SERVICE MANAGEMENT DISRUPTED!ITSM to ESM

About the Presenter

Doug RaboldBold 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

SERVICE MANAGEMENT DISRUPTED!

ITSM to ESM

Getting a Pulse

• Who is familiar with…?

• Who is engaged in…?

We’re Familiar With…

1989

• Retailers

• Accommodations

• Ride for hire

2018

• Retailers

• Accommodations

• Ride for hire

1989

• Something else new and innovative hit the streets…

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

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

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

What Does It Mean?

• Rather than ESM being the (virtually unattainable) culmination of ITSM…

How Does It Affect Me?

• ITSM becomes one link in the ESM chain…

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.

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)

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!

Where Are We?

Where Are We?

• For most of us… But can take comfort that we’re not alone.

Paradigm Shift

The End Game

• Enterprise Service Management will be realized when IT is truly oriented with internal partners for the benefit of the customer

• 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

KEY TAKEAWAYS

Service Management Disrupted! ITSM to ESM

LESSONS LEARNED

• 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

Questions?

Contact Information

Doug RaboldBoldRayConsulting@gmail.com

(210) 857-6335

Or connect with me on LinkedIn

https://www.linkedin.com/in/doug-rabold-itil-hdi