Even a simple statement like ‘the Service Integrator speaks with the voice of the customer’ can be formalised within contracts to ensure the role of the Service Integrator is understood and acknowledged by all parties (thus reducing the chance of Service Providers ignoring it).
The Customer Organisation should ensure that all Service Providers are treated the same - whether in or external -, with the creation of service agreements and appropriate measurements for internal teams.
Switching to a governing role may be difficult as it can require a different skillset outside of traditional service management.
Common performance metrics such as ‘service availability’, ‘downtime’ and ‘speed’ should be balanced with soft measures such as collaboration and participation in a report that focuses and clearly demonstrates ‘what good looks like’.
The role of the Customer Organisation is different in changes undertaken ‘within’ the SIAM environment or those that come externally (i.e. they are not SIAM‑specific) but will have an impact on the SIAM model, the existing ways of working and/or the parties involved.
When there is a focus on the implementation or transition of new systems, processes, policies and business restructures, but not on the people side of the change, it often results in a failure of the project objectives.
Even in a static environment, where SIAM is well established and the Service Integrator is managing the day-to-day operation, the Customer Organisation should still be involved, not only to ensure the value of the outcomes but to lead-by-example in the “one team” culture.
There is no doubt the Customer Organisation is instrumental to the success of a SIAM environment! Within our white paper we provide specific and practical tips for a Customer Organisation to focus on in order to realise success within their SIAM ecosystem.