Even successful go‑lives are hindered when continual improvement is not embedded.
Common symptoms of sub-optimal operational capabilities post go-live include:
Ownership of processes, services and data is not assigned.
Executive engagement and governance is reduced after implementation.
Customisation and technical debt are gradually increasing.
Poor data quality is produced, resulting in unreliable reporting.
Platform adoption is diminished over time.
Participants are invited to reflect on their organisational context:
Are strategic objectives being clearly articulated?
Is an architectural roadmap being applied to guide decision‑making?
Is emphasis being placed on service management capability rather than technology deployment?
Are common pitfalls being recognised?
These questions are presented as an “uncomfortable mirror,” through which meaningful improvement is enabled.
Platform implementation is positioned as one component of a broader operating model rather than as a standalone technology initiative.
Success is defined as requiring coordinated attention across six dimensions:
Organisation and People
Processes and Value Streams
Information, Tools and Technology
Partners and Providers
Products and Services
Governance
A target operating model needs to be established to articulate the desired future state. A vision and a high level map of the future state can be utilised to guide incremental maturity progression, with measurable business outcomes and benefits being aligned to strategic objectives.
Benefit ownership needs to assigned and is actively maintained beyond transformation project completion.
For organisations already operating ITSM or ESM platforms, several actions are recommended:
Conduct a current‑state (even self-) assessment across all 6 operating model dimensions.
Map platform functionality, integrations and technical debt.
Clarify ownership of services, processes and benefit realisation.
Evaluate governance effectiveness and continual improvement practices.
Review the AI strategy in relation to the ITSM/ESM capability and within the broader organisational context.
Engage executives with ensuing findings and improvement opportunities.
A concluding analogy is offered:
“The car isn’t the problem.”
The following questions are posed:
Is the correct vehicle being selected?
Is it being operated effectively and do we collectively know how to drive it?
Is a navigational map being followed?
Is maintenance being performed appropriately?
Technology platforms are recognised as powerful enablers of organisational transformation. However, value is realised only when platforms are integrated into broader organisational capability supported by governance, people, processes and continual improvement.
In conclusion service management transformation is achieved not through technology alone, but through organisational capability that is developed to convert technology investments into measurable business outcomes.
Harold is a management consultant with over 25 years’ experience, specialising in areas of Digital Strategy, DevOps, SIAM, ITSM, ICT Governance, Information Security Governance and Project, Programme, Portfolio Management.
He is the itSMF Australia Lifetime Contributor Award winner of the Year for 2025.
Membership Value
This article has been produced from material presented at the ACT itSMF Australia National Online Seminar Wednesday 24th June 2026.
itSMF members can access 2026 itSMF seminar material including the full presentation and recording at the following location:
2026 itSMF Events - itSMF Australia
Even successful go‑lives are hindered when continual improvement is not embedded.
Common symptoms of sub-optimal operational capabilities post go-live include:
Ownership of processes, services and data is not assigned.
Executive engagement and governance is reduced after implementation.
Customisation and technical debt are gradually increasing.
Poor data quality is produced, resulting in unreliable reporting.
Platform adoption is diminished over time.
Participants are invited to reflect on their organisational context:
Are strategic objectives being clearly articulated?
Is an architectural roadmap being applied to guide decision‑making?
Is emphasis being placed on service management capability rather than technology deployment?
Are common pitfalls being recognised?
These questions are presented as an “uncomfortable mirror,” through which meaningful improvement is enabled.
Platform implementation is positioned as one component of a broader operating model rather than as a standalone technology initiative.
Success is defined as requiring coordinated attention across six dimensions:
Organisation and People
Processes and Value Streams
Information, Tools and Technology
Partners and Providers
Products and Services
Governance
A target operating model needs to be established to articulate the desired future state. A vision and a high level map of the future state can be utilised to guide incremental maturity progression, with measurable business outcomes and benefits being aligned to strategic objectives.
Benefit ownership needs to assigned and is actively maintained beyond transformation project completion.
For organisations already operating ITSM or ESM platforms, several actions are recommended:
Conduct a current‑state (even self-) assessment across all 6 operating model dimensions.
Map platform functionality, integrations and technical debt.
Clarify ownership of services, processes and benefit realisation.
Evaluate governance effectiveness and continual improvement practices.
Review the AI strategy in relation to the ITSM/ESM capability and within the broader organisational context.
Engage executives with ensuing findings and improvement opportunities.
A concluding analogy is offered:
“The car isn’t the problem.”
The following questions are posed:
Is the correct vehicle being selected?
Is it being operated effectively and do we collectively know how to drive it?
Is a navigational map being followed?
Is maintenance being performed appropriately?
Technology platforms are recognised as powerful enablers of organisational transformation. However, value is realised only when platforms are integrated into broader organisational capability supported by governance, people, processes and continual improvement.
In conclusion service management transformation is achieved not through technology alone, but through organisational capability that is developed to convert technology investments into measurable business outcomes.
Harold is a management consultant with over 25 years’ experience, specialising in areas of Digital Strategy, DevOps, SIAM, ITSM, ICT Governance, Information Security Governance and Project, Programme, Portfolio Management.
He is the itSMF Australia Lifetime Contributor Award winner of the Year for 2025.
Membership Value
This article has been produced from material presented at the ACT itSMF Australia National Online Seminar Wednesday 24th June 2026.
itSMF members can access 2026 itSMF seminar material including the full presentation and recording at the following location:
2026 itSMF Events - itSMF Australia