Selling XLA to C-level – practical steps

I recently gave a talk about my Selling XLA to C-level book for one of my favourite ITSM communities, ITSMF Belgium . Afterwards, I got some reactions that it missed practical guidance (never my strongest point - I find the underlying principles much more interesting), so I added a short chapter with some practical steps to help the reader formulate their own plan, in their own specific context. These are the steps.

1. Analyse the effect of IT services on users and other stakeholders

• Assess how IT service experience affects employees, customers, and business partners in both subjective (frustration, productivity, engagement) and objective (downtime, lost revenue, retention) terms.
• Use qualitative data (surveys, complaints, anecdotal evidence) and quantitative data (resolution times, productivity metrics, customer churn) to build a compelling case.
• Frame the issue as a business challenge, not a technical problem: highlight how poor IT service experience leads to operational inefficiencies, employee disengagement, and competitive disadvantages.

2. Understand the executive’s priorities, corporate politics, and psychographic profile

• Determine whether the decision-maker is driven by growth, stability, reputation, cost efficiency, or innovation.
• Identify internal political dynamics—who influences the executive, what competing initiatives exist, and what pressures they face from the board or other stakeholders.
• Tailor the pitch based on their psychographic profile: are they a risk-averse safety-seeker, a competitive achiever, an idealist focused on impact, or an innovator eager for transformation?

3. Help the executive understand the effect of IT services and create a vision of the needed capabilities

• Instead of pitching a solution upfront, guide the executive in recognizing the issue by presenting data in their context: “How much could we save if IT-related delays were reduced by 30%?”.
• Facilitate the development of a “capability vision” where the focus is on enabling better employee and customer experiences, rather than on IT processes.
• Ensure they take ownership of the vision by linking it to their broader goals, such as improved productivity, reduced employee churn, or enhanced customer loyalty.

4. Show how the investment provides these capabilities

• Present the investment as the logical means to achieve the executive’s own vision, rather than as an IT initiative.
• Use business language, not technical jargon: instead of “experience monitoring tools,” talk about “real-time insights to prevent costly disruptions”.
• Provide case studies or benchmarks showing how similar organizations benefited from investing in IT service experience.

5. Demonstrate risk mitigation and build confidence in cost and timeline

• Anticipate and proactively address concerns about cost, complexity, and disruption.
• Propose a phased approach with quick wins, ensuring executives see early proof of value without committing to a massive transformation upfront.
• Show that potential failure points have been identified and mitigated, and outline governance measures to ensure sustained success.

By following this structured approach, IT leaders can secure executive buy-in by presenting the investment in IT service experience as a clear, low-risk path to achieving business success.