The old methods of IT service management (ITSM) are no longer working as the world continues to evolve in the digital age.
So much so that ITSM requirements are changing and organisations need to change with them, according to UXC Consulting.
“Organisations need to be flexible and adaptable to manage this change,” says Michael Billimoria, Director of Innovation and Market Development, UXC Consulting.
“Most companies have a number of IT and line-of-business staff who can help bridge the gap between technology and customers, and prepare their organisation for new approaches to ITSM, unfortunately many of them are currently underprepared.”
According to Billimoria, the five key things transforming ITSM:
1. Service integration and management:
The shift to multi-supplier integration has its benefits such as: reduced operational risks; costs shared with suppliers; freeing up internal IT to focus on key business; providing the right sourcing at the right time; and letting organisations scale up and down as required.
But it also has some serious challenges, particularly around getting suppliers to work well together so stakeholders see IT as one cohesive group.
Service Integration and Management (SIAM) lets organisations manage service providers consistently and efficiently - it ensures that performance across a portfolio of multi-sourced services meets business needs.
SIAM also opens the doors for new discussions within the organisation related to innovation.
2. User and customer experience:
Organisations need to spend more time looking at customer experience than the processes that make things work. Improving customer experience is critical to success and encouraging brand loyalty.
Technology is a key driver of customer experience. IT teams need to prove to the organisation that they can deliver a great customer experience internally, so that the business trusts them to take it externally.
Organisations should work out ways to become more flexible by starting some discussion with key business units and customers around pain points.
3. Multi-modal delivery:
Many organisations have one method of implementing new technology but using a mix of methods helps ensure better service delivery. Balancing the speed of delivering technology for legacy equipment and new agile processes is key.
Continuous release delivery is not a pipe dream; it’s happening in many organisations. Break away from traditional service transition and consider how parts of the IT services can be deployed rapidly.
4. Cyber resilience:
With all the best security controls already in place the probability of a company having a data breach is 22 per cent.
This is leading organisations away from traditional cyber security to cyber resilience, which is the ability to take a holistic view to security including incorporating people factors which are often neglected. Information security management, aside from being a process in itself, is key for all ITSM processes.
5. Software-defined everything:
With software-defined everything, the computing infrastructure is virtualised and delivered as a service.
In a software-defined everything environment, management and control of the networking, storage, and/or data centre infrastructure is automated by intelligent software rather than by the hardware components of the infrastructure.
The next step is Service Ecosystem-as-a-Service (SEaaS) where complete application environments including all their information can be implemented at the click of a button.
Organisations may already have the technology in place for this but may not have the architecture, processes, understanding of the requirements, change management tools, and cost analysis.
Despite strong hype about what can be delivered, not everything is immediately possible. Organisations need to come up with a feasible yet aggressive path to SEaaS.
“Organisations should be openly talking about these trends, looking at other industries and case studies, and consulting with partners to craft a plan to move forward,” Billimoria adds.
“Those that don’t embrace this new world of service management risk rapidly becoming uncompetitive.”