Human-Centered ITSM: Trust Through Empathy & Collaboration

Introduction
IT Service Management has been about process optimization and technology exploitation towards delivering services efficiently. ITSM has traditionally been about managing the infrastructure, ensuring systems run ‘correctly’, and doing so within some well defined (usually prescribed) processes, including incident management, change control etc. What is important are the tools and technologies ITSM uses to automate tasks, streamline workflows and maintain service consistency. However, amidst all the technological advancements and streamlined processes, we often forget the core purpose of ITSM: to serve people.

In recent years, there has been a shift in the industry towards a more human-centered approach to ITSM. While systems, applications, and frameworks like ITIL (Information Technology Infrastructure Library) and SIAM (Service Integration and Management) provide structure, it’s the people—both those delivering the service and those receiving it—that ultimately determine the success or failure of an IT service. As businesses increasingly embrace digital transformation, the human element in service delivery has become even more crucial.

Empathy, communication, and collaboration are not just nice to have—they are the minimum you need to succeed at service delivery today. Service provider is starting to realize that while the technology and processes they utilize for efficiency should work in that area, they should also enhance relationships with customers, colleagues, and all other stakeholder. It’s a recognition that technology is a tool to facilitate human connection, and just exists to help us do the humans things; not as a replacement for them. That’s why it’s the human connections on trust, understanding, and with effective communication that lift the experience of service.

In this newsletter we’ll continue to uncover how ITSM may continue to shift and change to fit the requirements of the modern world, as empathy, communication, and collaboration transforms the service encounter into a more significant one. Most of the time, service management will continue to revolve around technology, but that’s where the true servicemanship lies – in the part that rests upon the human side of the ITSM; not just bringing the technology, but playing to the people that rely on that technology.

Technology in ITSM is a tool to facilitate human connection, not a replacement for it. The true value lies in empathy, communication, and collaboration, which transform service delivery into meaningful experiences.

I – The Role of Empathy in ITSM

What is Empathy in ITSM?
ITSM empathy is defined as the capacity to identify or find out a friend’s or own feelings or sentiments, especially to support emotionally, as well as to determine and meet the interpersonal and business requisite for and from the service provider and the customer. Empathy is thereby defined as extending beyond adherence to process or technical protocols; that empathy means relating as a person and understanding the difficulties, irritation, and expectations of an individual.

In service management, empathy plays a crucial role because it transforms transactional interactions into meaningful relationships. It ensures that both parties—whether service providers or customers—feel heard, respected, and valued. Let’s explore what empathy looks like from both perspectives: the service provider’s and the customer’s.

A- Empathy from the Service Provider’s Perspective
Empathy, for the service providers entails listening to customers’ verbal and nonverbal cues and responding with appropriate comforting words. It’s about understanding that it’s not just IT problem when a service request or an incident has been made but also an emotional one. The reasons for choosing the particular service can include emotional needs based on the fact that customers experience stress or frustration or even a feeling of helplessness if their systems shut down, and companies’ response to this can either make them feel better or worse.

1- Building Trust Through Empathy:

Empathy helps service providers to earn the trust of their clients. When customers perceived the situation as understood then they are willing to follow the service process and cooperate with problem solving procedures. Empathy fosters partnership because customers can actually feel that the provider is not only an organization that is solving their problems but an actual person with feelings who really cares about their users.


2- Adapting to Customer Needs

Further, empathy allows service providers to respond to individual customers’ needs. There are customers, however, and not all customers are the same, and some may need to be spoken to in a more personalized or detailed way. For example, one customer may crave long, step by step guidance in getting done what they need, and another may just want high level updates at a rapid pace. By learning these preferences service provides can adjust their strategy and provide a better, as well as a positive service experience to the end user.


3- Mitigating Frustration:

Service providers who are less anxious and better able to deal with either an angry or difficult customer are those who can empathize. When a customer is frustrated, it’s not with the service provider itself, so acknowledging their frustration even if it’s not your fault will help diffuse a situation. Phrases that are so simple like “I understand this is frustrating” or “I see the inconvenience that this is for you” can both help bring down emotions and help steer our discussion to resolution

B- Empathy from the Customer’s Perspective
Likewise from the customer’s point of view, empathy is also important. Typically, when customers approach service providers their work or daily life is impacted in some way. What are these problems – from minor inconvenience to full blown crisis? If customers interact with IT support teams, they want to be assured their concerns are being heard, and the service provider will treat the issue as if their life is at stake.

1- Understanding the Provider’s Constraints:
Customers who show empathy for the service providers position tend to be better able to understand how much of a challenge it is for them. This implies the work of IT teams creates jobs on fixed time limits and simultaneously, IT teams has to manage several incidents. These pressures, however, can be appreciated by empathetic customers as a good thing, towards fostering a more cooperative and less adversarial relationship. Recognizing the difficulty in determining technological matters or the number of requests a service provider processes will serve to create a positive dialogue.

2- Being Open and Clear in Communication:
If customers are empathetic, they talk to their problems more convincingly which helps the service providers to solve problems more efficiently. A customer who is empathetic won’t simply state a problem: a customer may instead provide context; describe what the problem is costing them in terms of time or work; and provide whatever additional information they can that may assist in resolving the problem more quickly. This collaboration reduces the troubleshooting process for both parties for probably this reason.

3- Reducing Misunderstandings:
Customers who are empathetic also tend to be more patient and understanding when delays or misunderstandings occur. They are less likely to jump to conclusions or assume negligence on the part of the service provider. Instead, they recognize that some issues take time to resolve and that providers are doing their best within their capacity.

Why Empathy is Crucial in ITSM
ITSM by and large relies on empathy to make sure that the human element is not left out in the middle of the service management systems. It serves as the glue that will build up mutual respect between the service providers and the customers and thus lead to more productive and better interactions. By providing service that is empathetic, service providers not just fix technical issues, rather they also improve the service overall experience, making customers find sense of value and understanding.

If the service provider and the customer both practice empathy, the service delivery process gets smoother, faster and more enjoyable. The result? Higher levels of service outcomes, deeper relationships, and a more positive, human perspectives of ITSM.

Empathy in ITSM transforms transactional interactions into meaningful relationships, ensuring that both service providers and customers feel heard, respected, and valued. It’s the human element that elevates service delivery, fostering trust, understanding, and better outcomes.


II- Real-Life Example:

Challenging Access Request Scenario and Empathy in Action

In my career I have seen firsthand on how empathy can turn around a potentially frustrating incident into a somehow pleasant and productive situation. There is one example that stands out during the pandemic when I had to deal with access request for a large customer bringing on many new employees. This situation was no different than many of us remember, the pandemic presented unique challenges for service delivery.

Our customer had raised multiple requests for new hires who needed a range of access rights—Active Directory (AD) accounts, hardware provisioning, Wi-Fi access, and other necessary system permissions. It was a routine request, but the pandemic added layers of complexity that we hadn’t initially anticipated.

The Challenges:
a- Hardware Delivery Delays:
Laptops and other necessary hardware delivery had become so enmeshed into our work that it became incredibly difficult to do. Hardware vendors were delayed as well supply chains were disrupted. In some cases equipment took longer to arrive than expected, especially for remote or rural employees.

b- Access Issues: Sometimes, new employees couldn’t get attached to the company’s VPN or Wi-Fi and wouldn’t be able to access the critical systems. Another problem was especially problematic when you had employees who were trying to do work using an internet connection that wasn’t always stable, or fast enough to do the work they needed to.

c- Communication Breakdowns: Many employees were frustrated by delays and complications of the situation that were urgent. But they were eager to start working but had been caught waiting for so many things out of their control. There were some people a little puzzled as to why it had been taking so long to rectify access problems, causing a spike in queries and some impatience on the customer’s part.

How Empathy Made a Difference: This was an incredibly touchy situation and I realized that the first frustration wasn’t strictly technical—really it was ther frustration that the employees were unable to complete their jobs because of the disruption. Going remote already was a stressful situation the employees were already living under when you factor in the inability to get to the systems they needed to do their job.

Instead of simply responding to each access request mechanically, I took a more empathetic approach:


*** Acknowledge Frustrations and Provide Clear Updates: In proactiveness, I had communicated with both the customer as well as the employees impacted. I also realized that they’re having a rough ride and made sure to give transparent updates on hardware delivery time, VPN status, and Wi-Fi troubleshooting. People were frustrated so instead of only sending automated responses; I took time to personalize the communication and also prove to them I recognized their concerns. For instance, in an email sent to just plain old one employee who was losing Wi-Fi, I told him: “I understand that internet is so important now as so much is being done remotely, and I want to reassure you that we’re working as fast as we can to fix this.” “I’ll keep you posted step of the way.”

*** Offer Alternative Solutions: I also worked with other departments closely to explore other alternative solutions when we couldn’t immediately solve the hardware delivery or internet delivery issues. I helped arrange temporary hardware to be used, and for those with internet issues we arranged hotspots. It wasn’t the absolute ideal solution but by being pro-active and finding workarounds I demonstrated myself as someone who was invested in their success, instead of simply processing tickets.

*** Emphasize Understanding and Support: I was being empathetically direct in my conversations. It could be a call, email, or a chat, but I made sure to give the person enough time to actively listen and then acknowledge that the delays and difficulties were causing me to disturb them. It not only reduced tensions but built trust too. I would tell myself things like, and I would mean it, ‘I completely understand how frustrating this must be for you.’ Work are working on resolving it and we are really grateful for your patience and understanding.”
Follow-Up to Ensure Satisfaction: Once the issues were resolved I contacted the employees to make sure everything ran smoothly. As well as this, I asked about suggestions as to how we ought to improve this process in the future. It revealed something of my concern for longer term satisfaction and improvement than just want to fix what’s currently broken.

The Outcome: The outcome of this was that, contrary to technical setbacks and delays, we developed a client partnership with that customer and with their new employees. There was no shortage of enthusiasm and not so subtle promises that if we didn’t get the product shipped Fast enough. The customer found the level of communication and the extra piece of work towards finding a solution as soon as possible very much appreciated.

The customer’s trust was restored that we could get us through such a difficult situation. But we didn’t just see that we were ticking boxes or playing process; we actually noticed that we were passionate about helping their employees succeed, even in the most challenging circumstances. We displayed empathy and turned what was supposed to be a negative experience into a perfect moment to show how we care for one another, and how we behave when serving our clients.


III – How to Practice Empathy in ITSM
IT Service Management (ITSM) is an area that needs empathy in it and if we use this skill in service delivery, the service experience for customers as well as the service providers shall be transformed. By the IT professional taking steps towards being empathetic, we can help create more meaningful connections, less frustration, and more trust between ourselves and our customers. Here are some practical tips on how to practice empathy in every interaction:

1- Active Listening: Empathy is all about active listening. It is about completely zeroing in on your customers, knowing what they want and provoking a considered response. Dealing with the emotions or the challenges can’t stop there – it’s not just about hearing the words.

    *** Give Full Attention: Listen to a customer when they are explaining their problem — and that means no staring at someone else while they are talking! Don’t jump right into problem solving.

    Learn how to pass the interview stages and conduct yourself beautifully, both in and out of the room with interviewing. If it’s face to face, listen to what they say, pay attention to their tone and body language and if it’s an email or chat conversation, look to how they are saying it. There are times that customers just need to be heard before you are able to provide a solution.

    *** Paraphrase and Reflect: Paraphrase back to the customer what they have just told you about their issue to prove that you (really) did get it. So for example, I hear ‘So what I’m hearing is that you’re having trouble getting at your email after the system update.’ Is that correct?” It confirms that they are fed up and that you’ve understood their frustration and that you are both on the same page.

    *** Avoid Judgment: Be open minded, don’t come to a quick conclusion about the issue or your customer. Remember, though, that each person’s experience of the problem is valid, even if it seems small and even if the problem keeps happening.


    2- Acknowledge Emotions: It’s important to acknowledge when customers are frustrated, stressed or confused. That will show you that you are thinking of them outside of being a case number or service ticket.

    *** Recognize Frustration or Stress: If a customer is upset or stressed, acknowledge it empathetically. For instance, “I can see how frustrating this must be for you. Let’s work together to resolve this as quickly as possible.” This simple statement helps customers feel that their emotions are understood, not dismissed.

    *** Validate Their Experience: When customers express dissatisfaction or frustration, validate their feelings by saying things like, “I understand that this is really inconvenient for you,” or “It must be frustrating to have your work interrupted like this.” Validating their emotions reassures them that their concerns are taken seriously and humanizes the interaction.

    *** Be Patient with Emotional Responses: In complex or urgent situation, customers may sense the displeasure or impatience. A big deal to me as an IT professional, is the need to stay calm. You respond with patience and no negative emotions take personal. When defused, it will allow the conversation to stay constructive and help maintain a conversation.
    *** Take a Customer-Centric Approach: Customer-centricity means putting the customer’s needs at the heart of every interaction. It’s about going beyond the technical solution and focusing on how you can provide the best possible experience for the customer.

    3- Understand the Context: Before jumping into a solution, take time to understand the full context of the situation. Ask questions that help you grasp how the issue affects the customer’s work or personal goals. This helps you provide a more tailored solution and shows that you care about the customer’s needs.

    *** Empathy Through Personalization: Every customer is unique, and so are their needs. When you respond to a request or issue, try to personalize your communication. Use the customer’s name, refer to specific details they’ve shared, and offer tailored solutions based on their situation. For example, instead of saying, “I’ll escalate this to the team,” say, “I understand this is urgent, so I’ll escalate it to the team right away and keep you updated on every step.”

    *** Anticipate Needs: Go beyond the immediate problem by anticipating what the customer might need next. If you resolve an issue, check in to make sure everything is functioning as expected and offer additional support if needed. Offering proactive solutions demonstrates that you’re genuinely invested in the customer’s experience and long-term success.


    4- Communicate Clearly and Transparently:
    Trust is built directly through clear, transparent communication, and it helps you to manage customer expectations. These customers also revel in the ‘knowingness’ of updates, from delays to technical issues.

    *** Set Realistic Expectations:
    Managing the customer’s expectations realist is one of the most empathetic things you could do. Have a resolution in mind that could take time? Let them know why and how long you think it will be before it’s ready. To include, such as, ‘I understand how important this is to you. But the issue has been escalated and we will have it fixed by [time], and I will update you as it’s going.”

    *** Provide Frequent Updates:
    Even if there is no immediate progress, it’s important to keep the customer informed. A simple update, such as “We’re still working on resolving your issue, and I’ll check back with you in another two hours,” helps the customer feel that they’re not being forgotten or left in the dark.

    *** Be Transparent About Mistakes:
    If something goes wrong, admit it openly and apologize. Empathetic service providers take ownership of errors and work to make things right. A simple, sincere apology can go a long way in rebuilding customer trust: “I apologize for the inconvenience this has caused. Let me work with you to get this resolved as quickly as possible.”

    5- Focus on Problem-Solving with a Collaborative Mindset:
    It’s one that takes an empathetic approach to problem solving: Embodied collaboration not just technical fixes. You energize the customer into a cooperative and trusting relationship when you begin working with them as a partner in the solution process.
    *** Involve the Customer in the Process:
    Use the customer in the problem solving process, when it is an appropriate. Find out their input on problems to be solved, and make them think that they could be a part of the solution. It produces a feeling of team work and diminishes frustration. Let’s use an example: “Here’s what I think it might help.” Any other suggestions you’d like?”

    *** Be Flexible in Finding Solutions:
    Be open to exploring different solutions, especially if the customer has specific preferences. While ITSM frameworks emphasize processes, empathy in ITSM means considering the human element. If the standard approach doesn’t work, offer alternatives that might better suit the customer’s needs.

    1. Demonstrate Kindness and Respect:
      In every interaction, kindness and respect should be central to your approach. The simple act of being polite and respectful can greatly enhance the customer experience.

    *** Be Polite and Courteous: Whether it’s in writing or over the phone, always be polite and respectful. A friendly tone can turn a standard interaction into a memorable experience.

    *** Acknowledge Efforts and Express Appreciation: Show appreciation for the customer’s patience, understanding, and collaboration. Small gestures like “Thank you for your patience” or “We really appreciate your cooperation in this matter” can make a big difference in building rapport.

    Empathy in ITSM isn’t just about solving problems—it’s about understanding people, validating their experiences, and building trust through meaningful connections.

    IV- Communication as the Bridge

      Why Communication Matters:
      IT Service Management (ITSM) is just one example of where communication plays a key role—you can’t survive without it. Communication is effective only in this context not just sharing the facts or technical details. That’s about building understanding, fostering trust and making sure both parties — the service provider and the customer — feel heard, valued and comfortable with the process.

      A- Clear, Open, and Timely Communication: Communication is a bridge between what the service provider can give and what the customer expects. clear communication will better help to explain what you are doing, why you are doing it and how you are going to do it, creating an alignment between the both parties. This eliminates any opportunity for misunderstandings, and with complex service delivery, or service delivery consisting of multiple steps, this reduces the risk of frustration.

      B- Understanding and Reducing Misunderstandings: Relations, IT services included, are based on misunderstandings and they can cause a lot of tension. Customer dissatisfaction arises because a customer does not feel they are being fully informed or their concerns are ignored. And then there are those who use message to the point of a lack of communication can leave the customer without feeling address or even neglected even if the quality of service is good. Effective communication between service providers and customers, communicating openly and consistently with the aim of ensuring customers know where they are and the progress being made and the expected result, will cut down the scope of what could be a miscommunication.

      C- Strengthening Relationships: Good communication helps you build strong relationships—they are based on mutual respect and trust. The more customers believe they can speak openly with the service provider and have timely, correct feedback, the more confident they will be in a service. That’s true of internal communications with colleagues and stakeholders too. When communication among team members is smooth they help to collaborate and help avoid mistakes that can impact our customers.


      In a nutshell, communication isn’t only a means to impart information but a conduit of the issue, an expectation, or an outcome. One of the most powerful area to increase the overall experience for the customers, prevent frustration, as well as ensure that service delivery is effective and efficient.

      V – Example of Effective Communication:
      Imagine a scenario where a customer has raised multiple requests for new employees’ IT accesses—Active Directory (AD), hardware, and Wi-Fi configurations. Due to pandemic-related challenges, the service provider struggles with delays in hardware delivery, and several employees are facing connectivity issues because of unreliable internet connections at home.

      This case is a perfect place where the service provider could simply have processed the request and sent an email saying that they will soon send out the hardware, but that they would send an email first. Here’s how effective communication played a key role:

      A- Proactive Communication: From day one, the customer was kept out of the dark as the service provider reached out to explain potential delays, how these delays were likely going to happen in terms of connectivity and delivery, and offered a heads up in the crispiest way possible. The service provider did not wait for the customer to ask, but it took initiatives to communicate timelines, explain why the timelines were getting delayed, and also give the customer other solutions.

      For example, the service provider sent an email saying:
      “Dear [Customer Name],


      We understand that the recent requests for new employee setups are critical. Due to global shipping delays and ongoing connectivity challenges related to the pandemic, there will be a slight delay in hardware deliveries. We’re actively working with suppliers and exploring options to speed up the process. In the meantime, we’re offering temporary workarounds for Wi-Fi access and have some mobile hotspots available for immediate use.

      Please let us know if this would be helpful for your team. We’ll keep you updated regularly as we progress.


      Best regards,
      [Your Name]”


      Clarifying Expectations: Not only were they providing updates with this proactiveness but they also set clear expectations. The customer knew that the delay wasn’t because of negligence or paucity of anyhow but because of externals beyond its control. Giving the customer a “solution” in the meantime (mobile hotspots) enabled the service provider to still take care of the customer in the meantime and thus mitigate that delay’s impact on customer trust.

      Transparency and Trust Building: The customer did not wait for the service provider to show that they needed to register frustration or confusion. Instead, they were speaking publicly and demonstrating that they were not merely reacting to an issue, but actively controlling it. This transparency builds trust – the customer knows they aren’t being kept in the dark, and they treat the service provider like a trustworthy partner even when times are hard.

      This example illustrates how effective communication—by being proactive, transparent, and solution-oriented—helps clarify complex issues, manages expectations, and strengthens relationships.

      VI – Tips for Improving Communication:
      Effective communication isn’t always intuitive—it takes practice and conscious effort to enhance your skills. Here are some practical tips to help you communicate more effectively with customers, colleagues, and stakeholders in ITSM:

      a- Use Empathetic Language: Every communication should be anchored by empathy. What you say isn’t as important as how you say it. Now an empathetic language can help you to represent understanding, respect, and support, in particular when working with upset consumers or friends. Instead of saying “That’s not our fault,” say, “I know how frustrating this must be for you, I want to help you find a solution.” Small changes can take a tone that is neutral or defensive and transition it into supportive and reassuring one.

      b- Maintain Clarity and Simplicity: Sometimes the IT discussions go with many of the jargon or technical terms that can confuse the customers. Make every interaction as clear as possible. Make it simple and break down complicated topics into bite sized chunks. Let’s say you say, “We’re having an issue with the provisioning scripts because the provisioning server pool is behind schedule,” you can say, “The server pool isn’t set up yet so you’re not online.” ” ‘We are trying to fix that as soon as possible,” he said.’

      c- Ensure Feedback Loops: It should be a two way street. Ask for a feedback to make sure that the customer understands and happy about the provided information. It can be as simple as saying, “Does this make sense to you or do you want more? Or post a resolution and ask, “Do you believe that we handled this the best way we could?” We feel there’s not much more we can do.” These feedback loops confirm understanding but also allow the customer to add any further points of feedback.

      d- Be Timely and Consistent: Especially where there is something urgent, timing is everything. Keeping consumers in the loop, even if there’s no new news to share, indicates to them that you are still on the case and they have not become a lost case. It’s about regular, consistent communication to the customer that their issue is being cared for even when the answer isn’t perfect immediately.

      e- Personalize Your Communication: Whenever possible, personalize your communication by referring to the customer by name and acknowledging their specific concerns. This makes the customer feel valued as an individual rather than just another ticket in the system. For example, instead of sending a generic “Your issue is being worked on,” try: “Hi [Customer Name], I wanted to update you on the issue with your hardware delivery. We are prioritizing this and expect an update within 24 hours.”


      f- Active Listening and Confirmation: Active listening means taking some time and listening closely to what the customer is saying and asking clarifying questions in order to make sure you know exactly what the customer needs is. After you’ve listened you can reconfirm your understanding by paraphrasing what the person is concerned with. You are not just listening but you are learning their problem and you are very serious to solve it.

      VIICollaboration: The Heart of Service Delivery

      a- Collaboration Beyond Teams: ITSM collaboration goes way beyond the service desk and IT support teams. Seamless working between internal departments, customers and vendors is needed to achieve smooth service delivery. Service delivery is not a thing that is done in isolation—it needs everybody to work together, everyone wants the same thing.

      b- Engaging Customers in the Collaboration Process: But when a customer requests services to have the access to use systems, software or hardware for new employees, just fulfilling a transactional request is not enough. For the customer, the IT and service desk teams must supply the customer with what they need, in a resonse time and notify the customer of each step along the way. Collaboration in this case is about transparency should you find that there are delays or challenges and engaging your customer to resolve the problem in an active way.

      c- Vendors and Suppliers as Collaborative Partners:  IT services are delivered by vendors and third party suppliers. Collaboration with vendors is necessary in the case of hardware provisioning or software licenses to guarantee the time delivery and solve any arising issue, for example, supply chain delays, stock shortages. This prevents disruptions in service and gives some control when the impact on the customer does not go well.

      d- Internal Collaboration Across Departments: Successful service delivery depends upon effective collaboration with the organization. The idea of collaboration among various departments is used to ensure that when requesting access for new employees, all necessary elements (hardware, software, and user access) are in place for new employees to start working without a hitch. This collaboration obviously helps service delivery but without it, service delivery can become disjointed, with delays or errors.

      Eventually, it is up to ITSM to become a collaborative effort of all internal teams and even customers and vendors together to achieve the best service possible by fulfilling the customer’s needs.

      VIII – Fostering Collaboration in ITSM:

      To help ensure ITSM success, it’s essential to building a culture of collaboration in ITSM. Here are some actionable steps you can take to create and nurture a collaborative environment:

      a- Cross-Departmental Collaboration:  The golden rule is to preserve regular touchpoints between teams from different departments e.g HR, facilities, procurement, and IT support. For instance, say you are bringing up hardware for new employees, or when IT, HR, and procurement are all in on the priorities, timing, and resources; a regular meeting between these parties can help you all stay on the same page.

      b- Communication with Vendors and Suppliers: Build a good relationship with your vendors and suppliers. Introducing them to work together and solve the problems in ways which help prevent delays in the service delivery process will keep them updated of the urgency of requests. Managing expectations and making sure service levels are achieved depend on having a trusted vendor partnership.

      c- Customer Involvement and Transparency: Collaboration with customers requires transparency. Be honest with them if anything is delayed or you have a challenge.. Offer alternate approaches, interim solutions that will engage the customer in the solution: This will give a realistic expectation and put trust with the customer.

      d- Use Collaborative Tools:  However, you can use collaborative tools like Slack, Microsoft Teams or Jira to create a channel of communication between teams. These tools make sure that every one is on the same page, is able to access the right information in real time, and act fast to new challenges as they arise. These tools allow you to streamline your workflow and decrease bottlenecks.

      e- Knowledge Sharing: Be encouraging to the sharing of knowledge between teams. If you’re a large company, a shared knowledge base, be it an internal wiki or a document repository, helps everyone stay in the loop and intelligent about processes and best practices. That fosters a learning and collaborative culture.

      f- Celebrate Collaborative Wins: Acknowledge and celebrate successful collaborations. Recognizing the efforts of cross-functional teams not only boosts morale but also reinforces the importance of collaboration in achieving organizational goals. This recognition helps motivate teams to continue working together toward common objectives.

      IX Building Strong Relationships with Stakeholders

      a- Stakeholder Engagement:

      Engaging with the stakeholder in IT Service Management is critical. Anyone that is impacted by or has power over your services means they are a stakeholder. And you can have internal teams such as HR, procurement, and finance, or external partners like vendors, suppliers, and, of course, customers. To succeed in service delivery and grow long term, you must understand what they need, manage what they expect, and build trust.

      The key to building strong relationships with stakeholders is engagement. It’s not just about transactional interactions or reacting to their needs when they arise—it’s about being proactive, understanding their priorities, and aligning your service delivery with their goals. When stakeholders feel heard and respected, they are more likely to trust your service, collaborate with you, and even advocate for your team within the organization.

      b- Building Trust Through Consistency: Building trust happens over time, and consistency. The more transparent, empathetic, and professional personality you lay in front of your stakeholders, the more they would perceive you as a trustworthy partner. It does not mean you just react to problems when they are reported, or better yet prescribe problems before they affect the stakeholder.

      It’s great to have a one time stakeholder engagement effort now and then, but stakeholder involvement should be a continuous and ongoing process. Regular check ins, feedback loops and updates on the progress of project milestones, or service requests, is key to letting stakeholders know that they are part of the process and part of the control.

      XThe Human Impact on Service Excellence

      a- Why Humans Matter in ITSM:

      If you work in the world of IT Service Management (ITSM), things can become a little like a black hole! Besides, if such elements are not there, how can the services not be provided on time in accordance with the agreed measures? However seemingly advanced our tools become and however streamlined we start to get our process, it’s the human element that does the work in the success or failure of service delivery.

      ITSM is built on humans, not only in how services are managed, but in how they are experienced. Processes and tools are supposed to help people, not lead to their demise. It’s people – people who orchestrate how to interpret data, creatively solve problems, create relationships, which are the difference between a service outcome. Without it communication and collaboration would fail even the most sophisticated systems.

      Think about it: no tool or technology can truly understand a customer’s frustration or respond with the warmth and understanding needed in a challenging situation. People are not just recipients of service; they are partners in the service experience. It’s the human touch that turns a standard IT service into an experience that is remembered and valued.

      But putting the human element in the middle of ITSM guarantees to you that the service is both effective and meaningful. With a person centered approach teams are able to listen, adapt and innovate better than tools can. Human connection is what good service is about, and when it becomes exceptional service they are representatives of a human first company.

      b- Reflection on Human-Centered ITSM:

      ITSM with a human centered focus is not only about making the customer’s life easy, it is about an ecosystem where everyone is valued. This approach doesn’t only impact the metrics and KPIs, it’s also fundamentally what is driving our service delivery to achieve long term success.

      1- Improved Service Outcomes: Attending to the human side of service management can result in more personalized, more responsive services, but only if they focus on that side. Active listening of customers and stakeholders by service providers leads to insights required to create services meeting real needs, rather than theoretical ones. This results in better solutions leading to fewer missteps and fewer errors and ultimately better service quality.

      2- Stronger Customer Loyalty: Greater relationships with customers can be created through empathy, communication and collaboration. Trust in the service provider is established when customers begin to feel that their concerns are heard, understood and sorted out with care. Trust leads to loyalty. Especially important in ITSM where services that are vital for customers’ business are often used. When organizations demonstrate they are partners and not service providers, customers tend to stick around even when problems arise.

      3- Higher Employee Satisfaction: It’s not only for customers. Internal team is also affected by the human centered approach. But it is when employees feel empowered to empathise with customers and to collaborate with other departments that a culture of support and respect develops. This consequently increases job satisfaction, reduces turnover and incubates greater purpose in the team. After all, people who feel valued and supported tend to be more invested in their work, and proud of delivering exceptional service.

      XI – Conclusion

      As we conclude, understanding that no matter how many processes are in place, no matter how much technology and tools are used, IT Service Management (ITSM) works so well because of the people who work it. Throughout the service delivery world; empathy, communication, and collaboration run deeper than buzz words – they are the foundations of enduring and consequential relationships with customers, colleagues, and stakeholders alike.

      The ability to have empathy, being able to understand and address our customers problems with the type of emotions they are dealing in, makes the experience smoother and more enjoyable for them. If we give a little time to nod and listen, acknowledge feeling, and take some care, we can make a routine service interaction to an engagement that builds trust and loyalty.

      Effective communication, on the other hand, fosters transparency and mutual understanding. It ensures that everyone is on the same page, reducing misunderstandings and ensuring that expectations are managed and met. Clear, open, and timely communication doesn’t just resolve issues—it prevents them and creates a space where both customers and colleagues feel heard and valued.

      Collaboration is the core of ITSM, and after everything it needs to consider, it is finally time. No service delivery team does work in a vacuum. This is about seamless service with the help of cross functional teams, customers, and external partners. Sharing knowledge and working together makes a great environment for success and producing more than you expect each time.

      When we develop ITSM around the human element, it does something far more: it improves the service outcomes while building the relationships, creating the culture of trust and providing a sense of connection and support to every single stakeholder. The human side of ITSM is the aspect that helps to separate great service from average service.

      Empathy, communication, and collaboration are the true foundations of ITSM, transforming processes into meaningful relationships and exceptional service.

      Disclaimer: This article, authored exclusively by Soufiane Bouchouachi, a result of many hours of dedicated research. It contains between 8-9% similarity due to retained examples from referenced studies. As part of a series of monthly newsletters, this work is shared solely for educational purposes without profit intent. The content may be used freely, but proper attribution to the author is appreciated.