Greg Rich

Greg Rich

With over 25 years in customer services, Greg co-founded Vivantio with the goal to provide a leading service management solution that puts the focus back on enabling outstanding customer service without being cost or growth restrictive.

Recent posts by Greg Rich

2 min read

How Do I Select an ITSM Solution for my Business

By Greg Rich on 8/3/21 7:00 AM

Vivantio's CEO Greg Rich was recently featured in a round up article from where the question was asked: How do I select an ITSM solution for my business?  See his response below and you can access the entire article here. 

How do I select an ITSM solution for my business?

greg-rich-ceo-and-co-founderWhen selecting an ITSM solution there are some key things to keep in mind. The system must be flexible and support and compliment your business process. It must be able to be configured to match your business needs as opposed to having to constrain your processes to fit the tool. The solution should also be based on industry best practices such as ITIL.

The relationship with the vendor is as crucial as the tool itself. The solution must allow the configuration of the solution by the business and not be beholden to the vendor. The vendor and the solution must enable the business to elevate its service to its end users or customers without the need of costly customization and development that is not in the reach of the service teams themselves.

Also, IT does not sit in a silo. Integrations with other systems are vital. Even if the ITSM tool is solely used within the IT team, having the ability to integrate with other line of business systems will provide a holistic view of the business, customers or end users and will allow the service team to support its end users much more efficiently. Above all, the ITSM solution should create true value to end users or customers.

This excerpt originally appeared in a round up article from You can access the entire article here. 

Topics: ITSM Solution
2 min read

Augmenting Customer Service and Success Creates a Customer Experience that Drives Growth

By Greg Rich on 5/26/21 12:59 PM

Meeting customers’ growing expectations while managing one’s business makes delivering sound customer service extremely challenging. Companies today must create a strategy centered around Customer Service and Customer Success in order to create a Customer Experience that generates business growth.

Defining the functions that revolve around the customer

Although they may sound similar, the following functions are not interchangeable:

Customer Service/Support
Customer Service or Customer Support is a reactive function. It focuses on helping customers solve immediate problems or manage requests for additional services such as products, features and licenses. Customer Service deals with customers who express emotions of anger or frustration. Following a positive Customer Service interaction, the customer will feel satisfied, valued and relieved.

Customer Success
Customer Success is a proactive function that helps educate customers about ways to garner further value from the products and services they use. The Customer Success team requires in-depth knowledge about the customers’ business, pain points and growth plans in order to align products and services. Customers may express negative emotions such as hopelessness, disengagement or apathy without the guidance of the Customer Success team. Interactions with the Customer Success team will lead customers to feel engaged, informed and confident. Customer Success is focused on building and maintaining long-term relationships.

Customer Experience
Customer Experience describes the interactive, end-to-end customer journey lifecycle. Indifference and lack of confidence or attachment are emotions that customers may feel prior to being introduced to the brand. Success in Customer Experience will make customers feel pride, advocacy and loyalty to the brand.

A People-Centered Approach

Augment Customer PNG3The Customer Service and Customer Success teams should work in harmony to garner a positive Customer Experience. All companies, but especially SMB B2Bs, should augment their Customer Service and Customer Success to drive meaningful, long-term business results. If a customer has a positive support experience, it promotes a good working relationship with Customer Success. Likewise, if a customer receives proactive updates about how to maximize value, they feel supported and are more willing to engage with their Customer Service Management (CSM) teams. Customer Experience is a predictor of revenue, which showcases how important it is for driving growth.

Utilizing Service Optimization to Drive Growth

While 89% of CEOs believe they now compete on service, only a fraction have embraced Service Optimization, which allows businesses to glean coherent insight and use the most efficient processes and information—across all disciplines and teams—to provide business efficiency and optimal service delivery.

Service Optimization means that companies place customers at the center of a unified platform. This forces the business to consider the value of the end-to-end Customer Experience. Self Service, like one of the many features found on the Vivantio platform, is one way to augment Customer Experience as it sits at the intersection of Customer Service and Customer Success. It allows businesses to easily keep track of certain types of requests and the amount of tickets flowing through to keep customers engaged and happy. In addition, a unified platform that utilizes Self Service allows companies to connect with customers during an issue, provides insight into products and services and drives a better, more meaningful Customer Experience.

To get started in Service Optimization, companies should look at all the touch points that a customer has, both inwards and outwards, to see how the Customer Experience can be enriched, service can be personalized and sales activities become predictive.

To learn how to apply Service Optimization to the latest evolution of business service, read Vivantio’s latest report.

Topics: Customer Service Optimization Customer Experience Customer Success
3 min read

The Benefits of ITSM Optimization Strategies are moving beyond IT—to Customer Service

By Greg Rich on 3/25/21 3:17 PM

Industries from energy grids to law firms are rapidly waking up to the tangible benefits of amping-up their customer service capabilities—with a focus on evidence-based methodologies. The smartest Industry 4.0 players are realizing that lessons from the IT world provide a ready-made blueprint for Service Optimization.

Leveraging a proven approach to service (ITIL 4)

Over the past three decades, there has been significant work undertaken to systematically identify and analyze best practices for service provision.

Based on the work by the famous efficiency guru W. Edwards Demming, the ITIL (IT Infrastructure Library) framework was introduced by the UK Government’s Central Computer and Telecommunications Agency (CCTA) nearly 40 years ago— and has been continually revised and updated on an ongoing basis.

This evidence-based evolution has helped develop and refine practices that are relevant and proven effective—not only inside technology environments but well beyond.

In 2019, the latest iteration, ITIL 4, formally and deliberately expanded in focus beyond IT in order to help facilitate the implementation and adoption of agile principles across all types of service organizations—opening up more teams to this fundamental change that enables the kind of value co-creation sought by modern businesses of all description.

Getting started, often begins with a hard look at an organization's progress along the five key elements of Service Optimization. (See figure.)

  • Strategy Management
  • Service Portfolio Management
  • Financial Management
  • Demand & Capacity Management
  • Business Relationship Management
  • Design Coordination
  • Service Catalogue Management
  • Risk Management
  • Service Level Management
  • Capacity Management
  • Availability Management
  • IT Service Continuity
  • IT Security
  • Compliance
  • Architecture Management
  • Supplier Management
  • Change Management and Evaluation
  • Knowledge Management
  • Service Asset and Configuration Management
  • Release and Deployment Management
  • Incident and Request Fulfillment Management
  • Problem Management
  • Technical Management
  • In-Service Review
  • Process Evaluation


A faster path to ITIL 4 best practices:  The right Service Management Platform

One of the major challenges that will arise in an ITIL 4 initiative is connecting a large organizations' disparate data systems in order to allow service organizations to provide this new level of transparency and real-time response.

Vivantio addresses this challenge by serving as a unique Unified Service Management Platform that sits atop all of your current systems—integrated with flexible APIs—to quickly and cost-effectively supply the essential connectivity and holistic visibility. This provides service teams with a 360 degree view of all customer interactions from across the business which contains key data points to elevate service and response times.

The good news for any skeptics is that plenty of evidence points to the bottom-line benefits of Service Optimization Solutions. And Vivantio has the track-record and references to substantiate its bold claims for tying-together B2B enterprises for maximum service success.

To learn more or request a live demo, click here.

Topics: Service Management Vivantio Customer Service service optimization Customer Service Management
1 min read

How to Set Up Effective Support Ticket Categorization

By Greg Rich on 2/12/15 9:00 AM


After decades of experience in the service management industry and having worked with enterprise giants like Toshiba and Porsche, we’ve seen countless ticket categorization structures in practice. We’ve also seen first hand what works, what doesn’t work, and why.

As you might already know, the ITIL framework does address best practices for ticket categorization. However, ITIL doesn’t identify the elements that are crucial to getting it right. The key to establishing effective ticket categories is two-fold:



Setting ticket categories is such a contentious process for many teams because priorities are open to interpretation by various parties. For example, CIOs will often push for categories that allow for meaningful reporting. On the other hand, service agents will want categories that drive their own individual service efficiency. The key to getting it right is involving people from all levels to make sure you address everyone’s core needs.

The result will be ticket categories that deliver on all levels, as well as maximum buy-in across your organization.



Using past tickets to test the suggested category structure is the quickest way to highlight successes or glaring problems. By reviewing service performance on completed tickets, duplications, unnecessary additions, and potentially confusing hierarchy become immediately clear. To echo the previous point, the wider team should be involved here as they may interpret categories differently. Ultimately, you’ll get the feedback you need to set effective ticket categories.



The practical benefits of defining ticket categories this way are clear and measurable, including:

  • Tickets are routed more accurately, more quickly and are resolved in less time.
  • Transformational change is driven through effective, meaningful reporting.
  • Team experts focus primarily on their specialist areas, leading to a higher service desk resolution rate.

Put simply, an effective categorization strategy will drive organizational efficiency, support service level agreements and provide insights into valuable long-term reporting.

Topics: Ticket Prioritization Service Management Ticket Categorization Ticket Best Practices Service Strategy
3 min read

Weighted Time Left: How This Concept Can Improve Support Ticket Times by 10%

By Greg Rich on 10/28/14 9:00 AM

Blog Series: A New Approach to Ticket Prioritization
  1. The Problems with ITIL’s Approach to Support Ticket Prioritization
  2. Weighted Time Left: How This Concept Can Improve Support Ticket Times by 10%

Welcome to the final installment of our A New Approach to Ticket Prioritization blog series.

This post will outline how a weighted approach to prioritizing your ticket system can be applied in practice. We will look to highlight the success of different weightings and their respective benefits and overall results.

Let’s start, however, by recapping some of the main points from our previous post. This will allow for a greater contextual picture to be built and the benefits of applying weightings to tickets to be realized more clearly.



In our first post, we discussed the attributes of a service desk ticket and touched on the pieces of information it should contain – one of these being an associated priority. We saw how the ITIL framework stipulates that a ticket’s priority should be derived from its perceived urgency and impact.

But while the ITIL guidelines make for a simple way to derive priorities, they’re not without their faults. The most prominent being the neglect of lower priority tickets due to the dynamic nature of a service desk work queue. The guidance goes on to suggest that the use of a target resolution time can associate a time left attribute to tickets in a queue. By ordering tickets by their time left we tend to have the high priority tickets addressed first but no low priority ticket gets neglected since all tickets will ultimately approach their target resolution time if unresolved.



With these faults in ITIL’s ticket prioritization methodology in mind, we have found a different approach: one that takes the ITIL concept of a target resolution time but applies a weighting to the time left in order to ultimately return the best value to the business.

This subtle addition means that greater business value is afforded and lower priority tickets don’t fall by the wayside. Weighting can also be applied in relation to specific departments or individuals, such as VIPs, and also to certain ticket categories. This makes it a versatile method in which to influence the order in which tickets are addressed. In fact, the impact of applying weightings to tickets is best seen when compared against tickets that have had no weighting applied.



The most important benefit realized by applying weightings to tickets is that the ones with the highest value to the business are prioritized first. By focusing on these tickets, IT service providers can ensure that they are always returning the greatest value to their customers in the first instance

Furthermore, tickets that can be prioritized based on their weighted time left allow service desk agents to benefit from more defined procedures. There are no questions raised about which tickets should be focused on next and IT managers can even manipulate weightings to ensure effective control is maintained over the service desk.

Lastly, improved SLA targets are seen across the board, even though the amount of tickets processed, when they were raised and the effort involved remain the same.



Our testing was primarily conducted using mild weightings. In reality though, specific service desks need to have weightings that complement the needs of the businesses they serve. Our research suggests that the creation of a bespoke service desk profile is crucial and ultimately dependent on the nature of the business, the type of work, effort, frequency, ticket type ratios and respective SLAs.



The bottom line in our findings is that almost 10% (9.7) more tickets were resolved within their target time when a weighting was used. It goes without saying that this represents a significant improvement in performance and sees the service desk not only operating more successfully but more efficiently too. To use a real-world example, in a fifty-seat service desk, it’s the equivalent of adding five new members to your team.

We have proven that by adding a simple weighting to the time left on a ticket, the ITIL framework can be taken to the next level to realize true value for the business and its users.

We believe that the weighted approach to ticket prioritization could represent the future of service management. If it can be combined with a more complex model that considers other business factors in the equation, the possibilities are very exciting, indeed. Complex algorithms can be written to customize the approach for individual service desks and the ever-evolving business needs.

Read our full research results on this new ticket prioritization strategy in our whitepaper or feel free to catch back up on the first post in this series.

Blog Series: A New Approach to Ticket Prioritization

  1. The Problems with ITIL’s Approach to Support Ticket Prioritization
  2. Weighted Time Left: How This Concept Can Improve Support Ticket Times by 10%
Topics: Ticket Prioritization Service Management ITIL Service Strategy
3 min read

How to Drive Business Growth with ITSM Reporting

By Greg Rich on 10/9/14 9:00 AM


In the past, businesses would often depend on generic benchmarks like revenue and cost to measure success. But, in order to survive long-term in today’s markets, businesses are getting smarter. They are finding that they need to be able to capitalize on the deeper business intelligence held within their individual business systems. It’s becoming more and more critical to identify the right growth metrics within your different teams in order to rise above the competition.

One key growth metric that often gets overlooked can be found in your IT support teams. With their help desks, many organizations are failing to harness valuable information at their fingertips that will lead to better working practices, improved efficiency, and ultimately a better future.



The hidden answer can be found by leveraging the multitude of reporting capabilities held within your organization’s ITSM software. The trick, from the business’s perspective, is to work with the IT department to leverage the valuable information held within your own business systems, rather than accepting reporting information that is readily available ‘off the shelf’.

IT has changed. No longer is it just about ‘kit’, managing systems and ensuring business continuity. In recent years, the traditional helpdesk has transformed into a multi-faceted service desk, offering much more to the business.

IT no longer find themselves simply in demand only when a business decision has been made. In fact, IT now plays a pivotal role in the business decision-making process, driving change through innovation and instilling service management ethos throughout the entire organization.

Nowhere is this truer than the business intelligence capabilities that IT affords, which can be harnessed by business decision-makers to justify an organizational change.



Too often organizations do not make the investment in reporting and instead rely on the information that’s readily available to them in standard reports. It’s all too easy, unfortunately, to produce straightforward reports that offer little value.

Even more pertinent is that these types of reports often find themselves on the desks of C-level executives and even become the subsequent focal points of their meetings – offering discussion but delivering nothing. The bottom line being that little is achieved in the way of strategic change with limited reporting.



It’s ironic, however, because there is a veritable goldmine of information available within ITSM software, specifically in terms of business intelligence, provided your organization can successfully mine and extract it. Moreover, the data itself can sometimes be of little use unless it is correctly interpreted and the right conclusions are drawn.

Whilst every organization is different, there are some key reports that offer valuable business insight:

  • SLA and OLA compliance to measure how the business is doing in meeting its contractual SLAs and underlying supporting OLAs
  • Number of incidents attributed to different business/organisational units to highlight the source of requests and potential business issues in those areas
  • The average cost per ticket to the business
  • Number of incidents per service or configuration item to pinpoint trends and underlying issues
  • Backlog and Predicated Backlog to measure whether the resourcing within the support team is sufficient
  • Benchmarking across different departments using the same ITSM tool to highlight teams adopting best practice and where efficiencies in other teams can be made
  • Benchmarking across other companies in the same sector to highlight how the business is doing compared to its peers.



It goes without saying that tools are often needed to successfully create custom reports that boost real business value and offer real-time insights. However, these tools should not be cumbersome to operate or represent too large an investment for organizations.

Valuable ITSM reporting should be the cornerstone on which all business decisions are based and, without it, organizations will find themselves making uninformed judgments. It’s their business intelligence analysts, however, that will be breathing the biggest collective sigh of relief. Their core focus is to gain knowledge and insights from meaningful data – quickly, simply and from a system with complete flexibility. How does your ITSM reporting stack up?

Topics: Service Management ITSM Reporting Service Strategy
2 min read

The Next Iteration of ITIL and Service Management

By Greg Rich on 9/22/14 9:00 AM

The historical role of ITSM within organizations is changing.

IT departments have always been seen as a necessary business cost that is only beneficial in providing support to your revenue-driving teams. With the evolution of ITSM practices, this is no longer the case. Let’s explain how ITIL has evolved to match this change and specifically how it affects both ticket prioritization practices and overall business value.



Traditionally, a business department would identify their own IT needs and petition the IT department for the necessary equipment to achieve their desired goal. Business users would then contact their IT help desk whenever they had an issue with said pieces of hardware or software. The perception was that IT departments were there to provide ‘help’ whenever needed and little to no contact was made otherwise.

But why should IT be viewed as simply a provider of technology? The supply of specific software/hardware based solely on the petition of a business user is a disjointed process that affords little tangible business value. Today, however, the role of IT has shifted from a mere support function to a strategic service provider. No longer are help desks just reacting to issues as they arise. They are also supporting business delivery. To that end, the term “help desk” is no longer relevant when referring to a business user’s point of contact with IT.

Welcome to the era of the “service desk.” IT departments are no longer viewed as a siloed department out on a limb. In fact, the service management ethos is now spreading throughout organizations enabling more effective business solutions to be delivered. With defined business goals and desired outcomes documented, solutions can be subsequently recommended that represent the best possible return on investment. The future of service management will see businesses and IT providers working closer than ever before towards a common goal.



We believe that ITIL is still very relevant when it comes to ITSM and its framework. Although not perfect, it plays an integral role in the business. Furthermore, ITIL allows for the measurement of performance against a set of definitive benchmarks and monitors the overall effectiveness of IT providers.

With this in mind, it makes sense that other operational departments throughout a business stand to benefit from incorporating ITSM into their working practices. After all, most operational business units follow a set of guidelines and are process-driven. By adopting an ITSM framework, these processes and guidelines can be measured for effectiveness. For example, departments like HR and Finance could all adopt the ITSM ethos and use it to not just measure their performance but also to provide real value to the business.



ITSM has fundamentally changed and now plays a key role in the areas of business improvement and business transformation. The transparency it affords and the metrics it produces can be a very powerful combination leading to visibility of performance business-wide.

A unified analytics platform can be introduced to analyze the performance of various teams across the business. This allows for the identification of top performers and can lead to specific business processes–that are providing real value–being adopted in other departments.

Likewise, under performance can also be highlighted and any potential issues can be addressed before they have a greater impact on the business. The ability to benchmark teams against each other will further underline any deviations from the norm.



We suggest that any department which uses set processes can embrace service management and use it to improve their service offering. Moreover, with concurrent licensing, enough flexibility is available for certain departments to only implement a solution that fits their needs. This represents a significant cost saving to the business, as well as affording all the other benefits of ITSM?

Topics: Service Management ITIL Future of ITSM Service Strategy
4 min read

The Problems with ITIL’s Approach to Support Ticket Prioritization

By Greg Rich on 9/1/14 9:00 AM

Blog Series: A New Approach to Ticket Prioritization
  1. The Problems with ITIL’s Approach to Support Ticket Prioritization
  2. Weighted Time Left: How This Concept Can Improve Support Ticket Times by 10%

Welcome to the first in our two-part blog series A New Approach to Ticket Prioritization.

This post focuses on explaining the ITIL best practice approach when it comes to help desk ticket prioritization. We’ll explain the associated pros and cons of this approach and the reality of implementing these in a real-world business environment.



The ITIL service management framework stipulates that every interaction between a business and its IT provider–whether internal or external–should be recorded in the form of a support ticket. This electronic record effectively serves as the point of reference for both business users and IT personnel to track the progress of the work throughout its life cycle.

Each support ticket contains a description of the required work and specific data that the IT team will use to determine the ticket’s priority–which, in ITIL terms, is derived from the urgency and impact of the ticket. The ticket’s owner is then responsible for its management right up to its resolution and subsequent closure.

However, whilst ticket prioritization based on urgency and impact adheres to ITIL best practice, it is not the only method available. In fact, when coupled with a more flexible approach, greater value can be returned to the business in a shorter amount of time.



According to the ITIL framework, every ticket should be allocated an individual priority derived from its perceived urgency and impact. The higher the urgency and impact the higher the priority assigned, as depicted in the following diagram:



While ITIL best practice guidelines are stringently followed by businesses and IT providers alike, they present both pros and cons.

In reality, many IT providers deal with tickets on a priority basis. This approach makes sense because the higher priority tickets are, in theory, causing the business more pain. Therefore, by focusing on the highest priority tickets first, the high-impact business issues will be picked up before the lower impact issues and can be resolved in the swiftest time possible.

Also, priority based on urgency and impact is a simple way to derive priorities for IT service providers. There is no doubt involved when it comes to prioritizing tickets and every interaction is dealt with in a systematic and predictable way.

However, in practice, urgency tends not to vary too much between tickets. Some tickets with the same business impact may vary in the how quickly they need to be addressed but this is quite uncommon. For this reason, the urgency is perhaps not as valuable a differentiating criterion as some other factors, such as the impact.

Furthermore and more significantly, by focusing on high priority tickets, there is a danger that lower priority ones get neglected.



In a dynamic queue of work, where high priority tickets take precedent, there is an issue that is sometimes overlooked. That issue is that the attention given to lesser priority tickets can sometimes be lacking.

For example, an IT service provider’s focus remains on a high priority ticket until it is resolved. Their attention then turns to the lower priority tickets in turn. But what if another high priority ticket comes into the queue and requires attention?

This is a situation where lower priority tasks sometimes get neglected and, in extreme circumstances, don’t get dealt with at all. So, while the business feels less in terms of impact from a high priority ticket, there are certain individuals who become ultimately frustrated by the lack of attention their issue is receiving.

This actuality leads to business users submitting every request as “high priority” in the knowledge that it will be dealt with more swiftly–a scenario that is less than ideal.



As well as guidance on assigning a priority to a ticket, the ITIL framework provides businesses and IT service providers with guidelines for target resolution times. Obviously, each service contract is governed by its respective service level agreement (SLA), but the following diagram shows typical target resolution times based on priority:


Target resolution time is a standard metric in every SLA and one that can be closely monitored by both the business and IT service provider.

Ordering work by a ticket’s priority only will likely have the following result: the high priority tickets will be resolved within their target resolution time. However, the lower priority tickets will fail to be resolved within their target time, in spite of having a longer available time in which to be resolved.

These consistent low priority ticket breaches have a negative impact on the top-line SLAs, when in reality, they may represent quick wins for IT service providers that do not detrimentally affect the resolution of higher priority tickets.

A better outcome can be achieved by ordering the tickets by the time left they have left before they breach their target time. Considering the time left is a neat way that we can be confident that all tickets will ultimately be addressed since even the low priority tickets will eventually approach their target time.



The key results for a ticket prioritizing method are that it returns the highest business value in the shortest time whilst at the same time not neglecting the lower priority tickets. The assigning of a priority to tickets, having a target resolution time associated with each priority and then ordering the tickets in an order of how much time remains before the target resolution time is met is the most sophisticated solution that exists in the ITIL guidance.

Read the next part of this blog content series to learn more or download the full whitepaper detailing our complete research into this new approach to ticket prioritization.


Blog Series: A New Approach to Ticket Prioritization

  1. The Problems with ITIL’s Approach to Support Ticket Prioritization
  2. Weighted Time Left: How This Concept Can Improve Support Ticket Times by 10%
Topics: Ticket Prioritization Service Management ITIL Service Strategy