Experience Level Agreement (XLA) redefines IT service quality by putting user experience at the center. Go beyond SLA metrics and evaluate your IT service performance with experience-driven metrics such as satisfaction, perception of value and ease of use!
Experience Level Agreement (XLA) redefines IT service quality by putting user experience at the center. Go beyond SLA metrics and evaluate your IT service performance with experience-driven metrics such as satisfaction, perception of value and ease of use!
The XLA (experience level agreement) approach measures not only the technical performance of the service, but also the satisfaction of the users with the service. This allows IT departments to assess the real impact. Even if SLA targets are met, dissatisfaction may occur; with XLA, this invisible gap is closed.
With XLA, IT services are measured not only by transaction success, but also by the value they add to the user. This transformation strengthens the role of technology units as strategic partners. Decisions based on user experience data directly contribute to overall business performance. This approach simplifies and makes IT service management more insightful.
While SLA’s (service level agreements) focus on metrics such as time, resolution time and availability, XLA addresses how the experience is delivered. This dimensional model delivers operational efficiency and customer satisfaction together. It enables both IT teams and end users to win. Thus, not only processes but also relationships are improved.
XLA metrics show in detail which areas users are experiencing problems. This contributes to a culture of continuous improvement. Especially in complex services, it becomes clear why complaints are received despite operational success. Improvement priorities are ranked based on data.
XLA is not an alternative but a complement to SLA. It provides holistic service management by blending technical performance data with user experience. This hybrid approach is fully compatible with modern service management frameworks such as ITIL. Especially in large-scale organizations, the combination of SLA + XLA creates a competitive advantage.
The XLA (experience level agreement) approach measures not only the technical performance of the service, but also the satisfaction of the users with the service. This allows IT departments to assess the real impact. Even if SLA targets are met, dissatisfaction may occur; with XLA, this invisible gap is closed.
With XLA, IT services are measured not only by transaction success, but also by the value they add to the user. This transformation strengthens the role of technology units as strategic partners. Decisions based on user experience data directly contribute to overall business performance. This approach simplifies and makes IT service management more insightful.
While SLA’s (service level agreements) focus on metrics such as time, resolution time and availability, XLA addresses how the experience is delivered. This dimensional model delivers operational efficiency and customer satisfaction together. It enables both IT teams and end users to win. Thus, not only processes but also relationships are improved.
XLA metrics show in detail which areas users are experiencing problems. This contributes to a culture of continuous improvement. Especially in complex services, it becomes clear why complaints are received despite operational success. Improvement priorities are ranked based on data.
XLA is not an alternative but a complement to SLA. It provides holistic service management by blending technical performance data with user experience. This hybrid approach is fully compatible with modern service management frameworks such as ITIL. Especially in large-scale organizations, the combination of SLA + XLA creates a competitive advantage.
The XLA (experience level agreement) approach measures not only the technical performance of the service, but also the satisfaction of the users with the service. This allows IT departments to assess the real impact. Even if SLA targets are met, dissatisfaction may occur; with XLA, this invisible gap is closed.
With XLA, IT services are measured not only by transaction success, but also by the value they add to the user. This transformation strengthens the role of technology units as strategic partners. Decisions based on user experience data directly contribute to overall business performance. This approach simplifies and makes IT service management more insightful.
While SLA’s (service level agreements) focus on metrics such as time, resolution time and availability, XLA addresses how the experience is delivered. This dimensional model delivers operational efficiency and customer satisfaction together. It enables both IT teams and end users to win. Thus, not only processes but also relationships are improved.
XLA metrics show in detail which areas users are experiencing problems. This contributes to a culture of continuous improvement. Especially in complex services, it becomes clear why complaints are received despite operational success. Improvement priorities are ranked based on data.
XLA is not an alternative but a
complement to SLA. It provides
holistic service management by
blending technical performance
data with user experience. This
hybrid approach is fully
compatible with modern service
management frameworks such
as ITIL. Especially in large-scale
organizations, the combination of
SLA + XLA creates a competitive
advantage.
SLA measures the technical performance of the service; XLA measures how the user is affected by the service. SLA has metrics focused on “time” , while XLA focuses on ‘experience’ and “satisfaction”. When the two are used together, both operational and experiential quality are assured. In this way, the real success of the service is evaluated in multiple dimensions.
No, but it is recommended. The XLA structure built on the SLA infrastructure is more consistent. SLA provides the technical foundation, XLA complements it from the user perspective. Especially in the digitalization process, the use of these two together gives healthier results.
Surveys, user comments, metrics such as CSAT (Customer Satisfaction Score) and NPS (Net Promoter Score) are used. Digital usage data (such as click-through rate, transaction time) is also analyzed. Thus, quantitative and qualitative data are evaluated together. Reports are presented to managers on visual dashboards.
No, XLA is not just a survey. It is fed by many data sources such as user behavior, digital interactions, sentiment analysis. The reasons behind satisfaction are analyzed in depth. Thus, not only the question “is it satisfied?” but also “why is it satisfied or dissatisfied?” is answered
Yes, but it is recommended to start with a simpler and more targeted structure. Small businesses can prepare the ground for XLA by optimizing their SLA infrastructure. Collecting experience data can start with small surveys and feedback boxes. This structure can be improved over time.
SLA measures the technical performance of the service; XLA measures how the user is affected by the service. SLA has metrics focused on “time” , while XLA focuses on ‘experience’ and “satisfaction”. When the two are used together, both operational and experiential quality are assured. In this way, the real success of the service is evaluated in multiple dimensions.
No, but it is recommended. The XLA structure built on the SLA infrastructure is more consistent. SLA provides the technical foundation, XLA complements it from the user perspective. Especially in the digitalization process, the use of these two together gives healthier results.
Surveys, user comments, metrics such as CSAT (Customer Satisfaction Score) and NPS (Net Promoter Score) are used. Digital usage data (such as click-through rate, transaction time) is also analyzed. Thus, quantitative and qualitative data are evaluated together. Reports are presented to managers on visual dashboards.
No, XLA is not just a survey. It is fed by many data sources such as user behavior, digital interactions, sentiment analysis. The reasons behind satisfaction are analyzed in depth. Thus, not only the question “is it satisfied?” but also “why is it satisfied or dissatisfied?” is answered
Yes, but it is recommended to start with a simpler and more targeted structure. Small businesses can prepare the ground for XLA by optimizing their SLA infrastructure. Collecting experience data can start with small surveys and feedback boxes. This structure can be improved over time.
