Why We Need Non-IT Folks to Fix Value Streams

For all its smarts and good intentions, IT's nature is still an inside-out, analytical mindset. Jan’s post reminded me that value streams are a good example of this.

Despite all our IT talk about the customer experience, at the end of the day we continue to be obsessed with what happens inside the organization and quickly forget what happens outside, where the real value lies.

Let’s face it: IT remains trapped in its own world. We dissect everything. We break down processes, workflows, and now, value streams, into smaller and smaller components until we lose sight of why we’re doing it in the first place. We’ve got full value streams, primary value streams, supporting value streams, value-enabling value streams—you name it. It’s starting to feel like an endless exercise in categorization.

But the real question is, who are these streams really for? And are we missing the point by focusing too much on internal mechanisms?

IT's Analytical Mindset: A Flawed Approach?

IT’s natural inclination is to be relentlessly analytical and inside-out. We’re obsessed with the internal mechanics of things, focusing on how things work inside the organization, while the external customer, who is the source of real value, is too often an afterthought. As Fred Nickols aptly put it:

“The great shortcoming of the input-process-output paradigm is that it leads to a focus on the internal workings of a system so intense that the external world is sometimes ignored or overlooked.”

And he’s absolutely right. We end up with these value streams that are all about internal customers, workflows, and support systems—often forgetting that the real value comes from satisfying external customers.

So, what’s the fix? Of course, it's to make sure your service management road map has a business lane; make sure you invite non-IT people into the value stream conversation.

Non-IT Perspectives: A Fresh Take on Value

Think about it—those in marketing, sales, or customer service already live in a world where the external customer is the primary focus. They don’t have the luxury of getting lost in process diagrams and internal efficiency metrics. For them, customer satisfaction is the ultimate goal. They bring a different lens—a focus on outcomes, relationships, and the value seen by the customer.

This is where we in IT could really use someone with a different perspective. We need to stop thinking that value streams are just another internal mechanism to optimize and analyze to death. Non-IT folks can help keep us grounded by ensuring that we never lose sight of the external customer, which is where all value originates.

How the USM Method Keeps Us Focused on the Customer

That’s one of the reasons why I’m such a fan of the USM method. USM cuts through all the internal noise by simplifying how we approach service management, with five core processes that keep the focus where it belongs—on the customer. Instead of getting lost in unnecessary complexity and endless variations of value streams, USM keeps it simple, ensuring that every workflow is aligned with customer value.

My fascination with outside-in thinking isn't surprising, since I began my career in sales, marketing, and business development over 40 years ago before I became immersed in IT service management. For over two decades now, I’ve seen firsthand how focusing too much on internal processes can bog down an organization. USM has helped me rediscover that outside-in approach by making sure that internal workflows don’t distract us from what’s most important—delivering real value to the customer.

Internal Value Streams: Missing the Point?

Let’s be honest—internal value streams are useful, but only in the context of how they support external-facing outcomes. Internal optimization for the sake of internal optimization is a dead end. In IT, we often lose sight of that, fine-tuning internal workflows and processes without ever stepping back to ask, “How does this benefit the external customer?”

Non-IT folks bring a healthy dose of reality to this conversation. They instinctively understand that efficiency and internal performance only matter if they result in better outcomes for the customer. They are the ones asking, “How does this improve the customer experience?” And they should be, because that’s where the business’s success comes from. In contrast, IT tends to be more concerned with making sure every internal process is perfectly aligned—often at the cost of ignoring the end-to-end customer value flow.

Overcomplicating Value Streams: Why?

And then there’s the whole issue of overcomplicating value streams. IT has a tendency to break down everything into subcategories—creating a forest of primary, supporting, enabling, and other types of value streams. It’s like we can’t help but fall into the trap of analyzing and compartmentalizing everything, just as we do with practices and processes.

But what’s the point of all these different kinds of streams? Are they really helping us deliver better value to the external customer? Or are they just adding another layer of complexity that makes it harder to see the big picture?

How USM Clears the Clutter

USM, on the other hand, keeps it clean. Instead of getting lost in a maze of internal value streams, USM’s universal model makes sure that every process, workflow, and action is ultimately about delivering value to the customer. It’s not about endlessly optimizing internal mechanisms—it’s about keeping things simple and focusing on what really matters: customer outcomes.

USM also forces us to remember that internal value streams should only exist to support the external-facing processes. This way, we can ensure that everything we do internally has a direct impact on the value that the customer perceives. In a world where IT often drowns in complexity, USM is a breath of fresh air that keeps things focused and customer-centric.

Bringing Non-IT Voices to the Table

The truth is, it’s always been clear that we need non-IT voices at the table to make sure we stay on track. These are the people who deal with the external customer day in and day out. They understand what real value looks like because they experience the pain points and successes that IT often overlooks. By involving them in the conversation about value streams, we can avoid the trap of getting lost in internal complexity and stay focused on what’s most important: delivering value to the customer.

This isn’t just an IT issue—it’s a business-wide issue. And the sooner we can break out of this habit of inside-out thinking, the better off we’ll be. Non-IT folks, with their outside-in mindset, are exactly the partners we need to help shift IT’s perspective from internal obsession to customer-focused outcomes.

Service Management vs. Services: The Real Distinction

There’s also an important nuance between service management and the services themselves. Service management is about the entire ecosystem of services and processes that ensure consistent and reliable service delivery. This includes all five core USM processes: Contract Management (AGREE), Change Management (CHANGE), Incident Management (RESTORE), Operations Management (OPERATE), and Risk Management (IMPROVE).

But when it comes to the actual services, the focus is largely on the operations process—OPERATE—where the rubber meets the road in terms of delivering value. The danger here, once again, is when IT gets too wrapped up in the operational process itself and loses sight of the bigger picture. It’s not just about how well we execute internally; it’s about whether the service delivers on the promises made to the customer.

USM does a fantastic job of connecting these two layers—ensuring that the service management processes are always in sync with the services themselves and that both are aligned to deliver maximum value to the external customer.

USM’s logically repeatable definition of a service as a supported facility bridges the gap between service management processes and the services themselves. By defining a service in such clear terms, USM ensures that the management of the service is always aligned with its actual delivery.

This creates a seamless connection between the operational side (the processes that manage incidents, changes, and operations) and the business side (the services that provide value to customers). As a result, both layers—management and service—are kept in sync, with the ultimate goal of maximizing value for the external customer.

This alignment is crucial, as it ensures that the processes guiding service management are not just internal exercises but are always focused on enhancing the end-user experience and meeting customer expectations.

Re-Thinking your Value Stream Mapping

We need to recognize that inside-out thinking and analytical over-complication are deeply ingrained habits that are hard to break. Our non-IT colleagues—who bring a fresh perspective and a customer-first mindset—can help ensure our focus remains where it belongs: on the external customer.

So, go ahead and map those value streams. Create those customer journey maps. But make sure they’re connected to where all value originates --- external customers.

USM recognizes that the journey toward co-creation and the direct involvement of the customer in service delivery requires the maturation of both the customer and the provider. For true co-creation to happen, both parties need a shared understanding of their roles and responsibilities, as well as a mature approach to collaboration.

Providers must develop the capability to manage services efficiently and transparently, while customers need to grow in their ability to actively participate and engage in the service lifecycle. USM’s structured approach provides a clear pathway for this dual maturation, ensuring that both provider and customer evolve together.

This mutual growth fosters an environment where value is co-created, not simply delivered, leading to deeper, more meaningful customer relationships and more effective services.

USM not only provides a universal foundation for service management, but it’s also easy for both IT and non-IT employees to learn and use, ensuring your service management roadmap always stays aligned with business goals and where all results originate --- outside the enterprise.