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Ryoshi, Aidlingen (2026)

29/05/2026

What your internal enterprise services can learn from Uber Labs.

Two months ago, I submitted a support ticket to the IT department of a global corporation with nearly 100k employees and did not receive a confirmation message. Even three days later, I still hadn’t heard anything.

So I followed up.

After another two days had passed, I received a personal email confirming that my request was being processed.

Once again, I was horrified by this amateurish level of service - from a global corporation. And this wasn’t a special request or something unusual, but simply part of the onboarding process.

This experience does not meet my expectations of a professional work environment. My expectations also come from the fact that employees are used to much better services in their personal lives.

What’s going on here? Has everyone just gotten used to it?
Are internal company services experimental?
And if so, what insights are being drawn from them?

Uber Labs has applied behavioral science and gained important insights that influence their product design and service delivery, as they increase customer satisfaction.

Here are two of them: the peak-end rule (B. Fredrickson, D. Kahneman) and operational transparency (R. W. Buell).

The former states that people judge an experience primarily based on its most intense moment - the peak - and its end. The average across the entire time period weights much less.

The latter shows that giving customers a look behind the scenes leads them to value products and services as higher quality.

Both of these principles can be applied effectively to internal company services.
First, communicate clearly and professionally, at least when closing a ticket.

Second, communicate the ticket status transparently and display it in the self-service portal.

How professionally do you rate your internal company services, on a scale from 1 to 10?

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P.S.: Please find the references in the comments.

28/05/2026

I've seen teams spending 12 months selecting the perfect ITSM tool.

Go-live. Celebrate.

And employees are receiving poorer service than before — just with a cleaner interface.

Here is why that keeps happening:

Imagine an IT team spending years working around a broken process.

Tickets get manually re-routed.

Priorities get decided by whoever shouts loudest.

Workarounds become habits.

Then the decision comes: new tool, fresh start.

The migration gets completed. On paper.

But within weeks, the same chaos is back.

The workarounds migrate, too — the habits follow.

Old processes get rebuilt, one at a time, inside the new system.

Because the tool was only one part of the problem.

80% of their daily support pain traces back to the same broken processes.

That is why the most important question before any migration is not "which tool do we choose?" It is "which processes are we choosing to keep?"

The new tool will perform exactly as well as the process underneath it.

Takeaway:

Make sure that no broken processes are carried straight into the new system.

Instead, make the redesign a part of the project, just like the tool.

What do you wish your team had fixed before the last migration?

27/05/2026

There is something far worse than a short IT outage for 9,000 employees.

IT managers won't see it in the survey.

Users are saying it somewhere else.

They complain to each other.

And the things they say are rarely about the big outage that took down the system for a few hours once.

They're about the small stuff.

The stuff IT doesn't even know is happening.

-

Here are 6 things users wish IT support would just stop doing:

1. Going silent after the ticket is submitted.

The user hit "send." Now what? They have no idea if anyone saw it, touched it, or cares. Days pass. They chase. They get nothing. They assume IT is useless.

2. Responding in IT language.

"Your incident has been escalated to a Tier 2 resolver group pending further triage." What does that mean to a finance manager who just can't open her files?

3. Closing tickets that aren't actually fixed.

The ticket says "resolved." The user's problem says otherwise. IT moves on. The user raises a new ticket. And the cycle repeats.

4. Making users repeat themselves.

Ticket submitted. Agent assigned. Agent asks the same three questions already answered in the original ticket. The user's trust drops a little more each time.

5. The "have you tried turning it off and on again" first response.

Every time. Without reading the ticket. Without thinking. It's not a bad question. It's a bad default. Users feel dismissed before anyone has tried to understand the problem.

6. Sending the resolution email at 5pm on a Friday.

"Your ticket has been resolved." The user is already gone. They return Monday, re-open the issue, and IT counts it as a new ticket.

-

Here's the uncomfortable truth.

None of these are technology problems.

They're process problems.

And every single one of them can be fixed without a new tool, a new hire, or a budget request.

They just need someone to design the service properly.

Because users don't judge enterprise IT on the big incidents.

They judge IT on how it feels to interact with them every single day.

And that feeling is built - or broken - in the little moments.

22/05/2026

Everyone talks about this omnipresent ITSM/ESM software:

ServiceNow

But nobody talks about this new tool suite - and it’s disruptive:

Atomicwork

Why? It removes the portal-style front-end - all interaction is chat-based, right down to the request forms.

Using Agentic AI, the level of automation increases right from the start.
Human support agents still handle tickets in the app.

I love this approach. Users love it, too.
No more browsing and searching ♡

I also love simple licensing models 😉

What are your ITSM/ESM tool discussion mainly about?

P.S.: Wrap up warm for the future! 🧣

20/05/2026

I walked into an IT department last year and asked one simple question:

"Which steps in this process actually helps the user?"

Nobody could answer it.

Before that day nobody had ever worked on the process with this question in mind. However, this is a key question in process design.

Manufacturing figured this out 50 years ago.
Here's what they use, and how it applies directly to your IT service operation:

- Value Stream Mapping -

Before you can fix something, you need to see it first.

A value stream map lays out every single step in a process and splits them into two categories: steps that create value for the user, and steps that don't.

Most IT processes result in a poor ratio of added value.

Making this visible is the first step towards reducing wasted time.

- Kaizen -

Japanese word meaning "change for the better."

Improvement is not a project with a start and end date. It's a habit. Working culture.

Every person on the team, at every level, continuously looks for anything to make work better.

No big transformation program needed. Just consistency with focus on added value.

- Hansei -

Kaizen only works if people feel safe being honest, and learning from mistakes is encouraged.

Hansei is the practice of deep genuine self-reflection, without blame, without defensiveness.

It creates the cultural foundation for constructive criticism, where your team can say "this part isn't working“.

- Kanban -

A self-regulating system, based on available capacity, that supports the learning process.

The central medium is a visual board that shows, at a glance, what's being worked on, what's blocked, and where the limits and bottlenecks are. It is designed for daily use.

Everyone in the team sees the same picture.

These aren't new concepts.

Toyota was using them on the factory floor years before most of us had email.

The question is not whether they work.
The question is: why hasn't enterprise IT operation adopted them yet?

That's the gap Lean ITSM (IT Service Management) closes.

If this sounds relevant to you, follow me. I write about this gap regularly.

19/05/2026

5 ways to reduce your support ticket volume - and finally get ahead of the queue.

Most IT teams manage tickets. Few ever design them away.

There's a difference. Managing means you're always reacting - clearing the queue, chasing SLAs, putting out fires.

Designing means you go to where the work actually happens, understand why tickets keep coming in, and fix the root cause.

That's the Lean ITSM approach. And it starts on the IT shopfloor - not in an SLA report.

Here's what it looks like in practice:

1. Set clear priorities at the point of intake.

Not all tickets are equal. Without a structured triage at entry, everyone just cherry-picks. Define your categories. Assign priority and ownership by rule, not by chance.

2. Automate what repeats.

Password resets. Access requests. Status updates. These are predictable, usually at high-volume. A chatbot or workflow rule handles them faster — and frees your team for work that actually requires human judgment.

3. Give users a way to help themselves.

Affected users hate to wait. They reopen tickets, call the help desk, or create duplicates — which multiplies your load. A well-structured FAQ or self-service portal doesn't just deflect tickets. It prevents to everyone involved.

4. Build one shared knowledge base.

When every agent solves the same problem differently, you get inconsistent resolutions. Centralize your solutions, your workarounds, your process steps. One source of truth. Every team member is working from the same page - with higher productivity.

5. Measure what the work actually reveals.

Ticket volume is a symptom. The insight lives in the data underneath — reaction time, ticket age, reopen rate by category, service, team. Go to that level. That's where you find what's broken and fix it for good.

The goal isn't to resolve more tickets. It's a service operation designed so the queue stops growing in the first place.

What's the single biggest driver of ticket volume in your environment right now?

--

Like this? Save and share it to your network.

Want to know what's driving your numbers? Message me 'AUDIT' 💬

18/05/2026

6000 ticket per month. 15 minutes each.
At 100 € per hours, that’s 11 full-time salaries.
Just in ticket handling. Do you know your number?

With 10% savings that’s >1 FTE worth of extra time.

Sure, your IT employees are busy.
New projects. Urgent incidents.

Nobody is dissolving the underlying problems - pro-actively.
IT staff remains a bottleneck.

There is a way to stop that. Only a few do it - pro-actively:

Put efforts in root-cause resolution - watch incidents shrink.

The ROI is less than one year.

Assign one employee whose sole responsibility is resolving root-causes.
This pays off even if the number of tickets falls by just 1%.

Every additional share is pure profit.

IT incidents are urgent. IT problems are important.

How many tickets do you avoid per month?

→ Download link to the “IT Ticket Cost Calculator” in the comments.

13/05/2026

That hit me hard 10 years ago!

An IT manager at a large pharma company said to me:

„Our staff stopped creating support tickets because it doesn't make any difference anyway.“

Not because their problems were solved.

Because they had given up expecting IT to help.

That hit me harder than any SLA report ever could.

I spent the first decade of my career inside large IT organizations. As system administrator. Managed Service Provider. Service transitions at companies like MunichRe, Merck, Continental, Schwarz.

I saw a lot of talent. Genuinely smart, hardworking people.

And I saw the same broken pattern, everywhere.

Every incident responded to in the same reactive, unstructured way.

No root cause analysis.
No process design.
Just firefighting,
every week,
until the next fire.

ITIL helped me name the problem. But it didn't give me the tools to fix it.

Then I found industrial quality management.

My friends in automotive here in Stuttgart were using it on the shop floor. Measuring. Improving. Systematically. Not guessing, not reacting. Designing the work so that good outcomes happen by default.

I ran my first project in IAM using those methods.

Average incident lifetime dropped by 50%.

Not by hiring more people. Not by buying new software.
By understanding where the process was actually failing and fixing it at the root.

Here's the math most IT leaders never do.

A company with 1000 employees generates roughly 1000 tickets per month.

Each one is paid work, paid time, paid frustration. When you don't fix the process behind those tickets, you pay for the same failure again and again, every month, indefinitely.

That's not a help desk problem. That's a budget leak with no end date.

The factories figured this out decades ago. IT is still catching up.

I founded RYOSHI in 2019 to close that gap.

Not with a new framework. Not with certifications. With the same methods that make production lines reliable and predictable, applied to IT services.

Because a new employee's laptop should be ready on Day 1. Not because someone chased the right person. Because the service was designed to work that way.

That's what Lean ITSM means. And it's what I write about every week.

When employees stop raising tickets, IT hasn't earned their silence - it has lost their trust.

How many of your users have quietly stopped asking for help?

12/05/2026

Your IT team is spending 600k euros a year on tickets - most IT directors have no idea.

2000 tickets per month. 15 minutes each.
At 100 euros per hour, that's 600k a year -
roughly 5 full-time salaries, just in ticket handling.

With potential savings of 10% to 20%,
which amounts to 60k up to 120k a year.

The avg. costs per ticket here is 25 euros.
That’s a usual ticket price in enterprise IT.

Do you know your annual ticketing costs?

→ Download link to a free “IT Ticket Cost Calculator” in the comments.

07/05/2026

The average IT team spends 40% of its time fighting fires.

Urgent tickets. Unplanned outages. Endless escalations.

I’ve been there - and I know how frustrating it can be. As IT professionals, we want to focus on delivering value, not just patching problems. But when reactive ticketing takes over, it’s almost impossible to see the bigger picture.

This is what drove me to rethink how enterprise IT handles service delivery. What if we could replace all that chaos with predictable, proactive processes instead?

Lean IT Service Management (ITSM) is about more than workflows and tools - it’s about changing the way we approach IT services altogether.

- Moving from reactive fixes to deliberate prevention and optimization.

- Designing services that align with business goals, not just technical requirements.

- Leading a work culture that empowers to focus on improvements instead of interruptions.

I have helped enterprise teams in lifting this shift. Defining a clear service value chain. Letting users know what to expect. Getting from 100 parallel projects to less than 20 with defined benefits.

It’s building trust across the organization and it’s unlocking potential the teams didn’t even know they had.

Are you also stuck in a reactive cycle - or have you found a way to break free?

Ryoshi

29/05/2026

28/05/2026

27/05/2026

22/05/2026

20/05/2026

19/05/2026

18/05/2026

13/05/2026

12/05/2026

07/05/2026

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