The Practical Guide to XLAs

There's a lot of 'talk' about experience level agreements (XLAs), but very little in terms of practical guidance for IT service managers and directors on how to successfully bring XLAs into your own organization. This is where that changes – this in-depth Practical Guide to XLAs provides actionable advice from how to get started, through to common mistakes to avoid.

Last Updated June 2021

What are XLAs?

Experience level agreements (XLAs) are a reimagining of service level agreements (SLAs) that focus on what's most important to the end-user. Within these, XLA targets are end-user-centric metrics and KPIs that focus on the perceived quality of IT services and support. They measure the performance of IT by quantifying the end-user experience and IT service outcomes. Ultimately, XLAs measure performance in outcome and value terms, whereas SLAs usually focus on operations and outputs.
 

Introduction 

the Practical Guide to XLAs cover
In this guide we will go into the details of how XLAs are an essential tool for IT service management (ITSM). We will explain why this is and why you also need to be focusing on a much bigger picture – experience managementNo single agreement can help you and your partners to create and deliver amazing experiences or increase end-user productivity, unless you utilize experience management.
 
In this extensive guide, we will explain everything you need to know about experience management including:
 
  1. How to measure your end-users experiences, to gain rich experience data
  2. Why sharing experience data with your teams and partners motivates the whole of IT
  3. How to identify problem areas where your end-users are having bad experiences
  4. Ways to improve your end-user experiences from the three steps above.
This approach will create an end-user-centric culture that motivates the whole IT department.
 
You will also find at the end of this guide a selection of real-world customer case examples, detailing how HappySignals customers have started their journeys with XLAs, and the achievements they have been able to make through experience management. These case studies show in-depth stories and data on the successful changes implemented within their organizations. 
 
You can also download this document as a PDF and share it with your colleagues.
 

Table of Contents

  1. What are experience level agreements?
  2. Why is experience management in IT needed?
  3. How can IT implement experience management?
  4. Download this guide
 

What are Experience Level Agreements?

Chapter 1

happysignals xla vs sla guide

SLAs measure the process or the completing of an objective. XLAs on the other hand measure  the outcome and value.

Different definitions of XLAs

"SLAs measure the process - XLAs measure the outcome and value" 
The term ‘experience level agreements’ has been widely used and defined differently by many. So, instead of giving you a biased view, we have summed up key definitions from industry leaders, to bring an overall view of what an XLA. You can read all of these definitions in full here.
 
Some of these industry definitions include:
 
  • Giarte - a research and consultancy company - defines XLAs as being less of a traditional agreement (such as SLAs) and more focused on working to achieve desired outcomes.

  • Alan Nance - from XLA Collab - on the other hand defines XLAs as putting outcomes that determine the consumer experience central to design efforts.

  • Hannah Price - from TOPdesk - explains XLAs as how did the customer feel about how they were treated.
 
In short, XLAs should focus on the measurement of outcomes and the value given by a service, instead of having judicial agreements on metrics – which is why we recommend you to take into practice experience management.
sla vs xla metrics
 

In order to paint a greater picture of XLAs, we have compared the main differences between XLAs and SLAs in the chapter below.

 

What do XLAs look like?

XLAs do not have a universal formula that companies should follow. Instead, XLAs should be tailored to an organization's IT problem areas, and the outcome and value they want to achieve. 
 
In order to show you what XLAs look like, we have drawn comparisons against its predecessor - SLAs.
 
SLA - Service Level Agreement XLA - Experience Level Agreement
Measures the output of IT. Measures the outcome of IT.
Measures the processes. Measures the added value and productivity of services.
SLAs focus on high level objectives that can easily be met. However, they do not paint an in-depth picture of what is really happening within IT. Brings focus directly to end-users' experience and needs.
SLAs show you if IT is delivering projects within the right time frame and budget - ignoring the true success of projects. With XLAs you can bring business value and increase productivity of end-users.
Focus on sanctions. Focus on rewards.
Measurement targets stays the same. Measurement targets constantly change.

 

It is also worth mentioning that you can use XLAs and SLAs in tandem with each other, you do not have to simply rip and replace SLAs with XLAs. The important thing to note, however, is the need for the capabilities and metrics that measure success where outcomes occur and value is created.

There also needs to be a possibility to adjust the target levels set in XLAs – which we cover in later chapters – due to business and end-user expectations constantly changing, as well as unprecedented phenomena occurring, which IT has no control over. 

This is important: Not just performance-based sanctions, but rewards as well

One key difference with XLAs, which leads to a totally different culture, is rewarding performance and not just using the agreement to define and invoke punitive sanctions (as often happens with SLAs). Putting performance-based rewards into an XLA highlights the need for all parties to work together to make improvements for end-users.
 
The reason for doing this is sharing in success - because if your IT department or external service provider helps to increase the productivity of your organization's employees, then your company will be more profitable. Please check out some of the customer cases at the end of this guide to learn how our customers have successfully used this approach.

Benefits of XLAs

Even though the definition of XLAs can vary person to person, the benefits do not. In our blog, we wrote an article about the benefits of XLAs, and have summarized the key benefits below:
 
  1. XLAs measure the business value of the service desk
  2. XLA measurement increases co-operation
  3. XLAs motivate service desk teams
  4. XLAs drives business value
  5. XLA targets can be regularly updated to encourage continuous development
As you can see, the benefits of XLAs differ greatly from the benefits you will be familiar with of SLAs. However, when adopting XLAs into your organization, many teams will struggle due to a variety of common mistakes.

Common mistakes when taking XLAs into use

Unfortunately, adopting XLAs is not always smooth seas and plain sailing, there are many mistakes that can impact a successful XLA adoption. These mistakes can generally be pulled into one of two categories:
 
  1. XLA mistakes in comparison to SLAs
  2. Common issues when adopting XLAs
 

XLA mistakes in comparison to SLAs

1. Avoid positioning XLAs in the same way as SLAs

The purpose of your SLAs may be wrong and/or you may be using them for the wrong measurement. You cannot measure experience with an SLA metric, nor use it as a measurement for improvement. SLAs also may only be in an organization because:
 
  • ITIL says so
  • IT departments use them to defend their performance to stakeholders
  • They have been inherited from previous teams or tools
  • IT believes "we need them" to be able to control our providers
 
Positioning SLAs this way creates no real direction for IT, will not create a positive change for end-users or service desk agents, or give you a true insight into your IT service experience.
 
Therefore, you also need to apply this to XLA positioning. Create a goal and meaning behind each XLA you design and define how it is going to add value to your end-users. Setting up an XLA just because industry experts (or this guide) say so, isn’t enough to do it. Discover what you want to solve or improve for an end-user with XLAs before you set them. 
 
You can still use SLAs in conjunction with XLAs, however, make sure you are measuring the right things - i.e. XLAs to measure experience and outcome, SLAs to measure outputs; such as project budgets.
 

2. Avoid creating XLAs the same as SLAs

SLAs have likely had no, or barely any, involvement from end-users. This is one of the biggest mistakes you can make when devising XLAs. Experience level agreements should be directly linked to end-user experience, therefore it is pivotal that you involve them in XLA discussions. 
 
Another common mistake is using a “one-size fits all” approach, similar to what has been found in SLA usage. XLAs need to be tailored to experience and an organizations problems or needs. Furthermore, SLAs focus on what you can physically measure: time, budgets, tickets etc. This completely misses the most important thing - the end-users experience. 
 
Make sure that XLAs are measuring the most important and valuable outcomes instead of traditional operational data.
 

3. Don’t use XLAs the same way as SLAs

SLAs have previously been used to show targets being hit, not as an indicator for improvement. This tends to be down to what SLAs are set to measure. XLAs should be the driver for change and the springboard to act on your end-users pain points within their service experience.
 
Another negative use of SLAs has been that they have continuously remained the same, measuring the same outputs. This means they are rarely reviewed or updated in order to reflect business needs and priorities. With XLAs, you need to be continuously measuring your end-users experience and then updating your XLAs according to the received experience data. End-users experiences will change over time, therefore different goals and targets will need to be set in order to meet end-users needs.
 
It could even be said that the most important usage of XLA’s or any experience-related measurement is to identify the problem areas to improve. When you have done that, SLAs might help you to understand what is wrong with the process or service itself, but they cannot be used to determine where experience is lacking.
 

Common issues when adopting XLAs

1. Confusion based issues

As already stated, experience level agreements are different to service level agreements. Fact. Even if only one word is different and it is still a three letter acronym, they are not the same kettle of fish, therefore you must differentiate the two.
 
HappySignals CEO, Sami Kallio, differentiates the two as “SLAs measure the process, XLAs measures the outcomes and value.”
 
In order to differentiate XLAs from SLAs, as well as to not create confusion amongst your IT team, start to define what experience means within your organization - what does ‘experience’ mean for your organizations employees through your IT services and support capabilities.
 
Experience is not just an organizational change or new way of measuring, it is a cultural change. We recommend reading up on organizational change management for maximum success in getting your end-users on board with XLAs.
 

2. Common Adoption Issues

Instantly swapping SLAs for XLAs is something we do not advise. Yes, we are pioneering for a change in measurement and experience, but we do not recommend scrubbing out SLAs completely. In fact, our customers generally run both metrics in tandem with each other.
 
Make sure you go through the necessary organizational change management process to introduce you end-users to this new change. This is not an overnight procedure, therefore take time with the process, introductions, and transition to XLAs.
 
The biggest thing to adhere to, and something that has been mentioned above, is that XLAs are not a set in stone metric that can be left there forever. You must adapt them, change them, and keep track of them. 
 
Experience is a continuous evolution.
 

3. Common Usage Issues

Now this is probably the biggest point for you to follow. Using XLAs without experience management, misses the big picture.
 
As stated in the introduction – XLAs are just one piece of the puzzle. In order to understand the rest of the puzzle and to truly integrate XLAs you need to have experience management.
 
You may have already started to wonder how your XLAs can measure experience. Or how you find out what your end-users feel about your services. Perhaps how you can identify problem areas? Or even how you can gather actionable data around the impact XLAs will have on your IT services and processes for your end-users?
 
This where experience management comes in.

Why is Experience Management in IT Needed?

Chapter 2

happysignals xla guide why is experience management in it needed
Businesses now have much higher needs and expectations that IT must respond to. You only have to look to the global pandemic to see how quickly everything changed; IT and service departments were forced and rushed into rapid digital transformation in order to help keep their workforce active, let alone productive. 
 
Furthermore, end-users wants and needs are also changing, with an increased demand for better and greater experiences with technology and services.
 
In many large-sized organizations, there is the belief that IT does not understand end-user needs, and simply just does "what is asked." To be able to serve businesses proactively, IT needs to understand the employees of its business. By doing this, IT can create and present development actions to the organization based on real end-user needs, as opposed to simply "gut feelings."
 
So, how does this tie into experience management? In order to respond to business needs, deliver positive end-user experiences, and drive productivity and business value, you need to constantly monitor, manage, and maintain experience.
 
Experience management for IT consists of the measuring and sharing of experience data to identify key areas where experiences can be improved for end-users and external stakeholders, resulting in increased business value for an organization.
 
But let’s not eat the elephant. We have broken this down into bite sized chunks to help you digest the concept more easily.

Process of Experience Management

HappySignals brings you the process to manage experiences and set experience level targets.

Watch this one minute video for the full explanation
Experience Management process for IT - Measure, Share, Identify and Improve

Measure

In order to know what experience your end-users are having and how to prioritize business needs, you need to start and continue to collect experience data. Getting high volumes of experience data and combining this with your company operational data is key to gaining meaningful insights into experiences of different business areas, such as service management or even how your workforce is coping with remote working.
 

Share

One of the most important parts of experience management is sharing this data with all stakeholders. This creates transparency and trust and opens up any problems to the whole team, instead of having one person owning the data. This is also a great way to work more closely with your partners and vendors, as well as it being motivating for them.
 

Identify

By having a constant flow of data, you are able to see in real-time the experience your end-users are having. This enables you to make data-driven decisions, and focus directly on the areas of IT that need improving. From this data, you are able to start setting experience level targets. 
 
This reinforces why there is no universal formula for XLAs, as an organizations data will differ depending on their end-users experiences.
 

Improve 

After identifying problem areas, you are able to work from your end-users experience data to improve their experience.
 
Happiness score graph example 1

 

As you can see from the image above, XLA outcome metrics become a part of the cycle in the Identify period and continues through Improve into Measure. This is because experience management, as well as experience level target setting, is a continuous process and needs to be effectively managed. Your end-users will continue to have experiences that will vary and change over time, therefore measurement needs to be carried out to make sure they are consistently receiving a positive experience (which ultimately leads to a happy and productive workforce.)
 
Experience management is a continuous cycle, and relates directly to ITIL 4’s statement on the importance of adopting continuous service improvement.
 
Our customers have been able to improve productivity by 26% on average by utilizing experience management - find out how they have done it here.

Digital Transformation and the Importance of Experience Management

An area where companies spend and end up wasting a lot of money every year. In 2018, $900 billion was wasted on digital transformation projects, and this is due to a cultural problem within IT departments, focusing their measurements on outputs, schedules, and budgets, instead of outcomes and the employee experience.
 
When approaching digital transformation projects, you need to start at the end first, figuring out what outcome is to be achieved. This outcome should be centered around your end-user needs and how it will bring value to them and the business. 
 
Experience management becomes a vital part of reaching your desired outcome as it enables you to approach digital transformation projects in three key successful ways:
 

1. Measurement and Metrics

As you now know, SLAs are not the right metric to measure experience. In order to successfully measure your end-users experience and whether projects or services are delivered successfully, you must use XLAs.
 

2. Data-Driven Decisions

Through constant feedback loops, you can access high levels of real-time data relating to many specific areas of your end-users experience. This enables you to make data-driven decisions on where your team should focus their efforts to improve experience and create business value.
 

3. Culture

In order to embrace experience, adapt your culture to welcome and embrace change and new innovations, and understand the reasons for digital transformation in the first place. This should be led from the IT department and not from individual business units. Culture is usually part of the C-level initiatives and hence, we suggest you to head over to our CIO Guide to Employee Experience Guide.
 
Another key part of reshaping your culture is introducing rewards for great results, not just having sanctions that are present within SLA metrics. By including rewards in your experience agreements you will motivate your service desk to deliver a great service.

Benefits for Roles, how Experience Management Changes your Work

Experience management has multiple benefits for the IT department, as such it makes sense to divide them into different roles in the organization. Listed below are how different roles benefit when moving away from measuring the output of IT to managing the outcome of IT.
 
Role Output focus (SLA) Outcome focus (XLA)
CIO / IT directors / IT management team SLAs are needed to control what we and partners do. When they are green, we are doing well. I give focus and direction to my IT department and empower them to deliver good experience to our end-users. This is how we prove our value to business stakeholders, and increase the productivity and happiness of our end-users.
Service owner,
service management
SLAs need to be met, because that is what my management team is looking for. I analyze the experience data together with my vendors and bring solutions to life that improve happiness and productivity.
Service owner,
end-user services
It is the service desks responsibility if people are unhappy with the service. I just run the service with uptime and availability. I monitor and analyze the experience of my end-users to make sure the service provides what they are expecting. They are my colleagues and I want them to be able to do their jobs productively.
Service owner,
end-user devices
I optimize the cost structure of our devices and make policies for them. A dollar saved is dollar earned, right? I understand different users and their needs with their devices. I try to save their time, which saves the company money and makes our workforce happier and more productive.
Service owner,
service desk outsourcing
I outsource to an external provider and make sure sanctions are in place if customer satisfaction scores (CSAT) is not at the level agreed it was two years ago. We add experience metrics into our contracts as XLAs, with rewards if they exceed the exceptions of our end-users. I work with them to make sure this happens too.
Service desk managers I bring escalated cases to our team meetings and make sure the whole team meets the SLAs that are set. My concern is not the end-user. I share all the experience data in real-time with everybody on the service desk, 75% of it is positive and I know that I make a positive impact on the motivation of my agents. Agent satisfaction correlates directly to end-user experience and I can prove it with data. We can also talk with service owners on how their service is experienced, showing it is not totally the responsibility of the service desk.
IT department employees
(and agents)
I keep the lights on and systems running. I hate end-users complaining when they don’t understand that I cannot help them. I come every day to work to provide the most productive IT solutions to our employees, so that they can serve our external customers. This makes me happy.
End-users,
employees of your company

They just want to get rid of me. It is always my fault.
They are here for me and help me as a colleague. The feedback I give is appreciated and used to improve IT services. This makes me happy.

 

How can IT Implement Experience Management?

Chapter 3

How to implement XLAs

Creating an Experience Management Culture for IT

Experience Management maturity pyramid
Experience management should become the center piece of any IT culture, however getting there is not an over night process.
 
We have created a way for IT to start adopting an experience management mindset today. Following suit of Maslow’s Hierarchy of needs, we have created the experience management pyramid. In order to achieve an experience management culture, you must transition through each stage in order to be successful.
 
 

Continuous Measurement 

The first level of the pyramid begins with continuous measurement, something that has been reiterated throughout this document. Continuous measurement is the pure foundation of experience management, as without it, we will not be able to have realistic data which can be progressed further with. In this step, your end-users give continuous feedback of the services they receive. You may be thinking Oh great, a load of negative feedback”, but we have found that on average 75% of feedback is in fact positive.
 

Transparency

Experience data should not be owned by one person - it is important to share it between your team, employees, and partners. This creates transparency of any issues, making it everyone's job to improve, and combining goals to reach together.
 

Experience Targets

From the experience data collected – now you have your teams and partners aligned – it is time to set targets on what outcomes you want to achieve. Following the advice we have given above, make sure to set targets that are focused on your end-users and their experience, as well as the value that these targets, when met, will bring to your end-users.
 

Steps to Happiness - how to make it Happen?

As mentioned earlier, the key is to get started by measuring the experience data, and the sooner you can start measuring the better. In addition, sharing your experience data with the whole of your IT department and partners allows smart people to start making data-driven decisions. So make sure all stakeholders can easily access the data. Once the first two steps are done you can start to identify the challenges you might have.
 
Below we have outlined our experience management process, to show you the necessary steps to happiness, and essentially an experience-driven IT culture. Next up, we will walk you through the process of measuring and sharing experience data as well as setting experience level agreements.
Steps to Experience Management

Measuring Experiences from End-users

It is not your average CSAT

Many times customer satisfaction is mixed with customer experience and rightly so, they sound very similar. There are however key differences between the two.
 
In short, CSAT measures the transaction that happened and how satisfied an end-user was with the interaction between them and the agent. So you could be satisfied with the service you got, but not the end result of that service or how you initiated it. Experience metrics measure the end-to-end experience, everything that happened before, during, and after.
 

How to measure?

Traditionally, experience in IT has been measured with once-a-year survey or with random surveys after some of the tickets have been handled by the service desk.
 
The issue with a once-a-year survey is that they are very generic, they do not react in the same speed that the world does (you only have to look at the global pandemic to see that.) Generic questions also mean that you are potentially asking end-users to rate something they have no experience of, for example perhaps they do not use a particular service that is mentioned in, say, question 36.
 
A better way is to have focused audiences and ask for regular, daily feedback from a small group of end-users. This way you will get a continuous stream of responses and see the effect of changes made instantly. For example having a big enterprise resource planning (ERP) project for multiple-years, rolling out to one location at a time, would allow you to learn as you go and improve the experience after each rollout.
 
The same goes with ticket-based measurement, you need to give options for end-users to answer each time they interact with you, and make the gathering as part of the process, not an additional email you send afterwards.
 

What to measure?

You want to measure all aspects of IT, this means topics like devices, enterprise application, remote working, office environment, support services, and so on. Each measurement will have its own consumer in the IT department, and most likely the IT management team and CIO will want to see them in one view or report.
 
Companies can start with a small selection of topics to help learn the new culture and then expand to more topics as they start to learn the new ways of thinking about service development.
 

When to measure?

Today, or in reality you want it yesterday”, because having the data as soon as possible allows you to understand what end-users are experiencing today.
 
The biggest and most common fear is wondering what the scores will look like, which leads to should we fix it first and then measure?” pondering. The point of measurement is not to look good, but to understand where you are and how can you make it better. Understanding this highlights the need to have the data today.
 
We wrote an article on this topic “Why the best time to start measuring is now,” so head there if you want to learn more about it.
 

Setting Experience Level Targets

In order to set goals for IT, we need to be able to measure and manage the targets we set. That is why in HappySignals you can set targets. To see how watch the 40 second video below.
 

 

Basically after setting targets, you are highlighting all aspects of the end-users' experience in all the views you see in HappySignals.

Sharing the targets is important, which is why you can use the live screens (our digital signage tool) to display the real-time tracking you have in your office or remote locations.
 
Experience level targets should be reviewed regularly, since end-user expectations change overtime and you need to make sure there is always place for improvement. These targets would be input for your continuous service improvement process, or even for your DevOps process.
 

How to Follow-up Experience Levels and Identify Focus Areas?

When using a real-time analytics tool, like HappySignals, you can instantly understand that experience is multi-dimensional. Meaning that depending on the person who looks at the data, they need to be able to drill-down based on the data they are responsible for. For example a country manager will click on a specific country, and will then see how the experience is with different services, channels, or assignment groups. But a service owner of email services will just click on “Office365” and see how it is being experienced in different locations, by different business units, and so on.
 
IT management teams should treat experience data as the business intelligence (BI) data they use to run their operations. Just like in sales, the sales dashboard is looked at weekly to lead and manage the team, therefore this should be the tool adopted by modern CIOs. Listen to how the CIO of Campari Group describes the importance of this.

What can Experience Management do for IT?

Taking experience management seriously will lead to tangible results and change in your IT culture. On average HappySignals customers have been able to make a 26% improvement in productivity, compared against the first two months of measurement to the last two months of their experience management journey.
 
Basically these companies were focusing solely on the happiness of end-users, which brought them alignment and huge returns on end-user productivity.
 
But enough from us, we have gathered an excellent list of customer cases so you can learn from real-world examples.
 

Customer Cases of XLAs in Practice

Here we have gathered case studies that show what the winners in this area are doing and have already been doing for years.

Ahlstrom-Munksjö
112% improvement in end-user Happiness

Ahlstrom Munksjo end-user Happiness score improvement graph
Image: Screenshot from HappySignals Analytics
 
In 2018, Ahlstrom merged with Munksjö and started working with HappySignals in order to get feedback from its end-users. 
 
They quickly found that they were experiencing the Watermelon effect, where SLA metrics were reporting positive, green results, when in fact end-users were not happy with IT services and seeing red.
 
Previously, Ahlstrom-Munksjö had been conducting annual surveys, however combining this information with HappySignals experience data, they were able to work closely with our team in order to create an action plan on how to solve end-user satisfaction problems, through a continuous improvement program called ‘Project Happy’.
 
HappySignals data has now been a key part of operational management meetings and enables Ahlstrom-Munksjö to immediately see results. The data is made transparent, so all management and service owners are able to access it, as well are their managed service provider - Tech Mahindra. This has led to an increase in motivation for their service desk agents to deliver a high quality service.
 
From October 2019 to 2020, Ahlstrom-Munksjo has seen a 120% increase in end-user happiness, as well as a 68% decrease in lost time for its end-users.
 
Read the full case study here.

Reckitt
44% increase in happiness

In 2018 Reckitt took HappySignals experience management platform into use. Its IT department had a negative reputation and the company wanted a solution to help them remedy the situation.
 
Based on its initial experience data measured through the HappySignals platform however, employee happiness with IT was in fact at +53. This meant that people were mainly rating IT services with 10s on the NPS scale. This was shown to the business side, changing the perception of the IT department amongst internal stakeholders.
 
Experience Management NPS-score for RB
After getting started with the HappySignals platform and making improvements, Reckitt decided at the beginning of 2019 to focus IT solely on the “happiness of our colleagues” - its employees and the end-users of IT. The company wanted to set the bar high and targetted +64 on the NPS scale of end-user happiness.
 
Reckitt used all the experience management methods, measured continuously, shared the data with live information screens in its offices, and identified problem areas. They were able to take their score from January +56 to December +76, going over and above the targets set. The original target was in fact already met in May 2019.
RB Happiness score graph for Jan-Dec 2019
 
When writing this guide, we noticed that even today, in the past six months, they have increased the happiness of end-users by another seven points, putting them at an amazing +83.
RB Happiness score graph for 2020H1
To date, they continue to drive employee-centric IT and are getting great results from it.
 
Read the full case study here.

Wilhelmsen
55% Increase in Happiness in 12 months

Wilhelmsen decided to outsource its local IT departments from multiple countries to a global managed service provider (MSP). Before doing that, it had already collected experience data from its end-users as a baseline measurement. They could hence say with confidence how employees felt about IT support before the outsourcing agreement started, and work together with their MSP to improve from the baseline.
Wilhelmsen increase in Happiness Score
This highlights how working together with your MSP can create huge gains for the whole enterprise. Going from +51 Happiness to +79 does not happen by accident.
 
Read the full case study here.

Best Resources on XLAs

Now that you have heard extensively from us, we wanted to share some additional views and opinions from other industry leaders and authorities. So here you will find what we believe to be five of the best resources to turn to, when it comes to experience management:

 
CMSWire: Why IT Is Moving Beyond Service to Employee Experience.  An article on why you need XLAs. 

Marco Gianotten, Giarte: Digital Empathy - When Tech Meets Touch. “People will forget what you said, people will forget what you did, but people will never forget how you made them feel.”
 
Alan Nance, XLACollab: Use experience-level agreements to elevate IT service satisfaction. Measuring what you can is not the same as doing what you must. It's time for a change.  Here Alan explains why it's time to pivot from managing IT services to managing the consumer's experience of IT with XLAs.
 
Barclay Rae, Barclay Ray Consulting: Outcome and Experience Metrics (OXMs) – beyond the Watermelon. Barclay discusses the need to move away from IT-focused SLAs and associated reporting, to start measuring true business value with XLAs.
 

Interested in how XLAs can benefit your organization and different IT roles?

Our Learning Center is full of informative videos about the topic! 

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