"More importantly I had to invest my time to guide IBM to deliver to my expectations."
The closer partnership with IBM has been successful, Munsey says.
"There is no longer a divide between IBM and JLL IT, we are all one team. The IBM customer facing teams are no longer branded with IBM email addresses and signatures. They are now branded JLL and they genuinely feel like a part of the JLL family."
Service delivery benefits
By also investing in up-to-date hardware, improvements were quickly realised.
"Our 'severity one' incidents decreased by 60 percent," says Munsey. "This was achieved by a combination of investment in the infrastructure by implementing network resiliency, upgrading servers and moving to a brand new data centre.
"It was also due to process improvements such a thorough root cause analysis for every major incident and a rigorous change management process.
"With more technical resiliency and robust ITIL processes, the environment is now stable. If you speak to the business they are very happy."
The investments and process improvements have had an impact on JLL's ability to focus on delivering new services and enhanced business productivity.
"We are still implementing initiatives to improve our infrastructure, but we have moved away from a fire-fighting and break/fix mentality, and into the innovation space."
Munsey says that another vital part of building a strong service delivery function was to forge strong relationships with the business partners within JLL.
"Shortly after joining JLL I began conducting service reviews with the internal business partners. That really helped develop the relationship with IT to understand business requirements and in turn provide the business with an understanding of IT processes and initiatives.
"We gain a better understanding of the business strategy and future requirements and in turn we explain how IT will deliver to those requirements, the reviews are very much a two-way conversation."
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