SESSION 301. Can ITSM Lead Digital Transformation? Session Description. Speaker Background

Transcription

1 SESSION 301 Wednesday, November 1, 3:00pm - 4:00pm Track: The Strategist Can ITSM Lead Digital Transformation? Matthew Hooper Director ITSM, Ivanti matt.hooper.2000@gmail.com Session Description Governance has traditionally been viewed as a roadblock, controlling and slowing down innovation. Incredibly, some enterprises are using governance to increase speed and velocity. But how can governance create agility? How does service management remove constraints, and what role does DevOps play in governance and service management? If your role requires leading IT to be more innovative and value-focused, attend this session to discover how lean service management practices, along with DevOps cultural changes, can enable enterprise-level agility within your organization. Speaker Background From help desk to CIO, Matt Hooper has more than twenty years of experience helping organizations transform IT cultures from service-centric to customer-centric. An international speaker and educator on agile business management, leadership, technology, and customer service, Matt shares his vision for growing and sustaining business outcomes through ITSM, DevOps, and PPM agility. Matt is also a podcaster, avid blogger, and social media personality.

2 Can ITSM Lead Digital Transformation? DISRUPTION 2

3 DIGITAL ECONOMY where IT IS THE BUSINESS Change is Inevitable

4 How did we get here? Cloud apps - Mobile apps - Internet Systems - WAN systems - LAN desktops - Mainframe - 5 The ability to digitally reimagine the business is determined in large part by a clear digital strategy supported by leaders who foster a culture able to change and invent the new. Strategy, not Technology, Drives Digital Transformation MIT SLOAN Management Review

5 DIGITAL

6 THE BUSINESS OF IT HAS CHANGED Technology 1980s Value 2020s Systems Services Experience 1990s 2000s 2010s Most managers think the key to growth is developing new technologies and products. But often this is not so. To unlock the next wave of growth, companies must embed these innovations in disruptive new business models. Clayton Christensen Harvard Professor and Author of Innovators Dilemma

7 Change or DIE! 12

8 13 Current Trends Paper is not our competition.. filing is our competition Phil Libin Founder Evernote

9 SO WHAT DRIVES DIGITAL TRANSFORMATIO Revenue Growth Improve decision Making through Analytics 2% 25% 4% Create Better Customer Experiences Achieve Cost Savings 16

10 Source: PwC, 2015 Global Digital IQ Survey, 2014 Digital IQ Survey; Bases: 1,988, 1, : Q: In the last 12 months, what percentage of your organization s digital enterprise budget was spent in the following areas? ;2014: In the last 12 months, of all the spending in your organization on technology, what approximate percentage of it was spent in the following functions? 17 WHO s Driving Digital Transformation? How organization defines Digital Strategy CIO CMO Synonymous with IT 41% 29% Customer-facing technology activities 33% 49% Technology innovation- related activities 50% 62% Source: PwC, 2015 Global Digital IQ Survey; Base: 1,988 Q: How does your organization de ne digital? Select up to two statements that best describe your company.

11 What will fix? 19 An organization s ability to learn, and translate that learning into action rapidly, is the ultimate competitive advantage. Jack Welch CEO of GE for 20yrs driving value 4,000%

12 WATERFAIL Methodology Requirements Build Release Operate Resolve Pray What s Needed What s Connected Test What s broke Who is using Incident How did we fix it Project Management What s Changing & by who? What s not working Knowledge Management Source Control Test Management Event Management Incident Management SPEED

13 Integrated IO capability 23

14 AGILITY Traditional vs. Agile ITSM Traditional ITSM Customer anyone not in IT PMO, Development, Ops 3 different groups IT & the Business IT Projects Service Providers Stacked sets of functionality are published in a major release Incidents and outages are a detangling effort Agile ITSM Company has 1 customer and they don t work here IT is not a department but a capability IT is the business Only business projects IT enables the Digital Strategy of the organization Small sprints of code are utilized to create change Impacts are quickly isolated and roll-back is performed if needed

15 Enterprise Service Model for ITSM & DevOps Why Needed Service Health System How we improve Requirements Build Test How Connected What Could break Enterprise Service Model Who is impacted What s changing Resolve Incident Operate Release Enterprise Knowledge Service Management & Innovation Management S e r v i c e M a n a g e m e n t I n n o v a t i o n M a n a g e m e n t S e r v i c e O p e r a t i o n - S u p p o r t - M a i n t e n a n c e C h a n g e R e l e a s e C o n f i g PM EA D e m a n d A u t o m a t i o n V a l i d a t i o n O p p o r t u n i t y I d e a t i o n

16 DIGITAL OFFICER REPORTING FOR Matthew Hooper Director ITSM (781)