Capability Vision: fostering ownership of IT improvements

Improving IT functions effectively requires more than just the ability to change the way of working. It also needs an understanding of the consequences of the problem, and a plausible hypothesis as to how the IT function should be performing in order to solve the problem. It therefore helps to distinguish between three key elements: Desired Stakeholder Outcomes, Capability Vision, and Operational Solution.

Desired Stakeholder Outcomes

IT problems don't exist in isolation. They affect various stakeholders, from end-users to senior management. By first identifying these Desired Stakeholder Outcomes, IT managers can align their problem-solving efforts with the needs of the broader organization.

Capability Vision

The crucial next step is developing a Capability Vision. The IT manager, often with the help of an ITSM consultant, visualizes the specific capabilities and performance levels (operating conditions) their IT function needs to achieve the desired outcomes. This step is not yet about designing an operational solution: it's about imagining how the IT department needs to function (operating conditions) to achieve the Desired Stakeholder Outcomes. By focusing on capabilities rather than jumping straight to solutions, IT managers can make a better evaluation how successful various solutions are likely to be. This intermediate step has the important benefit that the IT manager owns the vision and is more committed to finding a solution.

Operational Solution

Once the Capability Vision is clear, developing an Operational Solution becomes more straightforward. This final step outlines the specific changes to the value streams, people, partners, resources etc. (in other words, the operating model and operations) needed to realize the vision. Decision-making much easier when there is a Capability Vision – you ‘just’ need to establish whether the Operational Solution ticks the boxes.

Iteration

In relatively predictable situations, the right Capability Vision and Operational Solution can be defined upfront. In other cases, several experimental iterations may be needed to establish which Operational Solution fulfils the Capability Vision, and which Capability Vision achieves the Desired Stakeholder Outcomes. But whether the right Capability Vision and Operational Solution are clear from the start or emerge over time, the three-level principle is equally helpful.

Summary

This approach offers benefits for IT managers and their organizations:

1. Stakeholder-centric: By starting with Desired Stakeholder Outcomes, it aligns efforts with genuine organizational needs.
2. Empowering ownership: The Capability Vision empowers IT managers to take ownership of the problem-solving process, increasing commitment and buy-in.
3. Clearer decision-making: With a well-defined Capability Vision, evaluating and selecting an Operational Solution becomes more objective and straightforward.
4. Strategic thinking: This method encourages IT managers to think strategically about capabilities and performance, rather than jumping to tactical solutions.
5. Improved communication: The clear structure helps in articulating the rationale for changes to stakeholders at all levels.
6. Effective solutions: By focusing on capabilities before solutions, this approach is more likely to yield more effective improvements.