solving modern & future itsm challenges · it manager of tomorrow copenhagen, denmark november...
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Solving Modern & Future ITSM ChallengesIT Manager of Tomorrow
Copenhagen, Denmark
November 2019
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Philip HearsumITSM Portfolio Manager
ITIL4 lead architect
ITIL4 MP
AXELOS
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Looking to the past to descr ibe the present
Seldon CrisisSimultaneous internal and external existential
threats that can be solved by a single course of
action
Image found via Google Images
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Are IT Organisat ions having a mini -Seldon Cris is?
Internal demand to:
• Increase pace of innovation
• Streamline processes
• Reduce bureaucracy
• Improve ROI
• Improve CSAT
• Reduce downtime
• Improve employee productivity
• Adopt new ways of working
• Adopt new technology
• Be an employer of choice
• …
External pressure to:
• Be more responsive to customers
• Be more innovative
• Quicker time to market
• Create value earlier
• Create “wow factor”
• Provide quality services
• Be more ethical/ socially
acceptable
• Compliant with laws &
regulations
• …
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How are IT organisat ions responding?
Increased attention on product
development, new tech, & new
ways of working
Digitalisation & digitisation of
internal systems, enhancing
existing automation
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The whole organisat ion can’ t work the same way
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Why are we f ight ing about “one f ramework (or tech) to rule them al l”?
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I t ’s l ike the story of the e lephant and the bl ind men
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New ways of working & tech impact our teams
Moving to the
Cloud
Right tech to use
cloud platforms
Different
engineering skills
Rebalancing Opex
vs. Capex
“Right-sizing” IT
Service Management
“Right-sizing”
Project Management
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Customer
Product Management
The solut ion is to increase the scope of our understanding
IT Operations Customer Support
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The solut ion is to increase the scope of our understanding
Image found via Google Images
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The solut ion is to increase the scope of our understanding
Image found via Google Images
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The solut ion is to increase the scope of our understanding
Image found via Google Images
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But how do we orient
ourselves in this VUCA
(volatile, uncertain, complex and ambiguous)
world?
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The case for “Service Dominant Logic”
Service is the fundamental basis of exchange
The customer is always a co-creator of value
A service-centred view is inherently customer
oriented and relational
An enterprise cannot deliver value, but can only offer
value propositions
Value is uniquely and phenomenologically
determined by the beneficiary
From “Service-dominant logic: continuing the evolution” by Vargo & Lusch, 2007
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Concepts expla ined Outcomes vs Value Example.
Someone wants to have a haircut
Their outcome may be
• Just want their hair to look tidier
• Wants to be fashionable
• Wants to be attractive
Organisation outcome• wants to have people come to their salon to have their hair cut, and to return again and again.
• The organisation needs to set up the outputs to provide the ability for Both sets of outcomes to
be realised
• They decide their business model and who their target consumer is.
• An enterprise cannot deliver value, but can only offer value propositions• At this point they have only offered a value proposition, We can offer you this, for this so that…
• No value has been realised by either side
• Then the consumer enters, engages in the consuming the haircut “service”.
• If their outcomes are met they will pay and will come back again.
• Both sets of Outcomes have been realised
• Value is created.
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Concepts expla ined Outcomes vs Value Example.
• Think about what your desired outcomes are for this conference.
• Think about what the organisers outcomes are
• Look at the Value proposition that was offered
• Come to our conference
• Find out about……….
• Learn about……
• Engauge with…..
• ……………..
Question
• Have you outcomes been realised?
• Do you think that the organisers outcomes have been realised?
• Has value been co-created
• If no one had attended what value would have been realised?
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Let ’s use an example of a banking app
Organizational Resources
Product portfolio
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Let ’s use an example of a banking app
Organizational Resources
Product portfolio
Service portfolio
Consumer
Consumer demand
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Let ’s use an example of a banking app
Organizational Resources
Product portfolio
Service portfolio
Consumer
Consumer demand
Service Relationship
Co-created
Value
Usage
Value is not
“delivered” here
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ITIL 4 ref lects these concepts & hol ist ic v is ion
• IT should talk about co-creation of value, not
delivery of value
• Customers and service providers are interested in
value ...
• But so are regulators, auditors, suppliers,
employees, and others!
• Organisation’s resources are constrained or
encouraged by external agents
• Organisations are both consumers and providers
of services
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My hypothesis: The Future of ( IT) Serv ice Management
Successful (IT) Service Management needs to:
• Mediate of conversations between ALL stakeholders
• Broker agreements across the service ecosystem
• Enable (or facilitate) required outcomes
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What does a serv ice system look l ike?
What do we do convert
opportunity/ demand into
value?
How do we approach work
and making decisions?
How do we direct, monitor
& evaluate performance?
How do we convert
opportunity/ demand into
value?
How can we do better?
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The Service Value Chain
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Value Streams in ITIL 4
Scalable Operating Model
Individual
Team
Enterprise
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Using Guiding Principles to integ rate di f ferent ways of working
Value is important
for customers … but
what about other
stakeholders?
Work in a similar cadence
as other teams; Let
solutions emerge in
complex environmentsNot just peer-to-
peer collaboration
& visibility!
Don’t over-
engineer solutions
up-front
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Key Takeaways to the IT Managers of Tomorrow
• Don’t be dogmatic about using only one framework
• Recognise that different parts of your organisation work in different ways
• IT Service Management is not just about:
• Managing infrastructure
• Developing technology or software products
• Service Desks and customer support
• IT Service Management is also about
• Recognising the elements of complexity in service systems
• Managing the conversion of demand into value (not outputs or even outcomes)
• Mediating and creating agreeable consensus amongst multiple stakeholders
• Emotions, empathy and complexity
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Key Takeaways to the IT Managers of TomorrowI s p o ke e a r l i e r a b o u t t h e e x t e r n a l v s i n t e r n a l d e m a n d , s o w h a t d o e s I T I L 4 t r y t o d o t o r e s o l ve s o m e o f t h e s e i s s u e s ?
• Be more responsive to customers • Trust and be trusted
• Commit to higher performance
• Increase pace of innovation• How to prioritise work and manage queues
• Commit to higher performance
• Improve employee productivity• Measurement
• Communication
• Organizational Change Management
• Streamline processes• How to create value streams
• How to prioritise work and manage queues
• Be more ethical/ socially acceptable• The 4 dimensions and the factors that affect them
• Understanding key stakeholders
• Create value earlier• Fast development
• Resilient operations
• One “method to rule them all”• Show how methods fit together
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Thank you for your time!