Chris Fazey on Leading IT Transformation at Campari Group

Absolutely. At Campari Group, we've realized that technology alone isn't enough; how people interact with that technology truly matters. In September 2019, we outsourced all our core IT services to a single vendor, aiming for efficiency and scalability. However, the onset of COVID-19 and a significant malware attack in 2020 disrupted our operations substantially. When we refocused in 2022, we knew we had to put our users—the people—at the center of our IT strategy.

We began by implementing HappySignals to measure user experience directly. Instead of tracking service levels or incident resolutions, we wanted to understand how our services impacted our employees' day-to-day work. This shift to a human-centric approach meant that every decision had to answer one key question: "How will this improve our users' experience?"

It changed everything. We moved from a reactive, process-driven model to a proactive, experience-driven one. For instance, we noticed that users often left negative feedback not because the technical issue wasn't resolved but because they felt uninformed or disconnected from the process. This insight led us to improve our communication strategies—providing clearer updates and more transparent resolution notes.

We also recognized that some negative experiences stemmed from users not fully understanding the technology. Instead of seeing this as a user problem, we took it upon ourselves to offer better training and resources. By focusing on the human aspect, we could make more informed decisions that enhance user satisfaction.

Indeed, one significant initiative was the introduction of proactive surveys using the HappySignals platform. We surveyed all users twice yearly about their experiences with office environments, laptops, and meeting room equipment. The feedback was eye-opening. Users reported meeting room technology and network reliability issues—problems that weren't always captured through traditional IT metrics.

Armed with this information, we made targeted investments to upgrade meeting room equipment and improve network infrastructure. We prioritized these projects based on technical necessity and the direct impact they would have on our employees' daily work lives.

Another example is how we addressed the "revenge feedback" phenomenon—extremely low satisfaction scores often linked to significant productivity losses. Instead of dismissing these as outliers, we saw them as critical signals. We reached out to those users individually to understand their frustrations, often revealing systemic issues needing attention. This approach resolved individual problems and led to broader service improvements.

The human-centric approach has fostered stronger collaboration across the board. We realized that local IT teams are best positioned to understand the unique needs of their users. By empowering them with real-time experience data, they can proactively address issues and have meaningful conversations with their business units.

With vendors, we've shifted from a purely contractual relationship to a partnership focused on user experience. Service Level Agreements (SLAs) are still important, but we're increasingly measuring success based on Experience Level Agreements (XLAs). This means our vendors are also invested in delivering positive user experiences, not just meeting technical metrics.

 

Our user-focused approach is a perfect fit for our growth model. The human element becomes even more critical as we acquire new companies and onboard new employees. Each new user brings different experiences and expectations. By centering our IT strategy around their needs, we can ensure smoother transitions and higher satisfaction levels.

For example, we've noticed that newer employees tend to report higher satisfaction in our proactive surveys. This indicates that our recent improvements are making a positive impact right from the start. It also highlights the importance of continuous feedback in adapting to the evolving needs of our diverse user base.

 

Technology is an enabler, but it must serve the people using it. We've integrated Digital Experience (DEX) tools like Zscaler for network insights and HP Proactive Insights for device performance. These tools provide us with real-time data on the technical side, but we always interpret this data through the lens of user experience.

By combining technical metrics with direct user feedback, we can make decisions aligning technical improvements with our users' needs. It's a synergy of people and technology, where each informs and enhances the other.

 

The future is all about personalization and adaptability. We aim to further integrate experience management into every facet of our IT operations. This includes expanding our experience-driven initiatives to platforms like SAP, a significant part of our infrastructure.

We're also looking to develop a comprehensive experience management framework in collaboration with partners like Brighthorse. This framework will guide us in making decisions that consistently prioritize user needs, from the smallest software update to large-scale infrastructure projects.

Ultimately, we believe that by keeping our focus on the human element, we can create an IT environment that supports and enhances everyone's creativity, productivity, and satisfaction at Campari Group.