks. They gain complete visibility into their employees’ exact, real-time digital experiences, and they are able to manage IT projects based entirely on measurable facts—not gut feelings.

Interested in learning more?

Visit our library page for the latest Windows 10 integration packs or speak with a Nexthinker today.

The post NSA’s Windows 10 Advisory – Is Your OS Really Secure? appeared first on Nexthink.

It’s impossible to know exactly what lies ahead in the future of digital work but there are a few technology leaders and analysts out there that always seem to stay ahead of the game.

These people can often articulate complex changes in enterprise technology and digital work with simple, sharp language.

Luckily, we’ve compiled some of the most telling quotes from top digital workplace experts to help companies and leaders better understand what matters most in the future of work.

Here are some of our favorites:

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Employees want their 9-5 to look like their 5-9

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As basic automation and machine learning move toward commodities, it's the uniquely human skills that become valuable

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Delight people at work. It is that simple. Companies must create strong digital experiences that delight their employees.

Pedro Bados, CEO, Nexthink

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Understand the mind. Get a measurement. Automate the mundane.

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The winning organizations of tomorrow will be the ones who have a business model that allows to seamlessly traverse all the options and continually move work in a way that best meets their needs

“

Whether you are talking to consumers or colleagues, every interaction with you is a chance for them to vote with their wallet or their feet. That vote is primarily emotional. They can choose to invest in you, tolerate you, or walk away.

Alan Nance, co-founder, Citrus Collab

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There has never been a time of greater promise or greater peril

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Digital is the main reason just over half of the companies on the Fortune 500 have disappeared since the year 2000.

“

There is an expectation gap between what employees expect and what IT support teams can actually deliver. And this gap will only shrink when companies take deliberate efforts to improve their digital employee experience.

Act now

One thing is certain: 2020 is going to be a monumental year for digital workplace technologies.

If you want to stay ahead of the digital changes and challenges that await, you need an IT solutions platform that can help you deliver the ultimate Digital Employee Experience. The Nexthink platform enables IT departments to predict problems before they happen and effect meaningful change at scale.

If you are interested in learning more, talk to a Nexthinker today.

Sources:

Brian Kropp, Group Vice President, Gartner

Professor Klaus Schwab, Founder and Executive Chairman, World Economic Forum

Devin Findler, Research Director at the Institute for the Future

Andrew Hewitt, Technology Analyst, Forrester

Ravin Jesuthasan, Managing Director of Willis Towers Watson

Pierre Nanterme, CEO of Accenture

Alan Nance, co-founder, Citrus Collab

Pedro Bados, CEO, Nexthink

Jon Cairns, VP of Global Solution Consulting, Nexthink

The post 9 Powerful Quotes That Perfectly Capture The Future of Digital Work appeared first on Nexthink.

(The letter every global 2000 CEO should send to their IT department)

Dear IT,

Ten years ago you and I would have never discussed things like employee experience and engagement. We used to communicate in more defined terms. Admittedly, business needs were more centered on our customers, less on our own employees.

But times have changed.

This is the age of employee experience and if we don’t take it seriously, and involve IT all the way, our company we’ll get left behind.

Unfortunately, you and every other enterprise IT department, are being asked to take a more active role in shaping employee experience without fully understanding the context for that request.

Here’s what you need to know and why:

In its simplest terms, the success of every enterprise company depends on this sequence of events:

Engaged Employees → Positive Work Experiences → Business Success

This isn’t just my opinion—research papers, analyst reports and business articles all explain that engaged workers beget positive work experiences and in turn, business success. And companies with high levels of employee engagement report higher profitability, shareholder value, productivity, and longer employee retention than their competitors.

I admit there are plenty of variables outside your control that make an employee “engaged” at work.

Factors like career growth, learning opportunities, team dynamics, job fit, and salary all play a part, but work place technology is hands down the most critical component to employee engagement and our company’s success.

Think about it: our expectations for powerful, reliable digital experiences have skyrocketed just in the last decade. We’ve grown so accustomed to receiving the best digital experiences during our 5-9 that we expect the same type of experience during our 9-5.

Where IT meets employee engagement

What do I really mean by employee “engagement”?

I think the clearest explanation is in the dictionary: engagement means an emotional involvement or commitment; and the state of being in gear.

Perhaps that first part has less to do with IT support, but the second definition—being in gear—falls squarely on your shoulders.

Just as it is for every other global 2000 company, powerful digital tools (software & hardware) fuel every single digital touch point we make with customers. Our employees simply cannot advance the business without fast, reliable, and secure applications and work devices.

“

Disengaged workers can cost companies up to $550 billion a year

This much you probably already know.

But did you know that workers in larger enterprise organizations (+20,000 employees) receive worse digital experience scores than those in smaller companies?

Or did you know that a study in 2019 by Deloitte showed that within most companies, only 38% of employees are satisfied with their work-related tools and technology?

Many employees that receive poor digital work experiences (and I’ve heard this from our very own colleagues) often choose to suffer in silence rather than reach out to IT for help. So while your department monitors tickets at the L1 help desk, there is another world out there of unreported employee technology problems, each tugging at the reins of our company’s forward progress.

Every single time an employee experiences a technology disruption, our business is held back. And every employee computing problem serves as a deliberate attempt to disengage employees, to render them useless and unproductive. Just as employee engagement produces business success, employee disengagement creates business failure. In fact, it has been reported that disengaged workers can cost companies up to $550B a year!

As I mentioned before, I know employee engagement has more to do with just IT but the truth of the matter is workplace technology is the single most important piece to this puzzle. Your department, when paired with the right ITSM solutions, can reach into the heart of our employees’ digital problems and shape their experiences for the better.

All I ask of you is to change your mentality. See technology problems through the eyes of our employees, not just what your dashboards tell you. Start at the endpoint. Start at the employee, and work your way backwards to the data center.

And above all, know that you are the most significant drivers of employee engagement and success for this company.

Best of luck and I look forward to building the employee experience with you!

The post Dear IT, Employee Engagement Is On You appeared first on Nexthink.

For all its benefits, Virtualization Desktop Infrastructure (VDI) continues to be a massive headache for many enterprise technology teams. From improper personas and sizing, long logon times, hangs, lost sessions, freezes and crashes—often one small mistake in a virtualized environment can set your entire enterprise ablaze.

Inspired by real stories from one Nexthinker’s time spent with 3 different customers, learn from these tales of woe and triumph and learn how Nexthink can help you tackle your next VDI project!

Reader’s note: names and locations are anonymous but the business challenges and solutions therein are 100% real. For more information about these customer stories contact a Nexthinker today!

“Under The Gun”

Ms. Rapinoe sat upright in her chair as we showed her the ins and outs of the Nexthink platform. She seemed to examine each comment with an air of caution before unconsciously nodding her head along in approval.

Rapinoe was recently promoted to the position of Digital Services Director, and she had several ambitious IT initiatives planned for the following year. Her employer, Reign.7, created some of Asia’s top gaming apps but this year they wanted to expand into the American market. The only thing standing in their way was their own budget—they desperately needed to cut costs before they could invest in more innovation.

This meant that Rapinoe and her team needed to find solutions, and find them fast.

Supporting nearly 5,000 end users and with pressure from the CEO to deliver results, she had one more obstacle in her path: the company’s failed history with VDI.

Rapinoe put it to us plainly, “One small slip, and I can kiss this virtualization project, and probably my job, goodbye”.

Challenge accepted

The last time Rapinoe’s teammates deployed VDI they created a pilot group in one of their Asian offices.

Unfortunately, the project drew attention for all the wrong reasons.

Every Monday morning, employees would log in at the same time and inadvertently overload Reign.7’s server and freeze their desktops. It was later discovered that after a 3^rd party agency came in, several pilot members used certain power-heavy applications that ultimately killed the company’s server.

Rapinoe confessed that nobody on the team could really defend why they picked certain pilot members over others or why certain applications were chosen for virtualization.

“

One small slip, and I can kiss this virtualization project, and probably my job, goodbye

Back then it was easy to poke holes in their VDI plan. But this time around it would be different.

Despite the poor experience, one thing was clear: virtualization as a concept still made 100% business sense to everybody in her team because:

1. They needed a more centralized system for storage, management and security patching.
2. They needed to have fast, simple, on-demand desktops that they could give to external consultants coming in on the project.
3.  Their users needed to be able to get to their standard desktop no matter where they were connecting from in Asia.

But without a solid plan in place, Rapinoe was dead in the water.

And that’s where we came in to help.

During the first week of working with Rapinoe’s team, we were able to identify exactly which users, applications, and devices were best suited for virtualization.

Here’s what we found:

Users –

The last time Rapinoe’s team picked a pilot group for VDI, they based their decision on a mix of volunteers and shoddy survey data—that approach obviously didn’t pan out well when it came time to migrate. So, my team at Nexthink set out to fix this problem by advising Rapinoe to first build user personas in the Nexthink Platform.

Within the first day of downloading the Nexthink platform, Rapinoe’s team categorized unique user personas as:

• desk-bound
• mobile
• highly mobile

She then grouped these employees by their resource usage (basic users, standard users, and power users). From there, Rapinoe’s team was able to see the activity of these users in the Nexthink dashboard (with no plugins or add-ons) and drill-down to examine specific employee digital performance data.

This information gave Rapinoe a solid head start identifying her pilot group—but she needed a little more insight into her end users.

Luckily, the Nexthink Platform pairs powerful technical metrics with key sentiment data straight from the employee. Rapinoe’s team was able to quickly examine how users felt about their current digital environment and who those people were. In particular, Nexthink collected employee sentiment information based on which features they liked most and least. Features included the stability, speed, ease of use, number of applications, and the combination of applications that employees use at work.

After just a few days of using Nexthink, Rapinoe’s team could not only say that they identified the best candidates for VDI but they could also track the same data points they used to make her candidate list over time—an additional proof for her plan.

Applications –

It was also imperative that Rapinoe identify which applications to migrate to VDI well before they moved ahead with the project. In the Nexthink dashboard she was able to quickly categorize the number of lightly-used versus heavily-used applications, the number of high CPU apps versus high memory apps, and exactly which of those apps were used the most by employees (based on execution duration).

Surprisingly, 3 of the top 5 most used apps at their company were never included in the previous VDI test phase. This time around they were certain not to repeat the same mistake twice.

Rapinoe also praised my team for the fact that she could finally monitor her VDI landscape under the same KPIs with real-time data, each and every day. Previously, her team would have to rely on their data scientists to help extract these key metrics, and often they’d have to wait up to a week for answers.

Devices –

This was the final piece to complete Rapinoe’s puzzle. There were over 7,000 devices at play in Reign.7’s digital environment and she had little insight into how each of those machines were truly performing.

During their first week using Nexthink, Rapinoe’s team was able to see a clear breakdown for each and every one of her company’s devices. They had newfound insights into the average device CPU usage (high vs. low), device memory usage (high vs. low), and they were even able to see VDI stability by individual device model (based on the number of system crashes).

This last feature was extremely helpful for Rapinoe’s team because they were able to quickly identify a few device models (HP ZBook and HP Spectre to be exact) that were causing system crashes but were never reported by L1 support or from the employees on those devices. Using Nexthink Engage, her team was able to quickly investigate the root cause for these crashes and fix those devices before determining whether or not to include them in their VDI pilot group.

Planning for a virtualization project? Watch how Nexthink makes it look easy.

Rolling with confidence

After just three weeks into our project with Rapinoe, she told us her team had more insight into their digital architecture than she had ever seen before. In her first internal VDI recap meeting, she opened up Nexthink’s platform to show her CIO and CEO exactly how her plan was shaping up—a deliberate move that gave her some breathing room and the ability to lead with confidence.

We are happy to report that Reign.7 remains a customer of ours. After our three-month planning period, she was able to migrate part of the company’s Asian offices to VDI without any major snags. We are now working closely with her team to help scale their current VDI transformation to other departments across the United States.

Based on Reign.7’s estimates, the IT team has cut costs by nearly 10% since we started working with them. Rapinoe also mentioned that there’s now room in their budget to test some new features with the Nexthink team, and we plan to roll out some of those initiatives next year.

Up next –

Helping customers build the right plan can be a challenge but imagine coming into a VDI project mid-migration!

Based in central Europe, next week’s story will show how even the brightest and hardest working minds in IT can still struggle with typical VDI digital transformation projects. Learn how Nexthink helped put order to chaos and gave one IT Department the freedom and peace of mind to leave work at a reasonable hour.

Like what you hear and want to learn more?

Speak to a Nexthinker Today

The post “Under The Gun” – Planning Your VDI Rollout appeared first on Nexthink.

For all its benefits, Virtualization Desktop Infrastructure (VDI) continues to be a massive headache for many enterprise technology teams. From improper personas and sizing, long logon times, hangs, lost sessions, freezes and crashes—often one small mistake in a virtualized environment can set your entire enterprise ablaze.

Inspired by real stories from one Nexthinker’s time spent with 3 different customers, learn from these tales of woe and triumph and learn how Nexthink can help you tackle your next VDI project!

Reader’s note: names and locations are anonymous but the business challenges and solutions therein are 100% real. For more information about these customer stories contact a Nexthinker today!

“4:00 in the Morning”

For 45 minutes Mr. Neuer painstakingly explained the function of every node, icon, and connection drawn on his chart.

The conference room was already stuffy, a dozen or so mostly burly German men huddled around a small table, all blankly staring at the power-point presentation before them.

‘How We Measure our IT Infrastructure’ sat atop the slide, and below it his beloved masterpiece, that infamous chart, stretched out like a series of intricate spider-webs woven together by a mad-man.

With the faintest of grins, Mr. Neuer finished, “So, as you can see, we track every part, down to the last bit!”

In typical IT fashion, he opted for meticulous detail rather than brevity, but that was to be expected—he was of course the Head of End User Computing for Schalko, one of the largest financial services firms in Central Europe, and in charge of supporting nearly 25,000 end-users in their newly launched Virtual Desktop Infrastructure (VDI).

But he needed help, and lots of it.

So he invited us in.

Removing the barriers to digital work

Neuer and his team were under a lot of pressure, both from above and below. Executive leadership wanted them to reduce the costs coming from their service desk and improve the quality of IT service overall in the company. His CIO also wanted to know if the existing VDI migration would be valuable enough for their other departments, whether it could become a talking point for the CEO’s wholesale strategy to boost productivity and employee morale.

The IT Help Desk serving Neuer was running on fumes responding to hundreds of support tickets, and they were visibly frustrated trying to predict and respond fast enough to network outages. They also struggled to properly measure the impact each application change and release was having in their VDI environment—a sore spot that seemed to rear its ugly head every quarterly review.

After Neuer finished his presentation, my colleague asked “It sounds like you have a very detailed setup but I’m curious about the most recent outage you mentioned—how long did it take you to fix?”.

With a mix of pride and embarrassment, Neuer responded, “it took us nearly two days… we were up until 4 a.m. last night but we eventually found out that the problem came from one of our application updates in the Master Image for our accounts department!”.

Already migrating to VDI but need some help? Watch how Nexthink makes it look easy.

After that first meeting my team and I categorized Neuer’s objectives into 3 buckets:

• improved problem management
• improved visibility into the VDI landscape
• improved change management.

After just the second week of deploying the Nexthink platform, we identified up to 15 use cases for quick fixes. By the end of our discovery period, we identified several key IT issues in Schalko’s VDI landscape that were previously hidden or inadvertently ignored—most of which emanated from the end-user.

A sample of our work is below:

Improved problem management –

Neuer’s team struggled to quickly isolate the applications that caused most crashes in his VDI environment. From Nexthink’s application perspective dashboard we quickly compared all active applications in play and found a single identity agent (will remain nameless) to be the main culprit behind those crashes. Neuer’s team was able to redirect this issue to the appropriate business services team, freeing up his team to take on bigger IT initiatives.

The Nexthink platform also helped Neuer’s team prevent hundreds of calls to the service desk. They discovered that most calls emanated from the same issue: employees were connecting directly to one of the application servers in the farm and not going through the load balancer to choose the least used one. This resulted in one server becoming hopelessly overloaded and the desktop sessions for the connecting users to slow, thus triggering calls to the help desk. Detecting this root cause helped Neuer’s team give precious hours back to his employees.

My team also found early indications of a network outage a full 90 minutes in advance of the actual event. Previously, most outages would seemingly spring out of the blue after the fact, now Neuer’s team was proactively squashing them before they ever boiled up to the surface.

Improved visibility –

Like most technology leaders, Neuer assumed his elaborate charts and processes showed a complete VDI picture, when in fact we found several blind spots there. Without true end-to-end visibility these gaps would have taken them years to identify.

Within the Nexthink platform, Neuer could isolate a specific server that showed larger than normal average response times attributed to a specific IBM managed device—he reported this to his IBM service owner and they were able to quickly patch up the issue.

Even with certain architectural limitations for this project (for example, we couldn’t connect to the physical device itself) our team still devised an ingenious way to fill in Schalko’s missing end-user data. We set up network latency and round trip time data monitoring, which was pulled in directly via alerts in the Nexthink Finder console. Now, Neuer and his team could immediately view trends with end to end performance for things like network response time (per physical and virtual device) and successful network connections (per physical and virtual device). They could also see if and why certain employees experienced high network and app latency—all in the same Nexthink platform.

“

Like most technology leaders, Neuer assumed his elaborate charts and processes showed a complete VDI picture, when in fact we found several blind spots there. Without true end-to-end visibility these gaps would have taken them years to identify.

Change Management –

Neuer’s team also struggled to test the performance of changes and releases in their various VDI delivery groups. Depicted in Nexthink’s out of the box dashboards, we were able to easily plot for him comparison metrics for his desired VDI state. From the pilot group and existing production perspective, Neuer’s team could compare key stats like application crashes, not responding incidents, and login times—all with the ability to quickly drill-down and remediate those specific apps, users, and devices that were causing issues.

Making up for lost time

The Nexthink platform helped Neuer’s team make plenty of other fixes that year, too many to list here in just one article. Schalko is still a customer and we continue to help them improve their existing VDI environment. Since those first few months together, Neuer’s reported he’s less stressed and more confident communicating with both executive leadership and his junior analysts. Schalko has saved somewhere north of $500,000 USD thanks to improved Nexthink VDI actions and they are looking to go full-virtualization across the company come 2021.

The point that will always stick with me is that Mr. Neuer and his team were clearly competent and ambitious IT engineers. They put in the grunt work, stayed up late when needed, and mapped out every technical road-map and process chart they could, but there’s so much out there in end-user computing that even the best of the best will never see. His team needed the right platform at the right time, and that’s what they got with Nexthink.

Up next –

Last week we shared a story about a customer that needed major help rolling out their VDI plan.

Next week learn how one customer was able to manage and improve multiple VDI environments all running at the same time.

Supporting some 60,000 devices, this global international law firm uses Nexthink to gain unique visibility into their digital landscape and iterate on projects that ultimately make their workers more productive and engaged.

The post “4:00 in the Morning” – Managing a VDI Migration appeared first on Nexthink.

Job titles are in constant flux these days, especially in the world of IT.

While some can border on the bizarre and ambiguous (thinking of you, Mr. “Digital Sherpa” and “Software Ninja”) most titles reveal very specific clues about the nature of modern work and the changing demands of business.

In the last few years, large enterprise companies have realized their digital employee experience is just as important as their digital customer experience. In fact, many studies have proven that there is a clear link between powerful employee experiences and customer success.

But as enterprise businesses widen the scope of their respective IT departments to include more employee-specific work, it’s still a challenge for them to know what stakeholders should manage their company’s end user experiences.

Until now.

We have compiled a list of 259 popular job titles from Nexthink customers and market research. These are positions that specifically work on improving the digital work experience not just exclusively in the areas of application performance or data centers but where it matters most: with the worker behind that computer screen and mobile device.

Two important caveats:

• We understand that many professionals in IT (and in other departments, like HR) work intimately with their company’s digital employee experience, but you would never know it based on their job title. For example, a network architect could be the most vocal advocate and expert in end user computing at your company but on paper their job description says otherwise.
• We also recognize that there are plenty of IT positions that are purposely vague because they require that person to move laterally across multiple domains and not just one sector.

Yet for those IT departments that have chosen more literal, employee-focused job titles within their ranks, we can see clear stakeholders forming and patterns emerging.

What jobs titles did we include and why?

We placed job titles into 4 common buckets:

Experience – the word “experience” appears somewhere in their job title. Many of these roles either previously worked on external-facing customer experience projects, and expanded to include employee tasks, or they are newly formed, employee-specific roles. Anybody who has “experience” in their job title really understands the importance of combining both hard technical data and employee sentiment.

Person or endpoint – the words “endpoint”, “user”, “end user”, “employee”, or “people” appear in their job title. These job roles call for more explicit support for endpoints (devices) and really the people behind those devices.

Workplace – the words “digital work”, “workplace”, “workstation”, or “remote” appear in their job title. This is of course all about the digital office, whether that be onsite or from a remote location. Any mention of these terms shows that this person is focused on improving the overall work experience.

Cross-Over – some professionals in our list even had cross-over between 2 or more themes (for example, the title “End User Experience Manager”). Bonus points for these companies because they understand the overlap between these variables and how important it is to have IT professionals intentionally working in this arena.

Use this list to shape your next IT budget, recruit new members to your team, or search for that next digital employee experience job.

Experience

Senior Manager, Customer Experience

Head of IT Portfolio and Customer Experience Mgmt.

Global Leader, Technology Experience Support

Global Lead for Desktop Experience

Customer Experience

Technical Experience Support – Specialist

Director, Global Customer Experience

Global Leader, Customer Support Experience & Support Experience Center

Director of Customer Experience

Sr. Director, Customer Experience Excellence

Service Owner, Enterprise Mobility Management & Digital Experience Management

Customer Experience Analyst

Sr. IT Director, Customer Experience

IT Director, Customer Experience and Support

Digital IT Experience Analyst

IT Customer Experience & Operations Manager

Customer Experience Manager

Person or endpoint

Head of End User Solutions

Head – Network Management & FMS – End User Computing

Global IT | Enterprise End User Services

Head of End User Infrastructure Services

Employee Applications

Head People and Organizational Development

Front Office Support Employee

End User Support Analyst

Team Head End User Devices

Head of End User Services

Senior Director, End User & Collaboration Technologies

End User Computing & Printing Service Manager

Managing Director End User Technology Services

Product Owner AI for Employees

Delivery Manager IT End User Services

Delivery Manager End User Services

Head of Product Management End User Services

Director, End User Services

Team Lead – Citrix Services, End User Computing

IT Delivery Manager, End User Services

Senior Manager, End User Services

End User Analyst

IT End User Services

Global End User Services

End User Performance Data Lead

Windows Endpoint Analyst

End User Services

Director, Americas End User Computing Application Development

Vice President, Global Employee Benefits IT

Manager, Production Management – End User Computing

End user computing Analyst

Global Director, Technology and End User Services

End User Services Technician

Team Leader, End User Services

Head, ICT People

Senior End User Computer Specialist

Head of End User Computing

End User Support – Executive Services

Manager – End User Technology

Manager, IT End User Services

Director, IT End User & Office Services

Manager Global IT End User Services

End User Communication

End User Computing Technician

Manager, IT and End User Computing Engineer

Manager / Endpoint Management

Endpoint Engineering

Manager, Endpoint Security Operations

Director, End User Computing

End User Support

Senior Manager, End User Computing

Director, Technical Operations Service Delivery (End User Computing)

Infrastructure Enterprise Architect – End User

End User Computing Specialist

End User Technologist

Manager, End User Computing

Product Owner – End User Devices and Platforms

Manager, End User Support

Director, IT End User Support & Service Center

End User Compute Specialist

Team Manager End User Computing

Regional Service Delivery Manager, End User Computing

Associate Director End User Computing

Senior Manager, End User Support

Manager End User Services & Infrastructure

Technology Manager End User Services & Collaboration

Director, IT Operations, Endpoint Solutions

Desktop Engineer, End User Computing Platforms

Senior Manager, IT End User Support Services

Head of IT Self Services & Business Relationship Management End User Services

Director of End User Computing

Vice President, End User & Public Cloud Services

End User Services Manager

Director, Information Security and End User Technology

Director, Global End User Services

End User Manager

General Manager, IT Infrastructure & End User Technology

Windows Endpoint Engineer

Endpoint Analyst

Endpoint Security Specialist

End user computing Analyst II

Manager, End User IT Service

End User Computing Solutions Manager

Senior End User Computing Solutions Engineer

End User Configuration Management Analyst

Manager, Endpoint Management

Senior Service Delivery Manager – End User Computing

End User & Collaboration Engineer

Manager, IT End User Computing

Manager, End User Computing (Americas)

End User Technology Senior Manager

End User Computing Manager

End User Support Team Lead

Endpoint Engineer

Practice Head – End User Automation

End User Services – Director, IT

Team End User Operations

Team Lead, End User Computing

Director, Endpoint Technical Services

Global IT Front Office Employee

IT End User Support Leader

End User Technical Support – Level II Supervisor

L2 End User Support

End User Computing Scrum Master

Endpoint Admin

Operations End User

End User Engineer

End User Security Analyst

End User Configuration Management Lead Analyst, Technical Infrastructure, End User Computing

IT End User Management

Network Technology – Endpoint Security and Monitoring

Senior Director, End User Core Platforms

Workplace

Head of Operation BCT Workplace Service

Workplace Designer

Head of Workplace Services

Domain Manager, Data Center, Workplace and Service Desk

Head Electronic Workplaces

Workplace Support

Head of Workplace Provider & Architecture Management

Workplace Manager

Global Workplace Collaboration

Team Head Digital Workplace Infrastructure & Services

Manager Workplace Services

Workplace Competency Center Leader

Workstation Services Manager

Business Developer Value Proposition Digital Workplace

Change Manager, Digital Workplace

Data Scientist Operational Business Intelligence @ Digital Workplace

Workplace Engineer

Consultant Modern Workplace

Workplace Support Services

Senior IT Workplace Expert

IT Workplace Expert

Remote Control Center Supervisor

Director Information Protection, Workplace Services

Digital Workplace Program Director

CTO Office – Global Workplace Domain Architect

Workplace Solution Definition and Integration

Head of IT Workplace Services

Workplace Architect

Head of Digital Workplace

Product Manager Digital Workplace

Consultant Workplace Operations

Service Owner Workplace Services

Head of Digital Workplace Project Management Team

Architecture & Innovation Manager for Digital Workplace Services

Global Head of Digital workplace services

Global Service Coordinator Workplace

Service Owner – Workplace Delivery

Head of Workplace IT

Head Workplace worldwide

Workplace Services

Team Head, Workstation Software and Security

Team Leader workplace Services

Global Solution Definition Digital Workplace Specialist

Solution Architect Workplace Configuration

IT Consultant Workplace

Head of Workplace Core

Head of Division Branch & Workplace / Management

Service Manager Workplace

Delivery Manager Workplace & Service Desk

Executive Manager – Digital Workplace & EX

Change and Transformation Manager – Digital Workplace

Service Owner – Digital Workplace

Digital Workplace Manager

Manager, Networks Platform Security and Remote Access

Workplace Service Manager

Workplace Services Engineer

Head of IT, Digital Workplace Lead

Workplace & User Productivity Manager

Director Global Workplace Services

General Manager Workplace

Team Workplace

Head of Workplace Design

Manager Workplace Infrastructure

Workplace Infrastructure Citrix

Head of IT Group Digital Working

Support IPS Digital Working

Head Next Generation Workplace

Global Head of Client Technology Workplace

Digital Workplace Program Senior PMO Manager

Lead Workplace Engineering

Digital Workspace Service Manager

Global Head of Workplace Delivery, Client Technology Workplace

Head of Workplace Platform

Team Leader Workplace Engineering

Head of Workplace and Infrastructure

Local Workstation Admin

Category Manager for Workplace

Workplace Team Leader / Desktop IT Service Manager

Digital Workplace Program Leader

Team Leader IT Workplace Management

IT Workplace Support

Specialist – Workplace Monitoring & Analytics

Senior Workplace Analyst

Team Leader Microsoft and Workplace

Manager, Product IT and Workplace

Workplace Manager IT

Project Manager Global Workplace

Workplace Services – Operations Quality

Head of Workplace

Sr. Director, Digital Workplace Services

Digital Workplace Solutions Leader

Head IT Workplace

Workplace Engineering Manager

Workplace Services Manager

Team Leader Workplace, Network & Communications

Head of Digital Workplace & Office 365

Lead Digital Workplace Architect

Manager IT Workplaces, Identity & Local Security

Workplace Technical Consultant

Manager – Workplace Services

Remote Support Analyst

Remote Support Technician

Manager of Workplace Support, Information Technology

Infrastructure Systems Analyst, Digital Workplace

Workstation Patch Management Administrator

Program Manager – Digital Workplace

Workstation Engineer

Workstation Architect

Director Workplace Solutions

Cross-over (2 or more word themes)

Director of Infrastructure User Experience

User Experience & Adoption Expert

Managing Director – Global Head of Digital User Experience

Employee Experience Transformation Lead

Employee Experience Manager Enterprise Operations

Director Employee Experience

Director of End User Experience

Director, Employee Experience, IT Planning & Analysis

End User Experience IT Engineer

Head of Global End User & Workplace Technology Services

End User Technology Experience Lead

User Experience Lead

Director of End User Technology Experience & Architecture

VP – Employee Workplace COE

End User Experience Lead

Global Head of User Experience and Analytics

Vice President, Information Services Support & End User Experience

Director, IT User Experience

End User Experience Manager

User Experience & Transition Manager

Team Leader, Workplace User Experience

Interested in improving the way your company delivers IT to employees?

Talk to a Nexthinker today!

The post The Ultimate List of Digital Employee Experience Job Titles appeared first on Nexthink.