Training in the second phase—operating the established capability (SIAM ecosystem)—should be focused on:
*Fostering the collaborative work with all parties
*Embracing the new operating model and transforming it to the next level.
*Any potential bottlenecks are identified so that they can be addressed collaboratively
*Simplify where possible, use the opportunity to streamline existing operations
*Honour and meet shared Service Level Agreements and Operating Level Agreements by all the service providers and client players in the ecosystem.
If we consider the SIAM ecosystem as a machine that is constantly mobile with multiple components, including the people moving in and out, then training plans also must be refreshed periodically to deliver the required punch. Therefore, it will be worthwhile to invest in a proper technology platform, and skillset capabilities for continual training, as part of the capability-building phase. This is an element often undermined, thinking that ad-hoc PowerPoint and screen sharing sessions will do the trick. Many Services Integration programs do depend on the process manager's subject matter knowledge to train the ecosystem participants. However, this is still very reactive, and will not guarantee the quality, as often training is not a core competency of the SIAM
process managers. This also creates inconsistent training experience for the participants, which is contradictory to the unified service experience that SIAM is trying to build.
Conclusion
As the realities of the post-pandemic world started becoming more and more visible, being competitive and maintaining that position greatly depends on not only finding additional market avenues but also convincingly demonstrating the value generated through digital transformation initiatives, such as SIAM programs. SIAM as a mechanism to bring a quantum shift in managing outsourced IT elements is a real game-changer in managing the spiralling digital spagetti. This conviction will be seamless if you are dealing with a group of people who are well-read and enlightened about the services that they are responsible to deliver.
As a renowned American journalist, Sydney J. Harris said, “The whole purpose of education is to turn mirrors into windows.” What is required is that ‘big appetite’ for SIAM players to produce institutionalized SAIM training as part of their implementation and operational doctrine to turn mirrors into windows thus unleashing the real potential of Service Integration and Management.
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