Ryoshi

Ryoshi Lean ITSM for Enterprise IT | Transforming your Reactive Support Ticketing into Efficient Service Delivery - without adding tools or headcount.

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There is something far worse than an IT outage for 6,000 employees.IT managers won't see it in the survey. IT help-desk ...
23/06/2026

There is something far worse than an IT outage for 6,000 employees.

IT managers won't see it in the survey.

IT help-desk staff only says that offline.

They complain to each other within the team.

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

They're about the small things.

Things users don’t even notice.

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

1. Going silent after the ticket is submitted.

The user submits a brief ticket. Support asks for more information. Days pass. Following up. Still nothing. Ticket gets closed. Working time were wasted.

2. Holding back what they actually changed.

Saying “It was working yesterday” — without saying they are working from a different place, with a different client, or after a reboot or a software installation.

3. Not trying to restart before submitting a ticket.

A cliché that works surprisingly often.

4. Attach partial screenshots without a visible URL.

At least the screenshot is showing the error message. Nevertheless, it is essential for diagnostics to see the browser and the URL in the screenshot.

5. Submitting vague tickets like „XY not working“.

XY could be „not working“ in a wide variety of forms. Which device? Which account? Which function? Please use the tip below.

6. Calling right after submitting a ticket.

The ticket is already in the queue. Tickets and queues exist to prioritize fairly. No need for another interruption.

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None of these are technology problems.

They're communication problems.

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

It needs a working culture of togetherness and fellowship.

Because inside a company it’s not ‚us‘ and ‚they‘ - it’s ‚we‘ as a company.

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

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Tip: an effective rule of thumb for describing any IT issue is:

“Describe what you were doing, what happened, what changed, and what you already tried.”

What’s the right time for preparing your IT processes to organizational changes?When a company doubles its headcount, th...
18/06/2026

What’s the right time for preparing your IT processes to organizational changes?

When a company doubles its headcount, the support teams often feel the impact long before anyone updates the org chart.

New, unknown cases are constantly emerging at the help desk.

Many managers assume the help desk can suffer this shock.

But the effects remain: ticket volume grows, response times slip, and employees become dissatisfied.

As well as the causes: missing standardization, ineffective governance, and no process management.

That’s why I recommend to stop treating growth like an emergency and start designing for it.

Here’s what that looks like in practice for your team:

– Standardize before you scale. If every install, request, or escalation is a one-off, doubling staff means doubling communication efforts. Master data, processes, templates and workflows protect your team from drowning in variety.

– Align on your standards. If someone ‚just starts doing‘, it breaks the standards and builds dependency on individuals. To apply standards, you first need your team’s confirmation and then you need to tell your colleagues and users.

– Plan based on capacity. Calculate how many tickets are resolved by one person in your team on average. Use this capacity baseline to plan and argue for your resources.

Most teams don’t burn out because they’re bad at their jobs.

They burn out because their environment grows faster than their structure.

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If your company suddenly doubled tomorrow, which process would break first?

I finally found the ESM tool that fixes everything!It has a Hyper-AI Engine. 360° Analytics. 14,000 integrations. And a ...
11/06/2026

I finally found the ESM tool that fixes everything!

It has a Hyper-AI Engine. 360° Analytics. 14,000 integrations.
And a Live Dashboard showing 104% user happiness.

Too good to be true?

The fine print says 7 integrations actually work out of the box. Implementation is 3 days. Estimate subject to change. Support responds in 3-5 business weeks. And the uptime is 99.97% — measured by them, excluding maintenance windows.

My favorite part?

"Not responsible for organizational restructuring triggered by go-live."

I've been in IT service management for more than ten years. I've seen this pitch probably twenty times.

Different logo. Different color scheme. Same promise.

"This is the last platform you'll ever need."

And every time, the same thing happens after go-live.

The tickets pile up in a different interface. The team falling back into firefighting. The new joiner's laptop still isn't ready on Day 1. And nobody can explain the ROI dashboard to the CFO.

Here's the thing most managers don't want to admit:

The tool was only one small part of the problem.

The process running inside the tool was broken before you bought it. It's still broken after. The tool just gave it a new home.

Industrial manufacturing doesn't fix defects by buying a more expensive factory. It redesigns the process so that defects don't arise in the first place.

IT department figured out how to buy platforms.
It still hasn't figured out how to design services.

That's the gap. That's what I work on.

If you're about to sign a six-figure software contract — or you just did — and the results aren't there yet:

The answer isn't a new tool. It's a new operating model for the one you already have.

That's what Lean ITSM is.

If that's where you are, my audit call is the place to start. → Link in the comments.

Same office - same team - different priorities:I've seen colleagues sitting next to each other, knowing each other for y...
10/06/2026

Same office - same team - different priorities:

I've seen colleagues sitting next to each other, knowing each other for years - thinking they know how the other one handles support tickets.

While speaking we noticed that this was not the case.

Both had their own way of prioritizing and communicating.

They had to learn the priority rules from their environment.

Because no one had written it down, they had to figure it out for themselves.

One works on tickets oldest-first.
Another goes by who emailed the most.
A third has learned which escalate quickly,
so these go first, regardlessly.

None of this is visible. None of it is consistent.

And when a user asks why their ticket has been open for four days while a colleague's was closed in two hours, everyone feels dissatisfied.

That creates stress. For the service team and for the people waiting.

When the system itself shows which ticket to work on next, based on clear, agreed logic, that pressure disappears.

People stop guessing. They stop getting interrupted by questioning oneself.

They know what to work on next - one thing at a time.

Priority isn't just an operational need. It's a wellbeing factor.

Is your priority logic written down somewhere?
Or is it something your team has to figure out as they go?

Don’t get fooled by AI helpdesk tools.I’m constantly getting asked whether using AI tools in the IT service desk is wort...
09/06/2026

Don’t get fooled by AI helpdesk tools.

I’m constantly getting asked whether using AI tools in the IT service desk is worthwhile. These companies are starting out with the aim of reducing the workload on the help desk. But they’re not sure whether they’ll achieve the expected results.

And when they give it a try, it doesn’t deliver the promised results.

Support tickets keep coming with half-written descriptions and special cases.

Users who are mixing five topics into one paragraph.

Where AI is great at the straight line problems, it can’t parse these nuances, and the team ends up cleaning it up.

You get complaints from users about the ‚bad‘ responses.

Simply: misunderstandings.

AI that creates more work than it removes is not automation — it’s overhead wearing a fancy trendy label.

To get the most impact right now, treat AI like an assistant that needs clear boundaries.

Start automating the predictable flows, keeping humans in control of judgment.

Start measuring success by saved minutes, not shiny features activated.

Stop taking the sales pitch for real.

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Want to know what to automate first? Get on an Audit Call with me → Link in Bio.

I once sat in on a sprint planning session with an IT team.The whole discussion was about which new service requests to ...
08/06/2026

I once sat in on a sprint planning session with an IT team.

The whole discussion was about which new service requests to build next?

The team lead, the team, everyone talking, weighing opinions, thinking about who had complained most recently, and what users might need most.

Nobody looked at the numbers.

Which request types were already coming in as free-text?
How many times per month? Which would save the most time?

That data existed. It was there in the ticket system.

But the team picked based on gut feel and political pressure.
They were going to built what was loudest, not what would help most.

If you want your self-service portal to actually reduce load on your team, start with this question: what are the three most frequent free-text requests recently?

The answer tells you what to build first.

No discussion needed - only validation.

The data already made the decision.

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Do you know your numbers? Let's get started with an Audit Call → Link in Bio.

What your internal enterprise services can learn from Uber Labs.Two months ago, I submitted a support ticket to the IT d...
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.

I've seen teams spending 12 months selecting the perfect ITSM tool. Go-live. Celebrate. And employees are receiving poor...
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?

There is something far worse than a short IT outage for 9,000 employees.IT managers won't see it in the survey. Users ar...
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.

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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.

Everyone talks about this omnipresent ITSM/ESM software:ServiceNowBut nobody talks about this new tool suite - and it’s ...
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! 🧣

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