itSMFI 2016 Forum Focus - December Forum Focus ITSMFIV3 | Page 23

recognition and natural language processing to mimic the way
the human brain works. Robotic Process Automation is
computer software or a “robot” that can be configured to
capture and interpret existing applications for processing a
transaction, manipulating data, triggering responses and
communicating with other digital systems.
What does all of this mean for ITSM? Automation.
Consistency. Rapid execution. And freeing up humans from
performing routine ITSM operation activities.
ITSM into the Enterprise
Service Management is service management, and IT is not the
only service provider within any organization. Enterprise
Service Management (ESM), based on proven ITSM good
practices, can be the glue that aligns the various enterprise
service providers within an organization. At the core, a
business is an ecosystem of internal service providers, with no
one part able to operate completely independent of any other
part. A good ESM approach will drive consistency, reliability,
responsiveness, and measurable value across all aspects of that
ecosystem.
ITSM still hasn’t penetrated the C-suite. Often ITSM isn’t
even on the CIO’s radar. Without a true service
portfolio, ITSM appears to the C-suite as something that is
just done at the service desk. Why? Because many IT
organizations don’t talk about ITSM in terms of services,
value, and outcomes. Rather, ITSM is discussed in terms of a
request for a PC, the number of calls coming into the service
desk, or the last hot complaint that came flying in from
somewhere in the organization.
It’s time to evolve your ITSM
How can you get ready for the next wave of ITSM?
 Identify and define services in terms of value and out-
comes, not products and activities.
 Expand your toolset – Just like a carpenter needs
more than a hammer to build a house, don’t
arbitrarily limit yourself to just one framework or
methodology. Remember, ITSM is an organizational
capability for delivering value in the form of services
based on the use of technology. Having more tools in
the ITSM toolbox will enhance your service
management capabilities.
 Automate the obvious – With the advancements in
technology, there simply is no reason not to automate
routine obvious tasks, like password resets. The
human resources involved in these routine tasks can
be put to much better use, like innovation, strategy,
continual improvement
or further process
automation.
 Establish
a
formal
Business
Relationship
Management approach to help crack the glass ceiling
into the C-suite.
ITSM enables Digital Transformation
It’s no secret that we are in the early stages of
digital disruption. Businesses are transforming from
demand-driven,
pipeline-based
business
models
to
flexible, ever-morphing and responsive ecosystem-based
models. Because of this digital transformation, the rules of
doing business are changing daily, but the need for reliable, yet
nimble IT services is more important than ever. This means
that a robust, modern ITSM approach is needed.
Mitch Kenfield of KMPG stated in a recent CIO.com article,
“The Future of IT Service Management in a World of Digital
Transformation” that “service management is about more than
process frameworks. Service management needs to be a
discipline, a change throughout the organization... [this means]
truly enabling these practices, capabilities and disciplines so
they are a constant part of the organization, not just a project
to implement a framework. What companies are doing now is
transforming ITSM to meet their digital transformation efforts.”
Buffalo Springfield. "For What It's Worth." Buffalo
Springfield, Atco, 1966.
ITIL® is a registered trademark of AXELOS Limited.
Is there an ITSM “Glass Ceiling”?
Despite these advances, ITSM continues to hit a glass ceiling –
actually two glass ceilings - in many organizations.
ITSM is done as an “operations only” thing - Sadly, many ITSM
implementations start up an incident management process, a
service desk, and some sort of change management process…
and then stop. No thought is given to how to make sure that
the development and operations groups are working well
together, or ensuring that strategies developed by the business
actually are realized in the form of services.
23 itSMFI Forum Focus—December 2016
Tedder, Doug. The End of Incident Management (as
we know it). http://allthingsitsm.com/the-end-of-
incident-management-as-we-know-it/
Retrieved 11/29/2016
Tedder, Doug. The End of IncidentManagement (as
we know it). http://allthingsitsm.com/the-end-of-
incident-management-as-we-know-it/
Retrieved 11/29/2016