IT Service Management Transformation

As part of introducing a `modern` approach to Service Management, IT Leaders now need to advocate the benefits of leaner and more nimble ways of working. Rather than everything being project-based delivery with clear divisions between teams, this shift means aligning all key toolsets, collecting (and analysing) accurate and meaningful data, and constant communication/collaboration among all parties.

This short article walks through some of the key things involved in setting the foundations for achieving Modern Service Management benefits, articulating clear goals, not over-promising and under-delivering, whilst focusing on the right things and not on the things you can’t control.

Communication & Consistency

Each organisation will have a different approach to Service Management evolution and change. However, to make sure that you stay focused, and don’t lose sight of what you are trying to achieve, effective Communication and Consistency are key.

Any change initiative, Service Management related or not, should be founded on clear and unambiguous responsibilities, expectations, and effective lines of communication. This ensures that everyone is invested in it, shared expectations can be established, and a team culture is created. In short, people know what to expect and the part that they will play.

Consistency is also vital. Stick with your objectives. Throughout the transformation journey, there will be challenges and situations that arise where you and others in the team may want to deviate from the plan. People may begin to question if the results that were promised will be delivered, and there may also be pressure to fast-forward some of the deliverables. Evolutionary, or incremental change, and measuring/demonstrating value and tangible benefits along the way will help to ensure that your journey is successful.

Be realistic

You may want to address all challenges at once, but the reality is that your organisation will probably not appreciate a `scatter-gun` approach to Service Management transformation. Before you attempt to resolve key business issues, you need to know what the main, and most pressing problems are that your organisation wants to solve, and what is needed to provide the answer. This enables you to be realistic about the situation and plan, set goals, and figure out what needs to be in place (and in what order) so that short term, medium term, and longer-term goals are achieved. It also helps you to be realistic when setting expectations with key stakeholders and not over-promising and under-delivering.

Knowing the current situation today, versus the desired `better state` will ensure that your improvement roadmap is structured and communicated effectively, and that people buy into it.

Sell the vision

Service Management improvements can sometimes be hard to sell to executives and users/customers of the service. There will always be doubt about adopting the `latest and greatest` practices due to the potential risk and cost.

Because your CIO and the wider C-Suite play an important part in defining wider business goals, and also have an eye on the bigger picture, once they are bought into the idea they can be a powerful advocate.

Along with the C-Suite, you need your team members and management to be bought into the journey as they will ultimately be the ones responsible for making new technologies and ways of working deliver the desired benefits. Gaining constant feedback and input from your team members is beneficial.

Partnerships

The 3rd party suppliers you choose to help deliver and sustain the transformation successfully will be important, as they will help to make sure that the 4 P’s – People, Processes, Products, and Partners, work in alignment. They can also offer insights from their own experience, to help you in defining goals, delivering change, and be a key ally in your success.

I hope you have found this article insightful and please do reach out if you would like a further discussion about it.