deliver it innovation and optimize it service delivery with itil practices by terence okus, msc hp...
TRANSCRIPT
![Page 1: Deliver IT Innovation and Optimize IT Service Delivery with ITIL Practices by Terence Okus, MSc HP Enterprise Services Federal Consulting](https://reader035.vdocuments.mx/reader035/viewer/2022081516/551bfc02550346a34f8b4996/html5/thumbnails/1.jpg)
Deliver IT Innovation and Optimize IT Service Delivery with ITIL Practices
by Terence Okus, MSc
HP Enterprise Services Federal Consulting
![Page 2: Deliver IT Innovation and Optimize IT Service Delivery with ITIL Practices by Terence Okus, MSc HP Enterprise Services Federal Consulting](https://reader035.vdocuments.mx/reader035/viewer/2022081516/551bfc02550346a34f8b4996/html5/thumbnails/2.jpg)
Today, a challenge exists around ITIL’s ability to deliver on innovation and
optimization.
![Page 3: Deliver IT Innovation and Optimize IT Service Delivery with ITIL Practices by Terence Okus, MSc HP Enterprise Services Federal Consulting](https://reader035.vdocuments.mx/reader035/viewer/2022081516/551bfc02550346a34f8b4996/html5/thumbnails/3.jpg)
You’re uncertain about ITIL’s ability to deliver on promises of service
innovation and optimization.
![Page 4: Deliver IT Innovation and Optimize IT Service Delivery with ITIL Practices by Terence Okus, MSc HP Enterprise Services Federal Consulting](https://reader035.vdocuments.mx/reader035/viewer/2022081516/551bfc02550346a34f8b4996/html5/thumbnails/4.jpg)
You’d like to be certain of how ITIL is essential to IT innovation and
optimization.
![Page 5: Deliver IT Innovation and Optimize IT Service Delivery with ITIL Practices by Terence Okus, MSc HP Enterprise Services Federal Consulting](https://reader035.vdocuments.mx/reader035/viewer/2022081516/551bfc02550346a34f8b4996/html5/thumbnails/5.jpg)
You’re looking to be an innovative IT Service provider.
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Discover the three missing pieces for delivering IT innovation and service
delivery optimization.
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IT Leaders that face disruptive technologies fail when laws of
organizational nature overpower them.
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Principle #1: Service organizations depend on customers and “investors”
for resources
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Established firms are successful at staying atop sustaining technologies (technologies their customers need)
but stumble over disruptive ones.
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Managers may think they control the flow of resources in their firms, in the end it is really customers/”investors”
who dictate how money will be spent.
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Successful service providers ensconce themselves among a different set of
customers – those who want the products of disruptive technologies.
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Principle #2: Markets that don’t exist can’t be analyzed.
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Hallmarks of good management for sustaining innovation include
understanding markets.
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Avoid analysis paralysis when entering disruptive technology markets.
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Focus on discovery based planning.
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Principle #3: Technology supply may not equal market demand.
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Disruptive technologies can become full performance-
competitive within the mainstream market against established
products.
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Customers can no longer base their choice upon which is the higher
performing product.
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Companies must carefully measure trends
to catch the points at which the basis of
competition will change.
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Embracing ITIL can provide a
mechanism for fostering
innovation.
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The value network must be addressed in order to seamlessly bring suppliers
together.
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Stakeholders demands value from IT.
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A common lexicon is needed.
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There is no value without fit for purpose and fit for use.
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Lower cost of ownership can enable IT to address the low margin markets.
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Customers will ultimately base
their service selection on price.
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Resources can be diverted to new capabilities needed to service low
margin markets.
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Provide distinct and measurable competitive differentiation.
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Recovered resources can be allocated to
the creation of disruptive services.
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Identify potential disruptive technologies.
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Build the markets and the supporting services.
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The exploitation of disruptive technologies create results.
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IT Leaders must demonstrate capability for optimal IT Service
delivery.
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Reportable metrics drive action.
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Customers recognize your tangible value
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Performance information is
motivation for moving the needle.
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Part of the golden thread.
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Control objectives enable on-demand capability audits.
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Point in time readings validate improvements.
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Regulatory compliance no longer becomes an issue.
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Identifies acceptable levels of risk.
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Continuous improvement is
the key to success.
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Golden Standard: Deming’s PDCA
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Continuous value delivery keeps customers engaged.
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Creates consistent and cost-effective services.
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Recognize three pieces needed for IT innovation and service delivery
optimization.
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ITIL has the ability to deliver on promises of service innovation and
optimization.
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You can now be certain ITIL is essential to IT innovation and optimization.
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Look no further.