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Extend the Service Desk to the Enterprise

Position IT as a leader in service management.

  • Service delivery across the business is often disjointed. A lack of consistent processes, tools, and communication across business units leads to inefficient service delivery for end users across the enterprise.
  • Non-IT functions need guidance. Business leaders need to make the shift from a task-oriented to a customer-oriented culture, and reduce their reliance on email to manage projects and tasks, but don’t have the time or experience needed to build supporting processes or tools.
  • Staff within the business units or business executives may not understand the value of adopting a service management approach to their work.

Our Advice

Critical Insight

  • Extending the service desk is a win-win-win. Enterprise service management makes other business units more streamlined and efficient while reducing the workload on the service desk and improving the overall user experience and productivity.
  • Get more value out of your investment. The more business functions that use the ITSM solution, the better the ROI on the tool and the greater the savings through application rationalization.
  • Position IT as a leader. Extending service management to other business functions not only benefits the business but also gives IT an opportunity to further demonstrate its worth and the value of ITSM.

Impact and Result

  • Extending IT service management functions and capabilities to other business functions improves efficiency and service delivery and also positions IT as a strategic partner and leader.
  • Service managers in IT need to help business leaders define a feasible service, build the related user-facing processes and workflows, and coach staff as they extend the scope of the service desk to other business.
  • CIOs should champion enterprise service management to garner support for the initiative among management and peers.

Extend the Service Desk to the Enterprise Research & Tools

Start here – read the Executive Brief

Read our concise Executive Brief to find out why you should extend the service desk to the enterprise, review Info-Tech’s methodology, and understand the four ways we can support you in completing this project.

1. Define the scope of the project

Plan an approach to extend the service desk to the business unit that would most benefit and gain buy-in before proceeding.

3. Build the service desk

Configure the tools to support the service and train the support team to ensure a successful launch of the service desk.

Extend the Service Desk to the Enterprise preview picture

About Info-Tech

Info-Tech Research Group is the world’s fastest-growing information technology research and advisory company, proudly serving over 30,000 IT professionals.

We produce unbiased and highly relevant research to help CIOs and IT leaders make strategic, timely, and well-informed decisions. We partner closely with IT teams to provide everything they need, from actionable tools to analyst guidance, ensuring they deliver measurable results for their organizations.

What Is a Blueprint?

A blueprint is designed to be a roadmap, containing a methodology and the tools and templates you need to solve your IT problems.

Each blueprint can be accompanied by a Guided Implementation that provides you access to our world-class analysts to help you get through the project.

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Guided Implementation 1: Define project scope
  • Call 1: Assess readiness of IT to extend the service desk.
  • Call 2: Identify target business units and define an approach to extending the service desk.
  • Call 3: Make the case to the business and target departments.

Guided Implementation 2: Design the service
  • Call 1: Define the operating model and structure of the service desk.
  • Call 2: Identify and prioritize services that will be included in scope.
  • Call 3: Design the process for service requests.

Guided Implementation 3: Build the service desk
  • Call 1: Define requirements for an ITSM tool and design self-help.
  • Call 2: Define roles and build a training plan to support staff.
  • Call 3: Create a communications plan and roadmap for implementation.


Sandi Conrad

Michel Hebert

Natalie Sansone


  • Tom Lynch, CIO, Suffolk University
  • Kathleen Witwicki, Manager, IS Support, Graymont
  • Justin Johnson, IT Systems Manager, Kansas City Chiefs Football Club
  • David Kangethe, ITSM Director, Lifecare International
  • Scott Walling, Co-founder, Monitor 24-7
  • Graham Furnis, IT Management Consultant, Pink Elephant
  • Cathy Downey, Manager, Business Analysis, Graymont
  • Ricardo Chavira, Director, Service Desk, Yale University
  • Darryl Hobbs, Manager, Service Delivery, NZ Statistics
  • Don Gregersen, IT Director, Thorpe Specialty Services Corporation
  • Patrick Savard, Sales Enablement Manager, Savard Solutions, LLC
  • Olaf Van Der Vossen, Service Manager, CERN
  • Reinoud Martens, Service Manager, CERN
  • John Borst, Director IT, Enterprise Operations, Cenveo
  • Tess Savini, IT Customer Support Manager, Moog
  • Todd Felker, Infrastructure and Security Architect, Torrance Memorial Medical Center
  • Alison Taylor, Director, Evaluations (retired), Shared Services Canada
  • Jan van Bon, Service Management Architect, Inform-IT
  • Robert Coules, Consultant, Chelmsford, UK
  • Denis Papens, Service Management Tooling, BNP Paribas
  • Tushar Dingale, Operational Excellence COE Specialist, Amdocs
  • Branimir Valentic, Managing Director, itego element d.o.o.
  • Maurice Job, Consultant, Taranaki, New Zealand
  • Thomas Powers, Global Support Manager, Avid Technologies
  • Rajen Doshi, Senior Business Consultant, Pegasystems
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