The Service-Maché
A Papier-maché is an amazing material. It can create amazing shapes that can surprise as well as astound you. After all, it’s just the pieces of paper bound with adhesives like glue and starch to produce strong material that can take any shape. While paper is the key ingredient, the art of creating a Maché lies in preparing the binding material (can be a mixture of water and flour or other starch, mixed to the consistency of heavy cream or complex chemical glues) and smearing it along.
Future of products and services lies in our ability to integrate the capabilities. With more and more innovations connecting to each other, the venue for bigger innovations opens up. The idea of integration is not new, but this has always been understood in piece meals. Understanding it in the full, at all levels and developing frameworks for managing it is a prerequisite to fulfill the needs of next generation products and services.
It’s been already predicted by a few in the industry that the next path breaking products and services would come from small players. This just highlights the predicament that can be caused due to number of products that try to make sense for a business. While some of them can aim at specific customer needs, remaining and most of them would have to focus on how to integrate and collaborate. Like brokers!!
Variety of products and services with multiple suppliers pose challenges that do not meet the eye easily. While utility of services and products is enhanced by integration; the warranty, which includes availability, need to be maintained as per the business requirements.
A Gartner research estimated the hourly cost of downtime as USD 42,000 in 2005. Another study by Gartner in 2011 pegged the cost of IT downtime at USD 26.5 billion in lost revenue each year. Neverfail’s Outages Report 2013 suggests that average cost of data center downtime across industries is approximately USD 5,600 per minute. This does not attribute the loss to brand value or reputation.
Unplanned downtime, an evil that is cursed by every business, feeds on underlying shortcomings of an IT organization to manage itself. These include:
- Reactive IT support and services
- Disintegrated processes
- Bad knowledge management across the organization
- Improper mapping of business needs and IT capability
- Lack of agility in IT to match business changes like mergers/demergers/acquisitions /spin-offs
All these get exaggerated in a multi-supplier (internal or external) environment and hence the need of integration ameliorates.
While there is a fair understanding of the need of integration in the market today, there is blatant confusion on the framework to be adopted. The frameworks too depict a conservative picture of their applicability. Service providers have practically used their own capabilities as fences to the scope of integration frameworks, and this has resulted in restricted and rather insufficient research on the subject matter. That’s more so is a reason why we see so many frameworks, each, ironically, requiring a need of further integration.
The concept of integration has taken all these forms with one form differing from other in many aspects. The common concepts used are SIAM (Service Integration and Management), MSI (Multi-Supplier Integration) and SMI (Supplier Management Integration). Surprisingly, many use them interchangeably. Below is simple deciphering of a few:
- Legacy SI: Typically such suppliers are traditionally responsible for some of the process of Service Operation and Service Transition. They drive CSI for the activities (or technical towers) they own. If organizational processes for these lifecycle phases are available, they would follow these processes else they would use their proprietary set of processes. In many cases it has been experienced that either the documented processes does not exist or it is not followed. We can say that in Legacy SI the degree of process maturity is low.
- SMI: SMI are responsible for all processes of Service Operation and Service Transition besides most of the processes of Service Design. A matured SMI drives CSI for the processes that are in the scope of SMI across the suppliers. It is process driven as the basic building block is a centralized service management layer. It has a high degree of process adherence and process maturity.
- SIAM: SIAM is responsible for the entire lifecycle of ITSM. It drives continual evolution across the lifecycle phases and the suppliers through CSI.
However, the standard approach or framework has still eluded the industry.
The future of services is demanding. While resting on the shoulders of multiple suppliers, these call for - better customer focus, alignment of business strategies, policies & objectives, return on value (ROV), proactive operations, technically advanced tools & platforms, governance across all layers and heavy automation; a comprehensive framework is needed that can address all and has space for improvements.
Not just to achieve seamless integration, this framework must be practical and aim to enable organizations with:
- Ideation and conception of new products and services
- Innovations
- Faster response to market dynamics
- Smoother production and delivery of products and services
- Satisfied workforce
- Cumulative knowledge for decision making
- Continual improvements
Meanwhile, should provide means to realise investment done in people, knowledge and technology.
SIAM is the concept that encapsulates all the above and when looked with broad sight, can reap benefits to businesses IT and Non-IT alike. SIAM must be implemented with a larger roadmap that looks at the strategic needs of the business while being able to deliver tactically. The suppliers must be enabled to work in tandem to yield synergy and innovation. The supplier’s addition and removal must be made efficient and so must be the creation of new products & services. A feedback mechanism should ensure that the right information flows for continual improvement of services. And the visibility of services must be ensured to business and management.
The Service-Maché is going to be used to shape the businesses of future, with suppliers as paper strips and SIAM as the glue. How strong the glue is, depends on what it’s made up of.
The forthcoming title from the authors on SIAM tries to address the need of an approach or model for SIAM along with the above aspects of the Next Generation IT organization. It suggests a model for SIAM and the way it can be implemented in a practical manner.
About the authors
Rakesh is a transition and transformation professional with wide experience in both technical and functional aspects of Service management. He has used his technical experience in building and delivering innovative and practical service management solutions for the customers. He has helped organizations in setting up niche service management processes, while ensuring enhanced value creation through ITSM processes and tools. He has also deployed and headed service management office for numerous customers globally.
Sumit is an IT strategy and transformation expert. He is a thought leader with extensive subject matter expertise in service management and process consulting. He has enabled his clients to define the strategic direction for service management in their organizations and refine their IT strategy roadmap. He has been instrumental in setting-up/managing Service Management practice/CoE for multiple organizations. He has conceptualized ITSM offerings and formulated go-to-market strategy for leading IT Services Companies. He has authored a book titled ‘Tackling Roadblocks During IT Implementation’ and an e-book titled ‘ITIL? & Cloud Computing’. He has authored several whitepapers and writes a blog – www.process-consultant.blogspot.com