In distributed organizations, ticket handling quickly becomes inconsistent and difficult to manage. Emails, phone calls, and the lack of unified processes make it hard to maintain control and properly prioritize work. The decision to implement OXARI Service Desk was a response to these challenges and a real need to organize processes. Automating ticket handling in a multi-branch environment made it possible to standardize operations, increase predictability, and improve the quality of IT support.
The material below presents a typical Service Desk implementation process in a large organization, based on experience from OXARI projects. Due to confidentiality, we do not present numerical data or the name of the organization, focusing instead on the process, scope, and organizational outcomes.
Without a standardized ticketing system, problems with queues, priorities, and responsibility quickly arise. Automating ticket handling in a distributed organizational structure helps streamline workflows, eliminate manual information handoffs, and ensure consistent service rules across the entire organization.
Today, ITSM systems play a much broader role than just IT support. Increasingly, they also support other business areas. Using ITSM for the digitalization of HR, administrative, or operational processes is becoming common. A central ticket register, automated workflows, and clear statuses give organizations greater predictability, better control over team workloads, and a solid foundation for reporting and further process optimization.
In many large organizations, ticket handling before the implementation of a platform such as OXARI Service Desk relied on dispersed communication channels. The lack of a single, central system meant that information was incomplete and case histories were difficult to reconstruct. Priorities were set ad hoc, often without uniform criteria, which made it difficult to respond to genuinely critical incidents.
Users had no clear information about the status of their requests, and IT teams lost time responding to unnecessary inquiries instead of solving real problems. An additional challenge was scale—multiple locations, branches, or service points generated a high volume of repetitive tickets that could not be effectively analyzed or reported on.
The primary goal of implementing OXARI Service Desk was to organize ticket handling regardless of the number of locations or users. Introducing uniform prioritization rules was critical so that critical incidents could be addressed more quickly and operational work planning could become more efficient.
In practice, as our experience shows, for example, a company in the medical sector was able to organize priorities and gain fast insight into IT tickets thanks to OXARI. Another important objective was to ensure real-time visibility of ticket statuses and improve control over support processes in multi-branch environments. Monitoring SLAs and employee workloads was also crucial in order to obtain measurable performance indicators.
Different goals guided a company operating in the fuel market, where OXARI streamlined the management of tickets from 128 fuel stations. The aim was to standardize service handling in a distributed structure and support reporting, process auditability, and better use of IT resources. In the long term, this translated into greater predictability and scalability across the organization.
Automation covered the key stages of ticket handling—from registration, through classification and prioritization, to execution and closure, while maintaining a complete history of actions. This made it possible to standardize the handling of tickets coming from multiple locations and channels without the need for manual assignment. An important element was also linking tickets to IT assets, which improved diagnostics and service planning.
In environments with high operational requirements, the use of Asset Management in the medical sector enables automation that also includes handling incidents related to critical hardware and software. The solution was further enhanced by escalation rules, notifications, and reporting, ensuring greater predictability and control over support processes.
The implementation process was planned in stages, taking into account the scale of the organization and its distributed operational structure. In the first step, ticket intake channels were organized and basic categories, roles, and service rules were defined. Next, workflows were configured and aligned with real business processes. In parallel, the system was integrated with the asset register, enabling tickets to be linked to IT infrastructure. The entire solution was rolled out gradually, without disrupting the teams’ ongoing work.
After launching OXARI Service Desk, the organization gained a unified and predictable ticket handling model across all locations. Automation eliminated manual operations, improved prioritization, and reduced IT team response times. A complete ticket history and asset linkage increased operational control and made issue analysis easier. Users received clear information about ticket statuses, while IT teams gained better tools for work planning and reporting.
Goal: to organize and automate ticket handling in a distributed organization and standardize prioritization rules.
Initial problem: tickets were submitted through multiple channels, priorities were often set ad hoc, and reporting and SLA control were difficult.
What was implemented: a central Service Desk system with ticket categorization, approval paths (including access rights, purchases, and onboarding), SLA rules, and workflow automation.
Organizational impact: greater process transparency, faster handling of repetitive requests, improved accountability, and the ability to analyze team workloads.
Business impact: less manual coordination, more efficient communication between departments, and more predictable operational planning.
Analysis of the OXARI Service Desk implementation shows that success is determined not by the tool alone, but by how well it is aligned with real organizational processes. Key factors included gradually structuring ticket handling, clearly defined responsibility rules, and automating repetitive activities that previously burdened IT teams.
Integrating ticket handling with the asset register was also crucial, as it provided full technical context and supported better operational decision-making. For other large organizations, the conclusion is clear—Service Desk automation delivers the best results when it supports comprehensive IT management, not just incident registration. It is worth choosing flexible, scalable solutions that can be continuously optimized as business needs evolve, such as OXARI.
This approach not only improves the day-to-day work of IT teams but also helps build predictable, stable processes that support the organization’s continued growth.
