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Service Integration and Management (SIAM) is a swiftly developing area and one that is closely associated with multiple disciplines like end-user experience, IT service management, organizational change management, supplier relationship, and cloud adoption. SIAM is more imperative than ever to transform IT from a ‘large grain’ to a ‘fine grain’ approach, to manage the growing trend of cloud computing adoption in enterprises across the world.
Even with the recent publications of a structured ‘Body of Knowledge (BoK) to standardize the intellectual capital, SIAM is still being implemented by using branded and closely ‘guarded’ proprietary models developed by several IT Services and Consulting organizations. In addition to this, several customer organizations decided to build ‘in-house’ SIAM capabilities, spending tons of money and effort to acquire knowledge and wherewithal.
The SIAM provider-specific proprietary models are there to stay and with all possibilities, they will be continuously innovated by major players in this field by investing in their models. But what if this is not transformed into revenue opportunities and hence no Return on Investment (ROI)? Although a perfect
commoditization of SIAM is a moot point, effective implementation and operation of this very complex model can be significantly enhanced by institutionalized training to build bottom-line awareness and skill set. Deep level awareness of SIAM is required for all key stakeholders to proactively identify bottlenecks and work towards achieving organizational opportunities.
Therefore, it is quite practical to tie institutionalized training discourses to bottom-line results and demonstrate a clear ROI. This paper evangelizes the need to determine the target training delivery approach, based on audience and key results expected in SIAM programs.
by Biju Krishna Pillai