In a recent survey conducted by Evergreen Strategies on ITIL Maturity Benchmarks, an impressive 77% point to service quality as the top business driver of ITIL efforts. However, 72% reported that the biggest barrier to ITIL adoption is organizational resistance. So what do these findings mean?
Service quality is the primary driver behind ITIL initiatives, yet there is still overwhelming organizational resistance to the change required to implement ITIL on an enterprise level. In order to overcome this resistance, powerful justifications must be developed to secure funding and senior IT management support for long term ITIL investments. The drivers of those justifications surfaced in the same ITIL Maturity Benchmark study:
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As we start to dive into building a business case for ITIL, it is helpful to understand a bit about the market?s current state. Specifically, why are organizations today even looking at ITIL? Studies show it isn?t just to reduce cost, but?..ROI is certainly a significant part of securing executive support (funding) and can prove critical in overcoming organizational resistance. It is probably important to note at this point (before getting too far into this) that the viewpoint, assumptions and discussion presented in this blog are focused primarily on those organizations living in the commercial world, where corporate profitability and cost containment are critical to organizational success. We will address the government and not-for-profit sectors in a later blog as their business drivers and measurement of success can be, obviously, quite different. With that said, my hope is that there is benefit for all in this blog and that the points we discuss will not only help you in your role, but will initiate some lively discussion that will benefit us all.
Now? back to the blog??
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Hi Guys- -
We recently completed tabulating the results of our Q2 survey on Change Management maturity, and as I went through the findings, I was struck by one thought- the more things change, the more they stay the same.
The survey was designed to gauge the degree of commitment large companies are making to Change Management, assess their current operational maturity levels and identify primary challenge areas, as well as opportunities. One hundred IT managers from 77 companies weighed in from Healthcare, Financial Services, Technology and Insurance firms at several regional itSMF conferences.
Although growing numbers rate service quality with accompanying reduced costs and increased efficiencies as the strongest business driver of Change Management, these findings were at odds with the numbers of companies that still have no formal Change Assessment board governance processes.
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This is a question we get more often then not from our clients. My first comment is always the same: organization is less important than the process ownership. Every process must have an owner even if the process crosses multiple groups or departments, and that owner must be empowered to meet the objectives of the process. A colleague of mine once said that organizing around process is like making Jell-o without the bowl.
That being said, I think that one can organize Service Management around four major segments:
- Service Alignment and Design (AKA The Business Perspective on steroids) ? Includes business to IT Relationship Management, IT strategy, IT Architecture, Service Development and Business Process Management
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