Q: How do companies balance the technology shift of the workplace with the cultural one that must accompany it?
Kelly: Change management has historically focused on getting employees to shift their behavior to accommodate something new — a new tool, a new application, or a new process. Our vision for workplaces mirrors a five-star hotel experience: personalized, proactive, and built around the individual. We meet employees where they are and adapt to the channels they prefer. If they want to pick up a phone, we have agents for that. If they prefer a chat interface, we have agents for that. If they like to troubleshoot themselves, we have agents that walk them through the most current steps to resolve it the first time.
We design workplace experiences around people, aligning them to established workflows to reduce friction and support adoption from the outset, not the other way around.
We're already moving toward a reality where many of these channels become less relevant as issues are increasingly flagged and fixed before employees are even aware of them. For instance, imagine an agent detects a failing VPN connection, resolves it in the background and the employee never experiences a disruption. That’s the concierge model in action, anticipating needs rather than waiting for a request.
But none of that works without agentic orchestration underneath. Most enterprises have large legacy IT environments. When new tools are added, there are questions about whether they'll actually integrate. That confusion lands squarely on the service desk.
With DXC OASIS, we connect the threads between workplace tools, devices, systems, and networks. We understand what's going on across entire IT estates and, most importantly, dispatch agents to act within them. We can even recognize patterns within particular applications and collaborate with vendors to patch issues or eliminate them at the source.
