topdesk magazine 2009 issue 2

7/31/2019 TOPdesk Magazine 2009 Issue 2

1/16

July 2009, Issue 2, Volume 11

Leadership Amidst a Storm: Steering a Different Course/

Module in the Spotlight: Long-term Planning / Client in Focus: McDonald's

STEERING THE RIGHT COURSE


2/162

In my rst year of secondary school I had an unexpected French test. I hadnt

prepared, so there was nothing else to do but, very inconspicuously, glance

over my neighbours shoulder to see what he had jotted down. My discretion

was obviously not enough: the teacher grabbed the piece of paper from my

desk and gave me an F.

When youre out of school, 'borrowing' from your neighbour is suddenly

allowed. In fact, its even encouraged. Stories on best practices are often

the central focus of conferences and books all of them from people and

companies who say Look, we do things this way. And if you think its useful,

youre free to copy our approach. What if you are uncertain about a new tool

you're thinking of purchasing? Then you only have to visit a fellow branch

who will show you in detail how they use the tool.

Now its your turn to borrow from your neighbour. The motto of this

magazine is Steering the right course, in which we elaborate on

benchmarking and leadership under changing conditions.

Furthermore, we will take you behind the scenes of the worlds most famous

hamburger chain.

Have fun and be inspired!

Niek Steenhuis

TOPdesk Magazine, a service management

platform, discusses subjects that are topical

in the world of professional service desksin IT, facilities and other service providing

organizations. TOPdesk Magazine is intended

for managers, service desks employees, facilities

organizations and electronic city councils

- anyone who is involved with supporting

customers on a daily basis. This concerns both

the processes and the technology behind these

services.

Want to comment? Go to

www.topdeskmagazine.com

COLOPHON

TOPdesk Magazine is a TOPdesk publicationtel: +31 15 270 09 00email: [email protected]

Editorial board Amanda Dirkse, Niek SteenhuisEditors Arjenne Bastiaansen, Brenda Heeringa,Carrie Brandt, Claudia Funk, Fenneke Gonggrijp,Henrieke Korten, Jelle Draijer, Johanna Kirn,Joop Bindels, Nicola van der Velde, Patrick Mackaaij,Robbert PettersonTranslators Carrie Brandt, Clare Donald,Nicola van de VeldeLay-outDutch Designers CollectiveBeatriz Fernndez Garca,Cathy van den Berg,Jimmy GoedhartWebsite David Blom, Erik Pols, Ted Erkkila

Borrowing from yourneighbour


3/16

4 News

5 Column: Benchmarking

6 Module in the Spotlight:

Long-term Planning

7 Client in Focus: McDonald's

9 Leadership Amidst a Storm:

Steering a Different Course

12 Time-Savers

Module: Mail Import

14 Trends: Who Will Be Your New Boss?16 Tips + Tricks

Contents July 09

9

14

7


4/164 NEWS

TOPdesk attends London Shows

On 28 and 29 April, TOPdesk attended the Service Desk

& IT Support Show in Earls Court, London. TOPdesk

UK was also present at Earls Court for GC live the

UKs leading event for Public Procurement on 9

and 10 June. The Service Desk & IT Support Show

focuses mainly on the latest service management

technologies and visitors were given tips by ITIL

experts and resource management specialists. GC

live gives visitors the opportunity to see the latest

products and solutions from hundreds of suppliers

ranging from IT to the energy and property sectors,

as well as discuss the needs of their organizationface to face. Members of the TOPdesk team who

attended the shows not only had the chance to meet

new (potential) clients, and introduce them to the

capabilities of TOPdesk software, but also greet existing

ones. Overall, the shows were both successful and

enjoyable for TOPdesk. If you missed seeing TOPdesk

at this years shows, make sure you attend next

years to nd out the latest in the world of TOPdesk,

service management and public procurement.

TOPdesk UK relocates to brandnew London Bridge premises

Due to the continued expansion of TOPdesk UK,

the team has left their Hammersmith ofce behind

for a larger, more suitable one in the impressive

surroundings of London Bridge. As of Monday, 15

June, you will be able to nd TOPdesk UK at:

61 Southwark Street

SE1 0HL London

Telephone (for general enquiries): +44 (0) 20 7803 4200

Support: +44 (0) 20 7803 4210

Fax: +44 (0) 20 7803 4215

Please also note our new phone number.

TOPdesk attends French showSISEG 2009

SISEG 2009, the international show for Facilities

Management and Procurement, took place from 31March to 2 April in Paris. SISEG attracts in excess of

10,000 visitors annually, from across all areas of facilities.

This year, TOPdesk made its debut at the show, which

offers information on the most important aspects of

the facilities sector. Visitors to the TOPdesk stand were

shown how TOPdesk can be implemented to support

facilities processes. The positive reactions offer good

perspectives for our FMIS on the French market.

TOPdesk Hungary

On 1 May of this year, the newest TOPdesk ofce

TOPdesk Hungary opened in Budapest. The

Hungarian ofce is currently in the midst of setting

up a team of developers and getting sales activities

underway. The team in Hungary is collaborating

with the development teams in the Netherlands and

Germany to work on the continued development of

TOPdesk software. Two members of the development

team in Hungary have completed their training

in the Netherlands and are now applying their

knowledge to developing new features of TOPdesk

and improving existing ones. The team occupy abeautiful, historic building in the centre of Budapest.

News


5/16COLUMN

Is the lunch any good? It was a

very instructive example of how

to organize a client day. I was

actually so busy with all the lunch

and badge details that I didnt

even focus on the content of the

presentations. At the end of the

day, I left with a page full of notes.

The desire to compare yourself

with others is also something

that concerns our clients.

They want to learn from other

organizations and see how their

own business measures up. This

process has a more common

name: benchmarking. As a

result, you can develop plans for

making improvements within

your own organization. We are

currently using benchmarking fora new service desk presentation

in which we use results from a

survey we sent to all our clients.

Benchmarking also played a

signicant role in the Symposium.

Consultant Auke Hover gave a

presentation on the ins and outs of

benchmarking. Participants of this

benchmark were evaluated by our

panel of judges and had a chance

at winning one of the Service

Management Awards. It was agreat end to a great day. ADP's

client day went off with a big bang

with a performance by illusionist

Hans Klok. Now it was our turn to

use the benchmarking theory and

live up to our own expectations.

Come and see for yourself at

one of our TOPdesk shows!

On 18 June, TOPdesk Netherlands

organized the eighth edition of

the Symposium a day on which

we invited business relations of

TOPdesk in Holland to attend an

informative day about service

management. Back in the day, it

was a meeting of around twenty

clients in the assembly hall ofDelft University, but has now

expanded into a full-scale service

management event for 800 visitors.

Something that has not changed

over the years, however, is the way

TOPdesk operates. As you may

already know, our organization is

all about doing things in-house.

The same goes for organizing

events. Some of our colleagues,

who normally work as consultantsor account managers, were

transformed into part-time event

organizers. By the time the show

approached, they were even

committed full-time. So why do we

do everything ourselves? We learn

from taking on new challenges.

An added plus is that it turns

out that we are actually good at

organizing professional events.

Drawing inspiration from other

companies is always important. Afew months ago, for example, we

attented a client day of a TOPdesk

client (ADP: a software supplier

for payroll and HR). It was a great

opportunity for us to see how

they organized such an event.

How do they handle logistics?

How are the badges distributed?TEXT: ARJENNE BASTIAANSEN

BenchmarkingColumn:


6/166 MODULE IN THE SPOTLIGHT

Long-term Planning

Graphic overviewsThe Long-term Planning module

gives you clear insight into the

life cycles of your investments,

ensuring that you know what to

expect and when to expect it.

Easy-to-use graphic overviews

give you the opportunity to record

maintenance and replacement

plans for your organizations

property and equipment. You can

make these planners as exible as

you wish and edit them at the clickof a button. Costs are automatically

adjusted based on the changes

you make, ensuring that you can

immediately see the nancial

consequences of your changes. This

module enables you to take control

of the life cycles of your assets

and formulate a realistic budget.

TEXT: NIEK STEENHUIS

As a sensible facilities manager, you want to keep your property in a good state of repair

in order to maintain the value of your organizations assets and do so within budget, of

course. That requires some careful planning and decision-making: just how often should your

buildings be inspected for structural abnormalities? How often should the interior and exterior

be painted? And when does it become economically prudent to replace a piece of equipment

as opposed to continuing to repair it? TOPdesk will help you nd answers to these questions.

ScenariosThe true nancial consequences of

long-term maintenance planning

only become evident when multiple

options are compared. For that

reason, the Long-term Planning

module enables you to draft

multiple scenarios for maintenance

planning. In each scenario you can

determine which activities should

take place, when they should take

place and how much they will

cost. One glance at the end resultwill reveal which scenario is the

most optimal for your situation

and should be made the active

scenario on which your long-

term maintenance is planned.

Put your plans into actionThe planning you create in the Long-

term Planning module can be easily

put into action with the Operations

Management module from TOPdesk.

The Activity card in the Long-term

Planning module can be easilyturned into an activity in Operations

Management. Data are copied

into the new card, enabling you

to schedule, execute and monitor

operational activities quickly and

efciently. A straightforward to do

list gives you a quick overview of all

scheduled maintenance activities.

Integration

To make your long-termmaintenance plans as efcient and

accurate as possible, the Long-

term Planning module integrates

seamlessly with other TOPdesk

modules. Thanks to integration with

Asset (Conguration) Management,

you will always know precisely

which assets need to be repaired

or inspected from the parking

lot and inventory to hardware and

network components. In addition,

integration with the Property

Management module gives youclear insight into the maintenance

plans for your various sites and

their interiors, including elements

such as oors, walls, windows

and other equipment. Such

detailed information will ensure

that your planning and budget

remain as realistic as possible.

In theSpotlight:


7/16CLIENT IN FOCUS

by a TOPdesk Account Managerhere in Munich. Callers, operators

and administrators are all able

to navigate the system easily

right from the start. Every last

detail in TOPdesk has been well

thought through! As for satisfying

requirements for standards such

as ISO, SOX and ITIL in particular,

TOPdesk is simply unbeatable.

Half SaaS for McDonaldsMcDonalds decided to purchase

TOPdesk instead of optingfor the Software as a Service

(SaaS) version. However, the

hamburger chain contracts the

administration and maintenance

of the server and software out

to TOPdesk because they do not

want to spend any resources on

this aspect which is one of the

more signicant advantages ofSaaS. According to Mller and his

colleagues, one of the conditions

of using SaaS was that the server

authentication occurred through

a secure LDAP connection.

In addition to the standard

Incident Management and

Conguration Management

modules, McDonalds also uses

the Change Management and

Stock and Order Management

modules. Mller explains how heand TOPdesk consultant Arndt

Oberhffken congured TOPdesk:

We entered all of our restaurants,

the headquarters in Munich, and

ve regional branches with 700

callers in TOPdesk. During the ne-

tuning of the set up, we took care

of our user interface and created

Every last detailA change in groupware whichmandated a new call registration

system was what brought

about the professionalization of

IT support with TOPdesk. Mller

explains the reasoning behind the

choice for TOPdesk: The multi-

user license model, which is based

on the number of callers, really

sparked our interest. It enables

us to expand our service desk

with extra specialists as we see

t, but without extra costs. Sincewe outsource part of our support,

and our partner company uses a

different help desk application,

the linking options are very

important to us. Furthermore,

the user-friendliness of the entire

system really impressed me

during the demo that was given

The HauptServiceCenter, a division of McDonalds

Germany, is located in Munich. From there, a team

of approximately forty employees maintains the

IT infrastructure of the fast food giant, which,

at the time of publication, encompasses 1,346

restaurants nationwide. The IT Service & Support

department has been using TOPdesk since April

2008. Raik Mller, IT Manager, is enthusiastic aboutthe application: TOPdesk was the breakthrough

that turned us into a professional service desk.

By using the application, our bunch of specialized

groups now forms a cohesive team.

TOPdesk They're Lovin' It!

TEXT: JOHANNA KIRNRaik Mller


8/168 CLIENT IN FOCUS

the necessary links between eldsso that we could begin logging

calls as soon as possible.

Software links withexternal service providersMcDonalds outsources rst line

support for its restaurants to an

IT service provider. A link with

the external help desk software

generates incidents in TOPdesk,

which are then sent to second

line operators via a mail import.

They either process the incidents

or send them back to the external

support team. Mller has divided

the operators into three groups:Restaurant Support, Ofce Support

and a Supporting Files group.

Additionally, there are other

employees not afliated with our

department that are involved in

support. For example, our partner

companies in software development

take over the third line support.

Mllers next step will be making

the Self Service Desk available to the

700 employees at the headquarters

and regional branches. After the

test phase is complete and everyone

is accustomed to the new manner

of logging calls, Mllers teamwill be able to devote more time

to processing calls as opposed

to registering them. Finally,

after approximately a year of

experience with TOPdesk, we

can say that the application has

fullled all of our requirements

and expectations, declares

Mller. The excellent support we

received during the consultancy

days, the implementation and

the later training phase was

unique and something that

I have never before had the

pleasure of experiencing.

By using the application, our bunch of specialized groups now

forms a cohesive team.


9/16THEME

different actions. For something

to be done fast, all the crew

members must work together.

The captain had to give them

clear instructions and plot a new

course to reach the harbour safely.

As we speak, the world is also

amidst a storm. Many countries

have been hit hard by the credit

crunch. Not only is the nancial

world experiencing problems,

but more and more organizations

from other sectors have landed

in hot water. Jobs are being cut,

budgets have been decreased

and, consequently, good ideas or

projects are often being mothballed.

Furthermore, managers are left to

deal with difcult decisions: How

will their organization survive the

storm undamaged? Will the loss be

substantial? Is reorganization an

option? People start fearing for the

loss of their jobs when the future

of their organization is unclear. Will

The calm sea swelled into massive

waves that crashed into the side

of the boat. The crew was getting

nervous. Fishing was their expertise,

but surviving a storm was an

entirely different game. Could the

ship escape the storm in one piece?

Would the hard fought-for catch

of the day be lost? Or even worse,

what if a crew member were to fall

overboard? The captain realized

that an entirely new situation was

at hand a situation that required

TEXT: ROBBERT PETTERSON

Leadership Amidst a Storm:

Steering a Different CourseIt was going to be a beautiful

and calm day at sea. The crew

had worked hard all day and the

ships hold was lled to the brim

with fresh sh. The captain was

satised with the routine and

efciency with which his men

had worked. He was just going

to haul the dragnet one last time

before heading home. But then

suddenly the sky became overcast.

There is a difference between successful leadership in stable situations

and in changing conditions.


10/1610 THEME

they be swept overboard? Somebody

must take the lead and set the right

course in these times of change.

Transactional andtransformational leadershipWhat kind of leadership is necessary

for the ship and crew to make it

through the storm? This article

discusses two types of leadership

that can both be successful,

depending on the situation. The rst

type works ne in stable situations.

However, when big changes occur

and a lot of uncertainty is involved

(reorganization, for example),

a different type of leadership is

necessary. James Burns, who isspecialized in research on leadership

in American politics, was the rst

to describe the difference between

successful leadership under stable

situations and changing conditions.In 1978, he drew a distinction

between transactional leadership

and transformational leadership.

Bernard Bass, a professor emeritus

from Binghamton University of New

York, has incorporated Burns ideas

to develop a well-known model

within theories on leadership.

In smooth waters everythingis under controlTransactional leadership is all about

exchange. In a stable situation, aleader can set up a reward structure

to inuence the behaviour of his

or her people. An example is a

bonus for salespeople who reach

their targets. Another example

of a transaction is a mother who

negotiates with her child about

the amount of TV he or she is

allowed to watch after doing his

or her homework. Transactional

leadership then leads to expected

results by using a reward system.

Individual needs are subordinate

as it is in everybodys best interest

to work towards the goals of the

leader. Transactional leadership

works really well in smooth waters.

Heavy storms changeeverythingA heavy storm changes the situation

entirely. The future is no longer

certain and a reward structure

will no longer sufce. In order to

survive the storm, a leader with

strong values must step forwardto motivate his or her people

effectively and exceed expectations.

Leaders should transform their

employees by making them raise

their own standards with whichthey surpass their self-interest.

Making them aware of the moral

values of the organization will

further increase their interest in

the common goal. This strengthens

both their motivation and the

bond they have with each other.

Transforming the group in such a

way enables them to anticipate the

uncertainties of a heavy storm. This

process of motivating employees is

called transformational leadership.

The United States is a good

example of how this process

works in practice. George W. Bush

put the US in two wars, created

an enormous budget decit and

incited a bad image in the rest of

the world. Then Obama was chosen

for president. He promised change.

Not only did he raise awareness

on US ideals, but he also gave

hope of working together to solve

problems. He wants to transform

people and overcome the crisis.

The four componentsBernard Bass points out four

components of transformational

leadership: charisma, inspired

motivation, intellectual

stimulation and compassion.

The rst component is charisma.

Charismatic leaders are

characterized by self-condence

and high ethical standards. Theyare deeply respected and trusted

by their people. They offer their

people a vision of an attractive,

realistic and believable future.

Furthermore, charismatic leaderscan state their vision and aims

very clearly. The captain can lead

his crew to a safe harbour if he

has a clear vision of how to escape

the storm and communicate

this with self-condence. For

example, a manager who wants

to improve the service delivery

of their service desk should draw

up a clear plan and communicate

this to their employees.

The second component oftransformational leadership

is inspirational motivation. A

leader inspires and motivates

their people by communicating

high expectations and conveying

condence that they will live

up to these expectations. The

leader will often use symbols and

A manager could give one employee a lot of freedom, while other

employees require a high amount of structure.


11/16THEME1

play on emotions. During the

Obama inauguration, the world

was given hope by a powerful

speech, music and the American

ag in the background.

The third component is intellectual

stimulation. Employees are

stimulated into considering the

problems that an organization

might face. The leader will

challenge his or her people to

generate creative and innovative

solutions. An example is a manager

who lets his or her service desk

employees come up with ways to

be even more customer-friendly.

Component number four is

described by Bass as compassion,

or being sympathetic towards

people. This means that leaders

are focussed on the needs of their

people and propel them to further

achievement. They also give people

more responsibility and realize

that each person must be treated

individually. A manager could give

one employee a lot of freedom,

while other employees mightrequire a high amount of structure.

Steering a different courseTransactional leadership is based

on a relationship of exchanging

valuable resources, while

transformational leadership is

more about changing people. If

the future is precarious, you need a

group of people who work towards

a common goal. There must be a

leader who motivates and inspires

people into generating solutionsand is attentive to each individual.

While transactional leadership may

be successful in a stable situation,

changing conditions call for

transformational leaders who will

steer a different course and lead

their people to a safe harbour.


12/1612 TIME-SAVERS

In practice, you would probably

prefer that end users log their

incidents using the Self Service

Desk module. Often enough

this does not happen and

incidents come in through email.Unfortunately, copying these

incidents into TOPdesk takes a

lot of time. These are the actions

you would take in such a case:

1. Open the (department)

mailbox;

2. Decide whether the email

message is an incident;

3. If this is the case, create a

new incident in TOPdesk;

4. Enter the caller;

5. Select the emailoption at 'Entry';

6. Copy the text from the email;

7. Paste the text in the

request eld in TOPdesk;

8. Finally, save the incident

card in TOPdesk.

If the email message contains

attachments, you must

take the following steps

for every attachment:

9. Save the attachment, for

example, on your desktop;10. Open the Notes tab

in TOPdesk;

11. Click on the Upload button;

12. Finally, search for the

attachment and send

it to TOPdesk.

You can process these email

messages faster and more

efciently in TOPdesk with the

Mail import module; only the

rst two steps of the process

remain. If you decide to treatthe email as an incident in

step two, you should drag the

message to a subfolder with, for

example, the name 'To TOPdesk'.

If you wish to import all email

messages in your inbox as

incidents in TOPdesk, you do

not have to create a subfolder.

If the mailbox is spam free and

does not contain messages you

do not wish to import, you can

use the Mail import moduleto automate the process.

Tip: TOPdesk can insert more

details, such as a standard

operator. When using TOPdesk 4

Enterprise, you can even import

emails from multiple mailboxes.

Setting up the Mailimport moduleThe Mail import module is astandard accessory in TOPdesk 4.

In your role as supervisor, you can

use the Settings menu to setup the

module through the web interface.

TOPdesk 3 also contains the Mail

import module. In order to use

Module: Mail Import

TEXT: PATRICK MACKAAIJ

Patrick Mackaaij is the team leader of one of our

consultancy teams. When visiting clients, he noticed

that many of them could get more out their TOPdesk

application. Putting the free Mail import module to

use is a good example, as it can save you a lot of time.

The only investment is one hour of installation time.


13/16TIME-SAVERS 1

the module, you must have the

web interface at your disposal. In

the past, TOPdesk did not always

include the required license le

'mailimportservice.license'. If this

le is absent in your license les,

TOPdesk Support can generate the

license le for you. For this, you

will need to log an incident via

TOPdesk Extranet, with which you

upload one of the other license

les from the web interface.

You can set up the Mail import

module via the console of the

TOPdesk ApplicationServer.

TOPdesk has based thedevelopment of the Mail import

module on the generic protocol

IMAP. This enables the import of

email messages from the Microsoft

Exchange Server, but also from,

for example, Novell Groupwise

or Lotus Domino. TOPdesk does

not, however, have any expertise

regarding these mail servers. You

can contact TOPdesk Support with

your functional questions or ideas.

Tip: TOPdesk displays error

messages in the 'log' folder of

the TOPdesk ApplicationServer.

If changing the settings does

not have any effect, you can nd

possible error messages from the

mail server there. Using telnet, you

can test a basic connection even

faster by opening a mail server

connection from within TOPdesk.

IMAP trafc runs by default via

port 143. When the mail server

responds, you can test your login

data with the following command:

? login ,username>

Further information can be foundon the Microsoft website:

http://support.microsoft.com/

default.aspx?scid=kb;en-us;189326

Draw your end usersattention to the SelfService DeskEvery outgoing email offers you the

opportunity of bringing the Self

Service Desk to the attention of an

end user. In your role as supervisor,

you can set up the textual content

of outgoing email messages with

TOPdesk settings management.

You can even choose to use a

specic text for incidents that have

not yet been logged via the Self

Service Desk. It is important that

the TOPdesk Application manager

chooses an Event on Time taken

(one minute after date/time of

creation by the mail import) and

an Event for creating a Card.

As an example, our client, ActiVite,

uses the following text:

With the TOPdesk Self ServiceDesk you can log your calls 7 days a

week, 24 hours a day. You can also

use the Self Service Desk to follow

the progress of your call(s), respond

to calls and inform your colleagues

about (the status of) a call.

In the TOPdesk Self Service Desk,

you will also nd a Knowledge base

which contains user instructions,

FAQs and useful tips.


14/16


15/16


16/16

tips +tricksTips from our users

TOPdesk users share tips with us on a regular basis.

Below, you will nd a selected few, which will help

you to work more efciently with TOPdesk. Perhaps

you will discover new ways of working with the

software that you never thought were possible.

From the Hardware card, it is possible to display

helpful overviews of the website of the supplierusing an http request. This could be, for instance,

an overview of available downloads for a specic

computer or information on warranties.

Displaying graphs on process pages is

a functionality used frequently within

TOPdesk Enterprise. For example, you can

show a trend graph of the number of open

incidents within a certain month or you

can calculate the number of incidents that

have been logged within a given month.

Each time you create login data for new users

for the Self Service Desk, you can email these

details to the user directly. This is a useful

functionality when automatically generating

login data for multiple persons simultaneously.

Working efciently with

categorizations

Several useful tools are available in the system

settings to help you set up the categorizations

in TOPdesk Enterprise by practical means.

For every sub-heading under the heading

Categorization you can indicate in which

module you wish to use the category or

subcategory. You can do this simply by ticking

Incident management, Problem management,Operations management and/or SLA contract.

In the Search words eld you can enter keywords

for each subcategory. This enables you to

determine whether a word that you type in the

search eld in TOPdesk Enterprise should always

be included in a particular category. You can also

link a specic operator to a similar category for

which he or she will always be responsible. In

this way, you can ensure that certisain calls are

automatically transferred to the second line.

TOPdesk UK limitedt +44 (0)20 7803 4200e [email protected] www.topdesk.co.uk

TOPdesk Netherlandst +31 (0)15 270 09 00e [email protected] www.topdesk.nl

TOPdesk Germany GmbHt +49 (0)631 624 00 0e [email protected] www.topdesk.de

TOPdesk Belgiumt +32 (0)3 292 32 90e [email protected] www.topdesk.be

TOPdesk Canada Corporationt +1 416 800 2118e [email protected] www.topdesk.ca

TOPdesk Hungaryt +36 1 301 0190e [email protected] www.topdesk.com

Copyright 2009 TOPdesk UK Limited. Although this magazine has been produced with the utmost care and attention, the writers

TOPdesk Francet +33 1 4222 2314e info.topdesk.frw www.topdesk.fr

topdesk magazine 2009 issue 2

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