CUSTOMER CASE STUDY

From “CSI in spreadsheets” to a single, best-practice improvement hub

 

A growing MSP replaced disconnected spreadsheets, Planner boards and informal tracking with a structured, visible Service Improvement system.

STRUCTURED
IMPROVEMENT

One improvement hub

VISIBLE
PRIORITIES

Dashboard-led focus

CLEAR
OWNERSHIP

Owners and deadlines

BEST-PRACTICE
ALIGNMENT

Formalised frameworks

 

“It makes it 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 practice.”

HELPDESK MANAGER

 

The challenge

A busy MSP Service Desk had limited time and a lot of competing priorities. Continual Service Improvement 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

 

The approach

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)

“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.”

HELPDESK MANAGER

 

What became visible

The organisation 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

 

The results

✓

Service Improvement 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)

✓

Broader adoption across teams was being explored

 

The cultural shift

The biggest shift was moving from discussing Service Improvement to actively managing it.

Improvement work became visible, structured and harder to ignore because ownership, priorities and progress were all contained in one place.

“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.”

HELPDESK MANAGER

 

The impact

The biggest shift was moving from scattered improvement tracking to a structured, best-practice framework that kept Service Improvement visible, prioritised and moving forward.

Instead of relying on spreadsheets, Planner boards, meeting notes and memory, the business gained a single place to manage improvement work, assign ownership and maintain momentum alongside day-to-day Service Delivery.

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

HELPDESK MANAGER

 

Give Service Improvement a home

See how Oprising can help replace spreadsheets, organise improvement work and turn ideas into accountable action.

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