4 Things CEOs Don’t Know About Their Service Delivery Team

by Mike Habeeb on January 31, 2017

Did you know the fate of your organization’s efficiency rests on the shoulders of its service delivery team? Most CEOs recognize this team is essential, but might be in the dark about how far they actually go to keep your company running smoothly and your customers satisfied. To help leaders become more in tune with service delivery, today we’re going to shed some light on the subject. 4 Things CEOs Don't Know About Their Service Delivery Team

Service delivery team oversees all things in the workplaceService delivery is carried out by an elite team of IT professionals and facilities professionals who oversee all things related to workspace, assets, technology and resources. This team is responsible for how the work environment supports employees and, ultimately, how productive and efficient the workforce is at providing quality service.

Peripherally, the service delivery team also balances the goals and expectations of your organization’s three key stakeholders — its employees, customers and shareholders.

The service delivery team’s core mission: to meet the needs of each employee, optimize internal processes and create a human-centric facility. In doing so, they bolster the performance of their entire organization to consistently and sustainably deliver quality service to the customer.

The service delivery team juggles dozens of tasks each day, including:

  • Monitoring building systems
  • Responding to work orders and service requests
  • Analyzing how workspace supports productivity
  • Keeping all technology updated and secure
  • Coordinating with third-party vendors
  • Optimizing resource utilization
  • Continually improving processes

It’s a big job, which is why there seems to be so much mystique around what these professionals actually do. Here are four more things CEOs should know about their service delivery team.

Service delivery teams make sure the floor plan doesn't disrupt workflow1. There’s Been a Significant Shift in Focus

Employee satisfaction has everything to do with the success of your business. With this in mind, service delivery teams aren’t just concentrating on what the workforce needs to perform well, they’re fixated on how employees want to interact with their environment.

For example, it’s not enough to provide a state-of-the-art multimedia room. This space must also be accessible to different employees at different times, and properly located within the floor plan so as not to disrupt workflow. The equipment must also be kept updated and in reliable working order. When operations align with human behavior and preference, service delivery teams see improved output in terms of quality, efficiency and innovation.

2. Your Service Delivery Team Depends on Technology

Manual forms of tracking and managing (like spreadsheets and gut instinct) might have cut it years ago. But with today’s technology (like the Internet of Things, or IoT) these forms of task management make about as much sense as riding horseback to the grocery store. When technologies are properly integrated, your service delivery team works from real-time automated data that provides deep-level insight into every moving part of their organization, including:

  • How employees interact with space
  • How employees consume resources
  • How employees utilize assets
  • The location and health of every asset
  • The vitality of building systems

Service delivery has become a calculated science. Service delivery teams can make split-second decisions with incredible accuracy, forecast demands and take a preventative approach to maintenance.

The result is a work environment that rarely experiences the downtime or resource issues that prevent employees from doing their jobs. Organizations also gain a deep understanding of trends, demand ebbs and flows and inefficiencies — which can be corrected as workplace behaviors change.

Service delivery teams need to understand the workforce to better the facility landscape3. There’s a Method to Your Service Delivery Team’s Madness

Most CEOs are aware their service delivery team follows a process to impart necessary change, but they don’t realize how much of that process depends on user participation.

Your service delivery team follows a process called the “service innovation lifecycle model” to perfect service design and service management. Each phase of the service innovation lifecycle is paramount to their core mission: to meet the needs of each individual employee, optimize internal processes and improve the customer experience.

Fulfilling this mission is impossible without an accurate and thorough understanding of human behavior. This requires user participation, especially during the discovery, deployment and improvement phases of the service innovation lifecycle. The better your service delivery team understands your workforce, the more able they are to design your facility landscape around employee behavior and nudge employees toward greater productivity through service design.

4. Empower Your Service Delivery Teams in 2017

Your service delivery team is up against rapid change as the workplace landscape becomes increasingly complex. To support their core mission in 2017, they need greater support from C-suite, and the right integrated workplace management system (IWMS) software in place to monitor and manage all moving parts. They also need a strong culture on which to design service delivery.

Ask yourself, what principles, work habits and values does your organization represent? And how is your workforce delivering these cultural standards to the customer?

Finally, enforce their initiatives. Autocratic leadership, which starts with the CEO, sets a clear direction for the organization and promotes progress. It also empowers management at other tiers to carry out mission-critical changes.

By better understanding your service delivery team, you can offer the support they need to be even more powerful in ensuring your workplace runs smoothly.


Mike Habeeb

With 14 years of IWMS sales experience in the CRE and Facilities sectors, Mike has an in-depth understanding of the goals and priorities of prospective customers. Mike has a broad understanding of the IWMS marketplace, and is skilled at working directly with organizations to align them with the ideal technology for their needs.

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