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Reboot Service Management!
Evelyn Hubbert
Principal Analyst
March 29, 2011
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The F1 race
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The F1 car and driver
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The F1 pit crew before the race
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The F1 team
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Innovation tension
Day-to-Day Management Breakthrough InnovationCustomer
Satisfaction
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IT and the business
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People, process, technologies
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Understanding the three key challenges
Technology shifts and opportunities
Process management/opportunities
People aspect
Recommendations
Agenda
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Technologies
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1%
3%
10%
11%
14%
14%
20%
21%
27%
28%
31%
32%
36%
37%
38%
44%
54%
64%
Other priority
Move costs from capital to operating expense categories
Improve corporate environmental sustainability and social …
Acquire other companies or divest parts of existing business …
Re-engineer core business processes
Comply with government regulations and requirements
Streamline business operations and consolidate business units
Improve business flexibility and resilience -- faster time to …
Expand into new geographic markets
Drive new market offerings or business practices
Improve workforce productivity
Improve our ability to innovate as an organization
Improve your customer relationships
Improve quality of products and/or processes
Acquire and retain talent
Lower the firm’s overall operating costs
Acquire and retain customers
Grow overall company revenue
―What are your firm’s five (5) most important corporate business priorities over the next 12 months?‖
(Select all that apply)
Increase efficiencies, expand resource pool, and offer
more customized services and products
Base: 2045 enterprise non-IT director level or higher
Source: Forrsights Budgets And Priorities Tracker Survey, Q2 2010
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Top technology priorities over the next 12 months
Source: Forrsights Budgets And Priorities Tracker Survey, Q2 2010
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Source: January 31, 2011, ―Another Year Of Outperformance For The Tech Industry‖ Forrester report.
Value?BRIC And Other Emerging Economies Will Show The Strongest 2011 Tech Industry Growth
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Number of employees in the organization
100 or fewer
employees
100 to 999
employees
1,000 or more
employees
Self-provision something
(apps, Web, smartphone, plan)
40% 43% 40%
Self-provision applications 28% 35% 30%
Self-provision websites 14% 13% 13%
Use smartphone for work 11% 10% 13%
Self-provision smartphone 8% 7% 7%
Self-provision monthly
smartphone plan
9% 9% 8%
Guess what: 40% of employees self-provision
Base: 3,908 US information workers
Source: North American Technographics® Empowerment Online Survey, Q4 2009
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End users desire flexibility, personalization, and immediate gratification
Information workers desire:
– Device independence
– Device portability
– Access from any device
– Self-service
– Immediate gratification
– Access to application stores/portals
– Pay-per-use
– Always-on
– Instant-on
– A modern desktop experience
– Persona management/synchronization
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The cloud splintering
Source: January 31, 2011, ―Another Year Of Outperformance For The Tech Industry‖ Forrester report.
Informal, business buyers will drive uptake of
public cloud services.
Formal IT buyers will emphasize consolidation
and virtualization over true cloud capabilities
New cloud offerings will increase enterprise’s
service usage.
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Source: http://office.microsoft.com/en-us/images/results.aspx?qu=Digital#ai:MP900449113|mt:2|
http://www.solutionsconsultants.com/about/business-people-handshake.jpg
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What the business wants
Speed, flexibility, quality
• Better customer satisfaction
• New capabilities
• Costs that shift with the business
• Business value
• Not excuses!
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Process
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IT frameworks, methodologies, standards
ITIL/ITSM
COBIT
ISO/ISE 20000
Project Management
– PMBOK
– Prince 2
SOX
…
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Opportunities
February 2011 “The State Of IT Governance, Q4 2010”
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Service Management
Service
Service Family
Service
Line
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People
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Organization around IT processes is most common, followed closely by technologies
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Hot new roles emerge
Business relationship manager
Automation architect
Service designer
Service manager
Vendor manager
Process owner
Source:http://www.ruderfinn.co.uk/blogs/dotcom/files/2009/06/enviromental-head-in-the-sand.jpg
We could . . .
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Or we could focus in 2011 on …
Productivity
Quality
FlexibilityReduce
Cost
Improve
Quality
Improve
CustSat
Improve
Consistency
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Run IT as a business
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Enter Lean Service Management
Service Design
Service Transition
Service Operation
Manage the services IT supplies in terms of the business value they provide
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Anatomy of the new service desk
Staffed with experts
New responsibility
– Expert center/operation center
– Front door to IT
– ITSM enablement
New functional requirements
– Service catalog — a must
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Service catalog - method to structure
The catalog describes what the business wants or needs, in business-relevant terms.
Service levels are embedded in service definitions.
Role-based catalog entries provide a relevant view of IT.
Integrated into other process areas.
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Anatomy of the new service desk (cont.)
New functional requirements
– Knowledge management — critical
Asset management
– Depending on pain point
– Risk, compliance and cost reduction
Continuous integrations
– Other functional teams
– IT service desk as broker
– Front desk to IT
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Run IT as a business
Change behavior
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Don’t wait to take charge!
Take charge of the value conversation
Focus on trust and relationships,
not just metrics
Use improved trust and
capabilities to
capture new
value
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Shutting down: the behaviors you should stopRecommendations for a successful reboot effort
• The cloud changes some things, not everything:
• Diminishing techie skills
• Business skills become more important.
• Systems engineering is a necessity.
• ―If you fear the cloud, you should!‖
Fearing the cloud
• Design orchestrates ―services‖ . . . that is what the business cares about!
• Building blocks are abstract subservices.
Thinking only in terms of technologies
• Eliminate the confusion of reaching out to yo
Multiple entries into IT
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Starting up: the behaviors you should startRecommendations for a successful reboot effort
• New roles are emerging, such as business relationship managers, automation architects, and service designers.
• Look for staff with the raw skills (such as presentation, communications, social media, sales, marketing, etc.) to fill these roles.
Looking for employees with potential to fill new roles
• Modify attitude from outside in – measure it.
• Empower your employees to innovate.
Building a service organization
• Real geeks have nothing to fear.
• If you dislike change, IT is the wrong business for you!
Embracing change
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And the results . . .
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Thank you
Eveline Hubbert
+1 613.617.8803