SERVICE MANAGEMENT DISRUPTED! ITSM to ESM

Transcription

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2 SERVICE MANAGEMENT DISRUPTED! ITSM to ESM

3 About the Presenter Doug Rabold Bold Ray Consulting Owner & Principal Consultant Experience & Certifications: 20 years in various Leadership roles 10 years in IT Service Management 7 years as a member of HDI 4 years as a local HDI chapter officer 1 year as an HDI National Officer Certified: HDI Support Center Manager HDI Problem Management Professional HDI Technical Support Professional ITIL Foundations v3 KCS Principles Six Sigma Yellow Belt Awards 2015 HDI Team Excellence Award (Whataburger) 2018 HDI Manager of the Year People s Choice Award Winner

4 SERVICE MANAGEMENT DISRUPTED! ITSM to ESM

5 Getting a Pulse Who is familiar with? Who is engaged in?

6 We re Familiar With

7 1989 Retailers Accommodations Ride for hire

8 2018 Retailers Accommodations Ride for hire

9 1989 Something else new and innovative hit the streets

10 What s Happened Since 2000 Service Support V2 published 2001 Service Delivery V2 published 2006 Glossary V2 published 2007 Five V3 core books published 2011 V3 Update published

11 What Else Happened 2001 Agile Project Management Manifesto 2009 DevOps first presented 2011 ITIL 2011 introduces BRM 2013 The Phoenix Project popularizes DevOps 2017 VeriSM introduces organizational service management 2018 Integral Service Management places people at the center 2018 Reimagining of IT support metrics

12 What Does It Mean? Disruption has struck very close to our industry! While ITIL has remained primarily process-centric IT processes by IT for IT Many frameworks have migrated to a capabilities or experiential model Enterprise processes by the organization for the customer

13 What Does It Mean? Rather than ESM being the (virtually unattainable) culmination of ITSM

14 How Does It Affect Me? ITSM becomes one link in the ESM chain

15 In Short Enterprise Service Management (ESM) represents the opportunity to leverage the maturity and broad portfolio of ITIL/ITSM based processes to champion service delivery excellence to other lines of business within an organization. Implemented effectively, IT Service Management principles and tools can streamline fulfillment and improve employee productivity across operational business segments.

16 How Do We Do It? Clean up our backyard: Eliminate silos within IT Common language: Eradicate Us vs. Them IT and The Business Internal Customers vs. Customers Business acumen: Run IT as (not like) a business Benefits Realization: Know Your Customer (KYC)

17 Example While ITIL has remained primarily process-centric IT processes by IT for IT Example: Customer Sat Surveys Who here uses them? Who do you send them to? Frequency? What are the scoring metrics? Who is averaging 90% or better? 95% or better? 99% or better? Do you trust the results? Do you question them? Who develops the survey questions and answers? Many frameworks have migrated to a capabilities or experiential model Enterprise processes by the organization for the customer Example: QSTAC Who s heard of it? PayPal, Twitter, Box Quality Speed Technical Knowledge Approachability Communication AMAZING IS THE NEW GOOD! The entire base of your potential CONSUMER group is telling YOU reliably what is important to THEM!

18 Where Are We?

19 Where Are We? For most of us But can take comfort that we re not alone.

20 Paradigm Shift

21 The End Game Enterprise Service Management will be realized when IT is truly oriented with internal partners for the benefit of the customer

22 KEY TAKEAWAYS Disruption is happening in our industry New methodologies Service Management is not just for IT any longer IT is but one link in the chain Place people over process Truly engage with internal partners Common language Know the customer Make them want to work with us

23 LESSONS LEARNED Service Management Disrupted! ITSM to ESM IT has remained relatively process-centric Internal partners no longer need internal IT as much as in the past Evolution from ITSM to ESM takes time Have an open mind about new ways of doing things Be a disruptor rather than disrupted

24 Questions?

25 Contact Information Doug Rabold (210) Or connect with me on LinkedIn

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