How do you develop an integrated IT service culture?

Every IT function has highly skilled staff, who invest significant time in enhancing their leadership skills, technical skills, or even their knowledge of a specific IT Service Management (ITSM) specialism. As an ITSM evangelist it's very easy to become committed to overall service excellence and forget that others in the IT organisation may not have the same end-to end passion. Some may have little interest in the wider ITSM model, and yet the active support and integration of this much wider group is vital for the IT organisation to function effectively.

So, what’s the best way to secure buy-in from the whole IT organisation?

A good set of standard operating practices and procedures will help ensure that each management practice integrates effectively with its complimentary practices, but this very tightly scripted mode is the most basic form of interaction. In effect, the IT organisation is still a set of siloed teams, with some clearly defined interfaces. Operations may be effective, but this approach alone won’t promote collaborative working between teams, or foster organic continuous improvement.

Some organisations may decide that they’ll ensure that everyone is on the same page by putting most of the IT function through ITIL?4 Foundation courses. However, this ‘one-size-fits all’ approach may encourage some staff to simply do what they need to do to pass the exam and forget the content immediately, or even worse build resentment in those with little end-to-end interest.

For example, whilst senior leaders may well appreciate the new ITIL?4 focus on value, this may seem less relevant to front-line service management staff. And there’s an additional issue for technical staff who usually make up the largest element of an IT services organisation: that only three, out of the total of thirty-four management practices are technical management practices, which can reinforce the incorrect impression that ITIL?4 is just for ITSM specialists and not for them.

So, what’s the answer?

I would suggest that there are at least three stages:

• The first stage is to unite the IT organisation behind a common vision. Leaders need to ensure that there is a level of pride in the outputs of the organisation, and a clear understanding of how those outputs lead to outcomes that benefit users, the wider business, and ideally society in general. This common sense of purpose should help promote a desire for overall service excellence.
• The second stage is where ITSM evangelists can take the lead, taking the time to listen to each team to understand how they interact with each ITSM practice, and working with them to improve that interaction for their benefit. Once those involved begin to see how an integrated ITSM operation improves matters for their teams, the IT organisation, its users, the wider business, and the communities it serves, then the third stage is within reach.
• As the IT organisation begins to buy-in to the idea of the end-to-end service model, the ITSM evangelists can then help teams look back at their own operations and examine how they can adapt their own ways of working, as part of a continuous improvement culture, for the benefit of their colleagues and their customer community.

Once teams have a desire to integrate and support each other, then presenting a high-level overview of ITIL?4 might well be a good idea: it may help paint the overall picture and create a common language. For many, who develop an interest in the end-to-end ITSM story and value co-creation the next step may be to take the ITIL?4 Foundation training and exam. Hopefully some will be interested enough to progress even further into higher level certifications. For others there may simply be an increased desire to integrate more effectively with the management practices with which they interface, and it’s our duty as ITSM leaders to help facilitate this.

In summary:

The moral of the story is that as ITSM leaders and evangelists we have an obligation to engage with teams within the IT organisation, and beyond, in the ways that relate to them. For example, senior leaders may well appreciate the focus on the co-creation of value, whereas technical teams may be more likely to be interested in supporting more effective and integrated day-to-day practice operations. If we want the support of the wider IT organisation, let alone the wider business, we must enable value creation for each group of stakeholders.

If you’re an IT services professional with ideas to share on how to build an effective service management culture then then get in touch or leave a comment below. I’d love to hear from you and understand your experiences.

Alex Garrick is an IT services Practice & Delivery Director, with over 25 years’ experience, and a service management professional with an ITIL?4 Master designation.