SESSION 806 Friday, November 3,10:15am - 11:15am Track: Improving Service Management

Getting Out of the Rut: 4WD for Service Management

Chuck Wysocki Service Management Evangelist, Track Chair wtwind@hotmail.com Mary West Senior Service Management Practitioner, mwest2@coca-cola.com

Session Description Has process improvement stalled after leadership changes in your organization? Has your service management program taken a back seat to the latest industry buzzwords? Are you concerned about funding for your program (even the service management office itself)? Join us for a frank discussion about the ebbs and flows of visibility and executive support that service management professional’s experience. We’ll examine some of the bad press traditional ITSM practices get, help you recognize signs that your service management program may be at risk, and offer practical suggestions for re-energizing sponsorship and rejuvenating your service management program.

Speaker Background Chuck Wysocki is a business and service management process expert with more than twenty years of experience as a practitioner and consultant. In addition to business process improvement, he has expertise in delivering business and IT service solutions supporting the retail, automotive, distribution/logistics, healthcare, and pharmaceutical industries. Chuck has led teams of business, technical, and project management specialists to develop and support complex enterprise services. Chuck is an ITIL Master and Six Sigma Black Belt. Mary West has more than fifteen years of experience in service management as a director of service management office and global ITSM process lead at two Fortune 50 companies (healthcare and food & beverage). Mary has led multiple service management transformation efforts and rolled out processes in all four ITIL process streams. She brings real-world experience and passion for service management leadership in IT improvement efforts.

Session 806: Getting Out of the Rut:

4-Wheel Drive for Service Management

Speakers

Mary West has more than fifteen years of experience in service management as a director of service management office and global ITSM process lead at two Fortune 50 companies (healthcare and food & beverage). Mary has led multiple service management transformation efforts and rolled out processes in all four ITIL process streams. She brings real-world experience and passion for service management leadership in IT improvement efforts.

Mary WestSenior Service Management Practitioner

Chuck WysockiService Management Evangelist

Chuck Wysocki is a business and service management process expert with more than twenty years of experience as a practitioner and consultant. In addition to business process improvement, he has expertise in delivering business and IT service solutions supporting the retail, automotive, distribution/logistics, healthcare, and pharmaceutical industries. Chuck has led teams of business, technical, and project management specialists to develop and support complex enterprise services. Chuck is an ITIL Master and Six Sigma Black Belt.

Agenda

• Service Management Timeline, History, Recent Changes

• Recognizing Where You Are

• 6 Strategic Goals to Advance (or maintain)

• Summary & Next Steps

• Questions

Service Management Governance Pendulum

CExtremePosition

BExtremePositionA

Mean Position

Where is “Middle Ground”?

Governance Drivers

• Y2K

• SOX

• PCI

• HIPPA

Innovation Drivers

• Retail mentality

• Distributed computing

• Cloud computing

• DevOps

• Agile

Most Recent Years

• IT Service Management in general has seen exponential change over the last few years.

From To

Centralized Command and control

Delivering dynamic and continuous business outcomes in a engagement, delivery and learning approach that empowers customers

Process focus Service focus

Siloed End to end impact

Diagnostics of Your Situation

• Hints of a Problem or Symptoms: • Not getting the funding support you need? • Not a priority for service mgmt. improvement initiatives, other topics like DevOps, Agile, …. • Lack of interest for process, governance and controls for compliance• Lack of leadership support for team resource promotions, expansion, or recognitions • Lack of inclusion within high priority projects where you should be, e.g. Cloud, Security, Customer

experience • Pigeon holed within Operations only – organizationally bound• Leaders quoting industry specialist statements like, ITIL is dead

• Root Cause: • Leadership Change(s) • Priority and/or Approach Change(s)• Organizational Shift(s)• Misunderstood• Tool Misperceptions • Other?

ON TOP of the HILL ? Trending Up or Down ? DEFINITE RUT ?

Where Are You? Challenge Spectrum

ON TOP of the HILL Trending Up or Down DEFINITE RUT

Sustainability Continue Upward/Turning Around Rebound

How Do You Assess Where You Are On The “Challenge Spectrum”?

Your Organization

Your Program/Team

You!

Quick Assessment- Where Am I?Yes = 10, No = 0, Not Yes or No = 5

YES NO

1. Service Mgmt is within the top 10 business priorities for your CIO

2. My CIO understands and strongly supports Service Mgmt and my team AND/OR PROGRAM

3. My Service Mgmt team is a key participant in at least 3 of the CIO’s top priorities

4. My Service Mgmt team has a minimum of 3 executive level business partners

5. My Service Mgmt team is well positioned organizationally to influence direction

6. My Service mgmt. team has the current & relevant skills and capabilities to meet business needs

7. My Service Mgmt team aligns it’s vernacular with the latest trends

8. I have a seat at the table and participate in business planning, strategy and direction

9. I have the influence to develop, expand, reward and promote my team

10. I am confident that I will be able to persuade and implement conference learnings

Total Points

Realistic Analysis of Your Assessment Findings & Challenges

• Identify Top Strategies & Goals based on your specific challenges

• Develop and Implement your Tactical Action Plans

ON TOP of the HILL (70-100) Trending Up or Down (40-70) DEFINITE RUT (0-30)

Sustainability Continue Upward/Turning Around Rebound

Leadership to Success (Kicking into 4 Wheel Drive)

6 Key Strategic Goals

1. Come to the table with a Customer-Centric Mindset

4. Redefine your Role and Value Proposition

2. Think and Act Bigger Picture

5. Being Flexible around ”New”

3. Build and/or Expand Alliances

6. Activate & Measure yourSuccess

• Align with business with/through your IT Business Service Mgrs. and/or Design Leaders

• Listen and respond to business user needs. Examples:o User experience needso Minimum Viable Producto 80/20 rule with improvements o Agile and automated Change Mgmt

1. Come to the table with a Customer-Centric Mindset

2. Think and Act “Bigger Picture”

• Align with IT service strategy & planning partners- Bring the ideas to the table! o Service owner partnershipso Strategic roadmap alignmento Program management office alignmento Finance service costing alignment

• Thinking Company wide vs. IT Only o Company portal for companyo Service management for HR, IT, Facilities, Marketing

• Participate in Forums (Pick the relevant ones) o Internal: Women’s forums, business management, sports forums o External: itSMF, cloud, SAP, security, HR, etc.

3. Build and/or Expand Alliances

Key Alliance Opportunities (Internal): o Help Desk/Service Desko Corporate Information Security (Critical Incident Mgmt)o Application Development (DevOps)o Application Support o Cloud Migration

External: o Industry Best Practice Sharing o Industry Alliances o Industry Research

• Adopt and use the new vernacular

• Re-evaluate your team’s value-add roles

• Re-tool with the right skillsets

4. Redefine your Role and Value Proposition

5. Be Flexible Around “New”

Think beyond operations management

• Service management needs across all services

• Customer service for all tiers and functions

• Be the business owner, not the tool owner

• Be open to new tool assessments

• Integration of ITSM with new trends

• Determine how to measure success for your organization

• Measure what matters to the business

6. Evaluate How You Measure Success

Summary & Next Steps • Be realistic about “Where You Are”

• Top of the Hill, Trending Up/Down, In a Rut

• Build a strategy to “Stay on Top”• Customer Centric

• Think and Act Bigger Picture

• Build and Expand Alliances

• Redefine Your Role and Value

• Being Flexible around Tool Assessment

• Evaluate How you Measure Your Success

• Activate the Plan

• Be a Success Story!

Keeping your Headlights on-Self Assessment at least 2x’s a year• Re-evaluate your Service Mgmt Office strategy

• Assess your weaknesses, strengths, opportunities and threats

• Seek honest feedback from key stakeholders and customers

• Check out what industry specialists saying

• Evaluate your tool offering

• Compared to other cloud platforms

• Perception from a customer experience perspective

• Assess where you and your service mgmt. services are in leader’s priorities

• How are your performance metrics doing, perceived and reviewed by leadership