Organizations are increasingly recognizing the importance of workplace technology in enhancing business performance. As companies rely more on interconnected digital environments that encompass cloud applications, collaboration platforms, and automation, the traditional measures of technology performance are being reevaluated. Experts argue that merely tracking system uptime is no longer sufficient; instead, the focus is shifting toward how technology facilitates productive and seamless employee experiences.
Leaders now expect workplace investments to yield tangible benefits, such as improved employee satisfaction, reduced operational disruptions, and support for hybrid work models. In this context, service level agreements (SLAs), which were designed for a different operational landscape, are becoming obsolete. A new approach emphasizing business impact is necessary, leading to the introduction of experience level agreements (XLAs) that assess employee interactions with technology.
SLAs typically gauge service availability, while XLAs focus on employee experiences. However, both have limitations. XLAs improved the shift from technical performance to user experience, but did not fully capture the impact on business outcomes. The effectiveness of workplace technology is increasingly recognized as critical for productivity, stressing the need for a measurement system that links technology performance with business results.
To illustrate, consider a case involving a major international airline. Issues with airport device systems appeared technical but had significant operational consequences, such as delays in boarding and increased queue times. Traditional SLAs would have addressed system availability, but the relevant measure was how quickly resolving the technical issue could minimize operational disruptions.
This reorientation from checking technical boxes to evaluating real-world impacts is gaining traction across industries. For instance, in healthcare, problems with workplace technology can hinder clinician workflows, while in retail, technology failures can disrupt crucial operations during peak shopping seasons. Such issues highlight the relevance of outcome-based performance measures.
Despite the necessity for change, many service delivery models remain focused on efficiency metrics rather than the broader business impact. Frequently, this leads to teams prioritizing quick resolutions over addressing underlying problems, which can perpetuate recurring issues.
Transitioning to an outcome-based approach requires a structural shift. Organizations must define clear outcomes, focus on solutions that improve business operations, and substantiate these improvements with data. NTT DATA’s Workplace Say-Do-Prove (SPD) Framework exemplifies this approach, emphasizing agreement on desired business outcomes, addressing technical factors, and proving the business impact of these changes.
As the landscape evolves, the relationship between companies and their service partners is also changing. Contracts are increasingly reflecting a dual focus on outcomes and operational activities to better align with business objectives. By centering on meaningful outcomes rather than merely providing services, technology partnerships can foster shared accountability aimed at achieving business results.
For organizations looking to enhance workplace technology effectiveness, the shift to measuring outcomes is an imperative step. NTT DATA emphasizes delivering measurable business improvements in its Digital Workplace services, aiming to create a direct connection between technology usage and enhanced business performance.
