itSMF F2F Event WA
On 10 February, itSMF WA brought together service management professionals for a breakfast discussion on ITSM Predictions for 2026.
Plenty of coffee, juice and tasty breakfast items were available as we sat down and shared insights on what we’re currently seeing in the industry and what is waiting in the wings… and where service management needs to change to meet the future.
AI
The first topic discussed was the one that’s on everyone’s lips – Artificial Intelligence (AI). AI is being increasingly adopted by organisations, with some choosing to implement cutting-edge AI solutions before adequately upskilling their employees or reviewing their overall business strategy.
The rapid adoption of AI has highlighted the critical importance of people within the organisation.
While AI is now a part of the landscape, the human contribution is essential. With this in mind, leadership strategies around AI have moved from a purely agile and tactical approach to a more strategic perspective. It’s not been without its challenges, however, as there have been some redundancies in organisations which have caused concerns amongst employees.
A key concern across all attendees was “Will we all lose our jobs?” The idea was presented that there would still be jobs, just different jobs rather than fewer jobs – but in an uncertain time it doesn’t feel comfortable to those who could find themselves having to adapt
We also heard that there are some organisations that are sharing the following message: “Use AI or get a new job”. This idea is also starting to flow through several organisations but without proper training and education around AI these organisations run the risk of losing many of their staff who weren’t able to adapt quick enough.
In regard to AI strategy, there’s some concern that leadership is reacting rather than actually planning and being strategic in the adoption of AI. Many organisations are running with AI pilots, but actual adoption and strategies around AI seem to be lacking – and this lack leading to uncertainty and concern in the workforce. Without governance, skills planning, ethical guardrails and operating models to support AI, we’re seeing rapid adoption of AI without proper understanding.
There was also discussion around how AI-driven change is affecting confidence and role security across the workforce, regardless of how long someone has been with their employer or where they are in their career.
The primary concern is the pace of change and AI adoption across all facets of the workforce.
IT
The new version of ITIL was also mentioned, and a quick overview of the changes was provided.
Discussion moved to what has changed (specifically the changes to the Value Chain moving into more of a Lifecycle model) but then the discussion evolved from “ITIL is changing” to “Best Practice Frameworks” in general.
Often an organisation will hear the term “Best Practice” and say “That. I want that.” And without us as Service Management Professionals guiding them through the various frameworks and methodologies that are out there, an organisation may adopt one and then not understand why it doesn’t work.
Frameworks and Methodologies (ITIL, SIAM, Lean, Agile, among others) are all tools that we can keep in our ‘kit’ of ‘best practice’ to bring out to help the organisation solve their challenges.
Of course, the organisation needs to have a good understanding of what their challenges are and what constraints exist within those challenges.
From that understanding we can then begin to tailor-make a solution
itSMF F2F Event WA
On 10 February, itSMF WA brought together service management professionals for a breakfast discussion on ITSM Predictions for 2026.
Plenty of coffee, juice and tasty breakfast items were available as we sat down and shared insights on what we’re currently seeing in the industry and what is waiting in the wings… and where service management needs to change to meet the future.
AI
The first topic discussed was the one that’s on everyone’s lips – Artificial Intelligence (AI). AI is being increasingly adopted by organisations, with some choosing to implement cutting-edge AI solutions before adequately upskilling their employees or reviewing their overall business strategy.
The rapid adoption of AI has highlighted the critical importance of people within the organisation.
While AI is now a part of the landscape, the human contribution is essential. With this in mind, leadership strategies around AI have moved from a purely agile and tactical approach to a more strategic perspective. It’s not been without its challenges, however, as there have been some redundancies in organisations which have caused concerns amongst employees.
A key concern across all attendees was “Will we all lose our jobs?” The idea was presented that there would still be jobs, just different jobs rather than fewer jobs – but in an uncertain time it doesn’t feel comfortable to those who could find themselves having to adapt
We also heard that there are some organisations that are sharing the following message: “Use AI or get a new job”. This idea is also starting to flow through several organisations but without proper training and education around AI these organisations run the risk of losing many of their staff who weren’t able to adapt quick enough.
In regard to AI strategy, there’s some concern that leadership is reacting rather than actually planning and being strategic in the adoption of AI. Many organisations are running with AI pilots, but actual adoption and strategies around AI seem to be lacking – and this lack leading to uncertainty and concern in the workforce. Without governance, skills planning, ethical guardrails and operating models to support AI, we’re seeing rapid adoption of AI without proper understanding.
There was also discussion around how AI-driven change is affecting confidence and role security across the workforce, regardless of how long someone has been with their employer or where they are in their career.
The primary concern is the pace of change and AI adoption across all facets of the workforce.
IT
The new version of ITIL was also mentioned, and a quick overview of the changes was provided.
Discussion moved to what has changed (specifically the changes to the Value Chain moving into more of a Lifecycle model) but then the discussion evolved from “ITIL is changing” to “Best Practice Frameworks” in general.
Often an organisation will hear the term “Best Practice” and say “That. I want that.” And without us as Service Management Professionals guiding them through the various frameworks and methodologies that are out there, an organisation may adopt one and then not understand why it doesn’t work.
Frameworks and Methodologies (ITIL, SIAM, Lean, Agile, among others) are all tools that we can keep in our ‘kit’ of ‘best practice’ to bring out to help the organisation solve their challenges.
Of course, the organisation needs to have a good understanding of what their challenges are and what constraints exist within those challenges.
From that understanding we can then begin to tailor-make a solution
itSMF F2F Event WA
On 10 February, itSMF WA brought together service management professionals for a breakfast discussion on ITSM Predictions for 2026.
Plenty of coffee, juice and tasty breakfast items were available as we sat down and shared insights on what we’re currently seeing in the industry and what is waiting in the wings… and where service management needs to change to meet the future.
AI
The first topic discussed was the one that’s on everyone’s lips – Artificial Intelligence (AI). AI is being increasingly adopted by organisations, with some choosing to implement cutting-edge AI solutions before adequately upskilling their employees or reviewing their overall business strategy.
The rapid adoption of AI has highlighted the critical importance of people within the organisation.
While AI is now a part of the landscape, the human contribution is essential. With this in mind, leadership strategies around AI have moved from a purely agile and tactical approach to a more strategic perspective. It’s not been without its challenges, however, as there have been some redundancies in organisations which have caused concerns amongst employees.
A key concern across all attendees was “Will we all lose our jobs?” The idea was presented that there would still be jobs, just different jobs rather than fewer jobs – but in an uncertain time it doesn’t feel comfortable to those who could find themselves having to adapt
We also heard that there are some organisations that are sharing the following message: “Use AI or get a new job”. This idea is also starting to flow through several organisations but without proper training and education around AI these organisations run the risk of losing many of their staff who weren’t able to adapt quick enough.
In regard to AI strategy, there’s some concern that leadership is reacting rather than actually planning and being strategic in the adoption of AI. Many organisations are running with AI pilots, but actual adoption and strategies around AI seem to be lacking – and this lack leading to uncertainty and concern in the workforce. Without governance, skills planning, ethical guardrails and operating models to support AI, we’re seeing rapid adoption of AI without proper understanding.
There was also discussion around how AI-driven change is affecting confidence and role security across the workforce, regardless of how long someone has been with their employer or where they are in their career.
The primary concern is the pace of change and AI adoption across all facets of the workforce.
IT
The new version of ITIL was also mentioned, and a quick overview of the changes was provided.
Discussion moved to what has changed (specifically the changes to the Value Chain moving into more of a Lifecycle model) but then the discussion evolved from “ITIL is changing” to “Best Practice Frameworks” in general.
Often an organisation will hear the term “Best Practice” and say “That. I want that.” And without us as Service Management Professionals guiding them through the various frameworks and methodologies that are out there, an organisation may adopt one and then not understand why it doesn’t work.
Frameworks and Methodologies (ITIL, SIAM, Lean, Agile, among others) are all tools that we can keep in our ‘kit’ of ‘best practice’ to bring out to help the organisation solve their challenges.
Of course, the organisation needs to have a good understanding of what their challenges are and what constraints exist within those challenges.
From that understanding we can then begin to tailor-make a solution
itSMF F2F Event WA
On 10 February, itSMF WA brought together service management professionals for a breakfast discussion on ITSM Predictions for 2026.
Plenty of coffee, juice and tasty breakfast items were available as we sat down and shared insights on what we’re currently seeing in the industry and what is waiting in the wings… and where service management needs to change to meet the future.
AI
The first topic discussed was the one that’s on everyone’s lips – Artificial Intelligence (AI). AI is being increasingly adopted by organisations, with some choosing to implement cutting-edge AI solutions before adequately upskilling their employees or reviewing their overall business strategy.
The rapid adoption of AI has highlighted the critical importance of people within the organisation.
While AI is now a part of the landscape, the human contribution is essential. With this in mind, leadership strategies around AI have moved from a purely agile and tactical approach to a more strategic perspective. It’s not been without its challenges, however, as there have been some redundancies in organisations which have caused concerns amongst employees.
A key concern across all attendees was “Will we all lose our jobs?” The idea was presented that there would still be jobs, just different jobs rather than fewer jobs – but in an uncertain time it doesn’t feel comfortable to those who could find themselves having to adapt
We also heard that there are some organisations that are sharing the following message: “Use AI or get a new job”. This idea is also starting to flow through several organisations but without proper training and education around AI these organisations run the risk of losing many of their staff who weren’t able to adapt quick enough.
In regard to AI strategy, there’s some concern that leadership is reacting rather than actually planning and being strategic in the adoption of AI. Many organisations are running with AI pilots, but actual adoption and strategies around AI seem to be lacking – and this lack leading to uncertainty and concern in the workforce. Without governance, skills planning, ethical guardrails and operating models to support AI, we’re seeing rapid adoption of AI without proper understanding.
There was also discussion around how AI-driven change is affecting confidence and role security across the workforce, regardless of how long someone has been with their employer or where they are in their career.
The primary concern is the pace of change and AI adoption across all facets of the workforce.
IT
The new version of ITIL was also mentioned, and a quick overview of the changes was provided.
Discussion moved to what has changed (specifically the changes to the Value Chain moving into more of a Lifecycle model) but then the discussion evolved from “ITIL is changing” to “Best Practice Frameworks” in general.
Often an organisation will hear the term “Best Practice” and say “That. I want that.” And without us as Service Management Professionals guiding them through the various frameworks and methodologies that are out there, an organisation may adopt one and then not understand why it doesn’t work.
Frameworks and Methodologies (ITIL, SIAM, Lean, Agile, among others) are all tools that we can keep in our ‘kit’ of ‘best practice’ to bring out to help the organisation solve their challenges.
Of course, the organisation needs to have a good understanding of what their challenges are and what constraints exist within those challenges.
From that understanding we can then begin to tailor-make a solution