Stabilising service in a national property group

The IT landscape was complex. Incidents and service requests were combined into a single chaotic queue, a 'technical hero' culture had taken hold, and there was little formal change management. Senior leaders had lost confidence in IT's ability to deliver, and the team was firefighting daily with no clear path back to stability.

We ran a maturity evaluation across the existing service practice and built a sequenced improvement strategy. The organisation adopted ServiceNow, developed enterprise-level processes, mobilised implementation teams, reset the service desk, and ran ITIL and ServiceNow training across IT. Weekly change advisory board meetings were re-established and specialised service operations roles were recruited.

Within twelve weeks the service desk had stabilised. Monthly incidents fell, calls to the desk dropped, customer satisfaction climbed, and formal change requests doubled - a clear sign that work was being done with proper governance for the first time. The team gained credibility and three members earned internal achievement awards. Phase Two expanded self-service capabilities across the group.