24 LISTENING TO OUR DIRECTORS AND PRINCIPALS | BDO LLP
OPERATIONAL EFFICIENCY AT SCALE
We need to ensure our IT and technical support continues to work effectively and doesn’t take up a disproportionate amount of time and becoming a barrier to our efficiency and source of frustration People’s personal experiences differed: Groups surfaced an apparent disconnect between what our IT team is achieving at a long-term strategic level with the day-to-day experience of IT. some thought we are far advanced compared to other firms they have worked for; others thought our IT is one of our biggest blockers to success as they witness large chunks of time being spent on IT problems. One person spent an average of five hours a week on IT problems – either their own or their teams’ problems. They concluded that they’d like to have greater clarity on how to get things done and how to reach the experts who can help them unblock an IT problem as quickly as possible They see value in promoting who in IT to go to for different matters, and promoting the brilliant range of IT skills we have within that department They discussed that there’s a balance between the automation of ‘self-help’ that is time- and cost-efficient for a large business, with the desire, perceived need or real need for personalised support
One Director had seen a benefit of identifying a tech-savvy person who could act as a link between their team and IT A Principal supported that having more local operational specialists could help to take the burden off fee-earners and leaders Another Director has written a list of IT people she can go to for different matters. SPECIFIC EXAMPLES INCLUDED: Numeric: A challenge in enlisting IT’s support to help with software vendor requirements for clients One team member who couldn’t finalise any work for two weeks as their laptop broke at a time when there weren’t spare laptops and it took time to build the new laptop One team member’s laptop shut down 22 times in one day One team is currently having to raise 200 manual bills a month plus 200 nil manual bills a month as a temporary fix to a Workday challenge IT Service Desk relay: examples when an IT Service Desk ticket has bounced between a number of people on the desk before it is addressed.
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