IT Service Transformation - McVicker
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Bill McVicker Consulting Mentoring Change Agent
IT Service Transformation
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Withprovenexperienceandmethods,Ihelpclientsidentify,design,introduce,andimprovetechnology-enabledservicesthathelporganizationsachievetheirdesiredbusinessoutcomes.
Researchhasrevealedthatoneofthewaystopcompaniesdistinguishthemselvesisbypositioningtechnology-enabledservicesasastrategicasset.ITinvestmentsmustbealignedwiththeoverarchingbusinessrequirementsandthemodernCIOisunderincreasingpressuretorunITasaservice-orientedbusiness,responsibleforhelpingcreatetruebusinessvalue.
stageforevenfaster,moreresponsiveandmorecost-effectiveITcapabilities.
TheseadvancesrequireCIOstobuildserviceorganizationsthatcanmanageITservicestorespondtobusinessthreatsandopportunitiesanddrivetheenterpriseforward.ITServiceManagementhelpsCIOsachievethisdualimperative.
Service-orientedarchitectures,software-as-a-service,softwaredefinedinfrastructure,Dev/Ops,networkconvergence,mobilityandothertrendshaveinitiatednoticeableimprovementsinITflexibility,processingpower,storagecapacityandcostadaptability.Theacceptanceofcloudcomputingasaviableandsecureplatform,havealsosetthe
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AchievingsuperiorITservicemanagementmustbeginwiththeadoptionofaservicementalityandaclearunderstandingofwhatcustomersmostvalue.TheabilitytomanageITservicesistogainadeepunderstandingofthedesiredbusinessoutcomesofeachcustomergroup,anddemonstratehowITsupportstheseoutcomes--ratherthanfocusingonthetechnologyitself.
Becauseoutcomesdifferfromorganizationtoorganization,notwojourneystoITservicesuperiorityarethesame.Regardlessoftheservicesdelivered,ITorganizationsneedtobeabletomanage,monitorandreportonIT’scontributiontobusinessoutcomes.Iassistclientsinmasteringeachstageoftheservicelifecycle—
fromstrategyanddesigntotransition,operationandcontinualimprovement.Inadditiontoprovidingareal-timeassessmentofthecapabilityateachlifecyclestage,Ihelpclientsensurethatservicelevelsareoptimizedandservicecostsaretransparenttokeystakeholders.
Servicetransformationincludeskeycomponentsofculturaladoption,suchasexperientiallearning,training,careerpaths,teamandindividualobjectives,recognitionandrewardschemes,communicationsandotheractivitiestowinheartsandminds
• Processblueprints- thisincludesprocessdesign,workflowsimulation,proceduralguides,jobaidsandongoingprocessimprovement(continualandperiodic).Processblueprintingalsoincludesdesigning,implementingandmonitoringkeyinternalmetricsandprocessperformancemeasures.
• Technologyenablement- thisincludesprovidingsupportforimplementingcommercialoff-the-shelfservicemanagementtoolsandproducts,automatingprocesses,establishingdataandknowledgerepositoriesandcreatinganintegratedservicemanagementtoolsarchitecture.
ITServiceManagementJourney
TransformationMethods
Mymethodsarebasedonthreekeyareasthatspaneachphaseoftheservicelifecycle:
• Servicetransformation- thisincludesdirectiononhowtodesign,developandimplementITservicemanagementasastrategicasset.Ithelpsorganizationsfulfillthedesiredbusinessoutcomesassociatedwiththeirserviceportfoliossuchas,costreduction,operationaleffectivenessanddistinctiveperformance.
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Forexample:• IassistedoneclientintheredesignoftheirITServiceManagementoperatingmodelandorganizationaldesign,whichresultedina20percentyearlybudgetreduction.Anend-to-endservicemanagementtransformationcanstreamlineprocesses,improvethecustomerexperience,achievelicensecomplianceandreduceoperatingcostsbyasmuchas30percenteachyear.• IhaveconductedServiceManagementevaluationsatanumberoforganizationstodeterminethekeystrategicandtacticalinitiativesrequiredtoreduceservicecostsupto30percentwhileimprovingthequalityofserviceperformance.• Ihelpedoneclientdefineandcatalogkeyinformation-basedtechnology-enabledservicesintermsthatthebusinessunderstoodandcreatedasupportingcatalogofstandardservicerequeststoimprovethecustomerexperienceandachievebusinessproductivitysavings.
IhelpCIOsachievetheirgoalsofcreatingvalueforthebusiness.
IamuniquelypositionedtohelpclientsachievehighperformingITServiceManagementfunctionsthrough:• Abusinessfocus.Iunderstandclientsareseekingtodifferentiatebasedontheservicestheyoffertotheircustomers.IfocusonthebusinessoutcomesofITservices.• Extensiveknowledgeandexperience.Ihavemorethan20yearsofexperienceinhelpingclientstransformtheirITserviceorganization,withademonstratedcustomerfocusandthetechnicalacumenneededtodeliver.Additionally,Ihavedeepknow-howandcontributedtotheITIL®ServiceStrategyBookwhichprovidestheblueprinttohelpCIOsmovebeyondoperationalefficiencytostrategicservicemanagement• Vendorindependence.Ihaveexperienceandrelationshipswithanumberoftechnologyproviders,pluscapabilityimplementingmajorservicemanagementtoolsandsolutions.
WhyMe?
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"A corporation is a living organism; it has to continue to shed its skin. Methods have to change. Focus has to change. Values have to change. The sum total of those changes is transformation." Andrew Grove
Achangeagentisapersonwhohelpsanorganizationtransformitselfbyfocusingonsuchmattersasorganizationaleffectiveness,improvement,anddevelopment.Achangeagenteventuallyfocusestheireffortsontheeffectofchangingtechnologies,structures,andtasksoninterpersonalandgrouprelationshipsintheorganization.Forchangesuccess,thefocusmustculminatewiththepeopleintheorganizationandtheirinteractions.
InmyrolesasanITTransformationChangeAgent,Ioftenplaythefunctionofaresearcher,trainer,counselor,orteacher.
Whilesomechangeagentsspecializeinonefunction,Iwilloftenshiftmyroledependingupontheneedsoftheorganization.Ihavekeycompetenciesthathavemademeaneffectivechangeagent:
• Diagnoseproblems– Quicklyunderstandboththebusinessdriversandtheorganizationwellenoughtoidentifyperformanceissuesandanalyzetheirimpactonshortandlongtermbusinessresults• Buildrelationshipswithclients– Formpartnershipswithmutualresponsibilityfortheoutcomesofthechangeeffort.• EnsurethattheVisionisArticulated–InterpretthehopesandmotivationsoftheITworkforcethroughtheVisionstatement.• SetaLeadershipAgenda– Definetheongoingroleforleaders,suchascommunications,rolemodeling,reinforcementofdesiredbehaviorsetc..This,requiresarapidunderstandingofthedynamicshistoryandcompetenciesofthe
ChangeAgents– peoplewhoactascatalystsforchange…
AprovensuccessfulChangeAgent
leadershipteamandtohavethetenacitytoinsistontheagenda’saccomplishment.• SolveProblems– Recommendingsolutionsisnotthesameassolvingproblems.Myroleasanexecutivechangeagentmeansthattheproblemsencounteredareoftenloadedwithemotionalandpoliticaldynamics.Ipossesstheinsighttorecognizetheproblem,thesensitivitytoseeitsimportancetothoseinvolved,thecouragetotakehonestandoftendifficultmeasurestoresolveitandthecredibilitytobeheard.• ImplementPlanstoAchieveChangeGoals- Successfulorganizationalchangeonanysignificantscalecanbeattributedtotherightstrategyandappropriatechangeinorganizationculture.Culturechange,inturn,reliesheavilyonalignedandsupportivepeoplepolicies,systemsandprocesses.