itSMFI 2016 Forum Focus - December Forum Focus ITSMFIV3 | Page 3

implementation programs stop when the
process has been developed, trained, and
‘started’ based on some start date. The ESC
recognized that “implementation” did not equal
full usage of the process. Defining adoption
helped to separate the responsibility for the
development of the processes and the proficient
usage of the processes. This ESC helped the
program by requiring definitions of these terms
and then placing accountability in the right
hands.
Once accountability was defined, then it was
important for the executive leader to ensure that
the senior leadership team members understood
how they were to respond and support the
program. Periodic meetings were held with the
senior leadership team, and with all of the
extended IS management team. During these
meetings, there was always an agenda item that
focused on the program, its progress, and the
review of accountabilities. In this way the
Executive Leader continued to provide direct
support of the program and articulate
expectations of each level of leadership in the IS
organization.
The program had to understand each of its
stakeholder groups. For this to be done well –
every layer in the organization was examined for
their respective ‘stake’ in the overall success of
the process implementation. Often in such
programs, emphasis is only placed on senior
leadership and on the process users. However,
the organizational layers between these two roles
are often the most critical stakeholders for strong
adopt