Snapshot:

• Client: MSP (Wales, UK)
• Role: Helpdesk Manager
• Use case: Turning Continual Service Improvement (CSI) from scattered tracking into a single, structured system

The challenge: CSI existed, but it didn’t have a home

The MSP was running a busy Service Desk with limited time and a lot of competing priorities. CSI work existed, but like many MSPs it risked becoming “back burner” activity when day-to-day delivery got noisy.

Service Improvement was spread across spreadsheets, Planner boards, meeting notes, and someone’s memory. Everyone agreed things should improve, but delivery always won.

They needed a way to:
•    Spot gaps they didn’t know they had (the “unknown unknowns”)
•    Turn improvement ideas into assigned actions with owners and due dates
•    Keep improvement work visible and defensible as best practice, not just one person’s opinion
•    Make prioritisation easier when time was tight

What they did with Oprising:

The Helpdesk Manager used Oprising to:

•    Work through assessment modules (including incident, event, and problem management)
•    Create and manage suggested actions (including telephony and problem management actions)
•    Use the dashboard view to keep the next most important thing visible
•    Explore how the platform could support improvements beyond the initial focus areas
•    Start planning broader adoption across teams (helpdesk, project managers, and potentially cybersecurity)

What changed (in plain English):

The MSP moved from talking about Service Improvement to managing Service Improvement.

Instead of improvement actions living in multiple places (and slipping when things got busy), Oprising gave them one place to:

•    Define what “good” looks like
•    Prioritise what matters
•    Assign ownership and deadlines
•    Track follow-through without chasing updates

Why Oprising worked (in The Helpdesk Manager’s words):

“You can probably guess what I’m going to say, I’m going to say the dashboard at the top because it gives you that little overview straight away - one thing I’m always banging on about is, what’s the next “most important thing” that I need to be doing and it makes that very visible.”

“You discover some gaps you didn’t realise you had, and it helps you justify finding time to prioritise them.”

“Get recognised where we were doing a good job, because some of them I was able to fill in quite nicely and spot the next main important areas to develop.”

“I didn’t realise it’d be quite such a wide range of assessments. That was really cool, so I can already see how that would be useful.”

“It makes it (CSI) more formal – it’s easier to put it on the back burner than when you’ve got a particular platform that you know is best practices.”

“We’re trying to align ourselves with best practices, rather than trying to align ourselves with this list of things that The Helpdesk Manager thinks are a good idea.”

What stood out:

•    The top dashboard view stood out because it makes the “next most important thing” immediately visible.
•    The breadth of the assessment range was a positive surprise (“really cool” in The Helpdesk Manager’s words!).
•    Being able to create suggested actions (and explore areas like problem management and telephony) helped translate findings into practical next steps.
•    The platform makes CSI feel more formal and easier to position internally as best-practice alignment.

Outcomes (early indicators):

While this engagement was focused onsetting foundations, the MSP already saw clear operational benefits:

•    CSI work became more visible and structured (less reliant on informal tracking)
•    Improvement actions were easier to justify internally as best-practice alignment
•    The platform supported prioritisation when time was tight
•    Clearer visibility of strengths (what to keep doing) and priority gaps (what to fix next)

What would happen without Oprising?

“I’d have to go back to, like, squabbling around with my teams, my little teams planner, which would be sad.”

Their Next steps:

The MSP planned to expand usage so more teams could contribute and get value from the same improvement roadmap.