Is ITIL? Holding You Back?

If you’re working in IT, you’ve been hearing the murmurs for a while, just as I have: Is ITIL? still relevant, or has it become an outdated, bureaucratic dinosaur?

ITIL? has been around for decades guiding organizations on efficient and effective management of IT services, and my personal involvement in the framework hasn't waivered since version 2. ITIL4? continued the framework's evolutionary trend and reduced the perceived prescriptive nature of an ITIL?-based structure even further, but has the value in the framework been diluted too much? Changes to accreditations have resulted in increased overheads as re-certification / continuing education is required to ensure relevancy. Agile and DevOps have taken the IT world by storm, and many organizations are putting their service provision in the hands of managed service and SaaS providers. It's only natural that people are starting to wonder if ITIL? has lost relevance.

Does ITIL? slow us down, or does it still have a place in our modern, fast-paced world? Does it deserve to stay, or is it time to move on?

Isn't ITIL? The Greatest?

There’s no denying that ITIL? has been a major player in IT Service Management (ITSM) for years. Organizations love ITIL? because it brings structure and consistency to IT operations, aligning IT services with business needs and providing a roadmap for everything from incident management to change management. For organizations in regulated industries or those that need to prioritize stability and compliance, ITIL? has offered a clear path.

The framework has also evolved over the years. With the introduction of ITIL4?, concepts like Agile, DevOps, and Lean were included in an attempt to make it more adaptable to modern needs. ITIL4?’s focus on value streams and customer journeys helps bring it closer to the speed and flexibility that today’s IT environments demand.

Or Is ITIL? Too Slow and Bureaucratic?

More than any other best practice framework I describe ITIL? as "common sense written down". For all its strengths though, ITIL? has a reputation for being cumbersome, heavy-handed, and overly bureaucratic. I hear so many complaints that ITIL? processes require too much engineering, too many approvals, too much documentation, and too much time, making it hard to keep up with the fast-moving demands. When speed is the name of the game, especially in organizations that have adopted Agile and DevOps, ITIL? can feel like a roadblock.

Take change management, for example. Under traditional ITIL? guidelines (I can still rattle off the 12-step Change process from v2!), making a change can involve extensive documentation, planning, and approval processes. While this approach minimizes risk, it's also perceived to create bottlenecks. In contrast, Agile and DevOps emphasize rapid iteration, fast feedback, and continuous delivery. The difference in mindset is significant, and it can lead to frustration for IT teams trying to balance both approaches.

Surely Agile & DevOps are more relevant?

Agile and DevOps have transformed how IT teams work by focusing on speed, collaboration, and flexibility. Agile promotes fast iteration and close stakeholder collaboration, while DevOps goes a step further with automation, continuous integration, and breaking down silos between development and operations. These approaches are built around adaptability and quick responses, which can clash with ITIL?’s perceived structured and methodical processes.

There's no denying that ITIL? was designed in a different era, one where stability, predictability, and control were the main goals. Today’s IT needs to move faster, which can make ITIL? feel cumbersome and outdated, especially if it’s applied too rigidly and I see that in organizations all the time. Agile teams don’t want to spend weeks on documentation and approvals—they want to see results fast.

A Compromise?

Whilst ITIL? and Agile/DevOps might seem like opposites, the truth is they can actually complement each other when applied thoughtfully. Instead of viewing them as incompatible, many organizations are finding ways to blend the best of both worlds.

For instance, change management processes can still use ITIL?’s accountability and risk management principles, while also leveraging DevOps automation to speed things up. Incident and problem management can benefit from Agile practices, allowing teams to iterate on solutions and improve continuously. ITIL4?’s more flexible approach helps, too, focusing on practices instead of rigid processes and encouraging adaptability.

This hybrid approach allows organizations to maintain the control and stability that ITIL? provides, while also embracing the flexibility and speed of Agile and DevOps. It’s about picking what works best for each situation rather than sticking rigidly to one framework.

What About SIAM?

ITIL? has traditionally been the go-to framework for ITSM, but the rise of Managed Services, outsourcing, and SaaS has introduced another layer of complexity—and opportunity—for organizations. As more companies shift to an outsourced or multi-supplier model, Service Integration and Management (SIAM) fills a gap that ITIL? hasn't considered; it provides a structured way to manage and coordinate these providers, ensuring a seamless service experience for end-users.

At its core, SIAM focuses on establishing a “service integrator” layer that sits between the organization and its multiple suppliers. This integrator layer is responsible for managing the relationships between different providers, ensuring that each one’s contributions align with the organization’s overall goals, and maintaining accountability across the board.

SIAM complements ITIL? it by adding a layer of integration and coordination across outsourced services, but in itself it can't replace ITIL?. ITIL? focuses on the processes and practices within the organization’s internal IT function, while SIAM addresses the challenges of managing services from multiple providers. Together they offer a comprehensive approach to both internal and external service management.

So, Is ITIL Outdated?

Hmmm, I'm on the fence. Actually no I'm not. The fact is that since v2 we have always stressed that ITIL? isn't a "plug-n-play" solution. There is no one-size-fits-all and it has to be adapted to suit the needs of the organization. After all, it's just a framework.

ITIL? is still really useful for organizations that need structure, reliability, and compliance. For industries like healthcare, finance, or government, where stability and governance are crucial, ITIL? remains a valuable tool for keeping things in order.

However, in sectors where speed and adaptability are essential, and if it's applied too rigidly, ITIL?’s traditional methods feel limiting. Agile and DevOps offer faster, more responsive alternatives, allowing teams to iterate and improve without getting bogged down in red tape. In these environments, a hybrid approach that combines the stability of ITIL? with the agility of DevOps is a better answer.

It's simple - ITIL?’s effectiveness depends on how it’s implemented. Organizations that use it as a rigid, prescriptive, set of rules will struggle to remain relevant. But if ITIL? is treated as a flexible framework that is adapted and enhanced with Agile and DevOps practices, it can still be relevant.

ITIL as a Foundation

ITIL? doesn’t have to be an all-or-nothing choice. By embracing ITIL4?’s updated, more flexible approach and integrating Agile and DevOps practices, organizations can enjoy the best of both worlds. The key is to strike a balance, using ITIL? as a foundation for governance and control, while also leaving room for the innovation and speed that modern IT requires.

In the end, ITIL?’s value lies in its adaptability. If you use it too rigidly then it won't work for you. Organizations that succeed are those that blend ITIL?’s structure with the flexibility of Agile and DevOps. ITIL? might not be the trendy new kid on the block anymore, it still has plenty to offer.

Jo Peacock is a visionary leader in IT governance and organizational change, empowering teams through strategic innovation and best-practice guidance.

Jo Peacock

919 308 0634

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