Decoding SIAM: Adoption of SIAM :-)) _Part 3

Lets pick up the things where we left on Part2. Adoption of SIAM is very critical success factor in seamless implementation of SIAM. I have seen organisation going on SIAM implementation projects without a clear MISSION & Vision which resulted in halting/failure or longer than expected delivery of SIAM.?

SIAM transformation needs a blend of strong leadership, extensive experience, enabling technologies, and relevant skills to succeed. It’s not just another IT project—it fundamentally changes the way you deliver IT services.?

Support from the C-Suite:

In my experience at its heart <3, SIAM is about organizational change. Driving this change requires executive support, and that’s not something we should take for granted. Without support, you probably won’t get a SIAM initiative off the ground—and you shouldn’t try also.

Identify all of the key executive stakeholders upfront. Don’t assume all come from the same place.

1. CFO will want to understand the financial benefits of SIAM and the time it will take to realize these benefits.
2. Your COO will probably ask how SIAM can help them to execute on operational strategies—both in the short term and in the long term.
3. Your CIO will need to know how adopting a SIAM approach will improve service delivery, drive innovation, and help IT respond more effectively to business needs.

You need someone who has both the mandate and ability to drive change across your organization and beyond. Depending on your own role, you may be that person. However, don’t underestimate the scale of this task—or the size of the responsibility.

Keep in mind that you will need both internal and outward-looking executive leadership. SIAM touches numerous individual business functions—such as IT, procurement, and legal. But it also fundamentally changes the way that you work with suppliers making it necessary to transform your existing supplier engagements—not just contractually, but also at a relationship and process level.

Willingness to Change:?

Adopting a SIAM framework changes the way your business works, and all parties need to embrace that change. There are organizational, technological, and process changes—but equally important, IT needs to change its mindset. Outsourcing is often seen as a threat by IT staff who are used to running everything by themselves.

(Trust me SIAM program needs to drive this cultural shift—and it may be one of the biggest challenges that you face.).

To succeed, your SIAM program needs to include extensive education to create understanding and actively involve employees to create buy-in and a willingness to change.

I always try to conduct boot-camp meetings with key stakeholders, explaining them about SIAM and bringing them on same page.

Define your tooling strategy upfront

Don’t assume that your SIAM ecosystem’s service providers will own and maintain the required IT tools. There are benefits to the retained organization owning these tools, particularly the ITSM toolset, such that you can control your master data, workflows, and ticket data, from a single-source-of-truth. The tooling strategy should not only consider the ITSM tool used for incident, problem, change management, etc., but also the tools used across the enterprise to manage the IT services being delivered.

Personally I can easily vouch for ServiceNow in this aspect without even a shred of doubt

I am sure by having the correct knowledge and approach you will understand importance of above mentioned things. I have only shared facts in which I believe in and if my fellow LinkdiN process experts would like to weigh in their experience, opinion, suggestions, or have any questions/queries please feel free. If you would like to contribute to the series of article with me , be my guest. We will do in Integrated Manner :-)?

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