Presentation of VeriSM event

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2. The digital transformation is no longer the voice of the future – it is right
here, right now, changing the way we interact with each other, the way we
do business – and even the way we live.
From a business perspective, to see how dramtically the world has changed
in recent times, we need to look no further than how some of the biggest
companies in the world conduct their business making use of technology.
The commercial opportunities offered by the digital transformation are for
the taking – but this means adapting to the digital age and not getting left
behind.
Source: VeriSM marketing material
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7. ITSM looks at IT
VeriSM looks at the organization
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9. Source: APMG - VeriSM Marketing Activity Background PP.pptx
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10. Developed in 2017 as a response to the changing demands on service
management and the impact of digital transformation
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11. IFDC = a non-profit organisation run by the Service Management Community
and established in the Netherlands
Source: APMG - VeriSM Marketing Activity Background PP.pptx
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16. Service culture
A service culture exists when an organization’s staff, products, services and
business processes are developed with a focus on the end consumer or
customer.
Organizational context
Structure, capabilities, optimize interactions, organizational culture,
organizational governance
People/structure
Organizational roles, teams, competences, learning & development, people
side (T-shaped professional, emotional intelligence), ethics
Service management challenges
Relationships, expectation, knowledge, communication, generations, org.
Chg.
Processes, tools and measurement
Service stabilizers (in VeriSM model)
The VeriSM™ model
Governance, service management principles, management mesh, service
lifecycle
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17. Operating in a world of digital transformation
Impact on org. Strategy, on products & services, on service mgmt,
challenges, impact of emerging technologies & cloud
Selecting and integrating management practices
Governance => service management principles => management practices =>
operating model
Progressive management practices
Lean, DevOps, Agile, SIAM,…
Emerging technologies
SM implications (complexity, different requirements, impact on
competences,…), cloud, virtualization, big data,…
Getting started
As is => To be, reactive to proactive, long term planning
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19. • Starts & ends with the consumer
• Governance – ensuring that all efforts of the organisation are directed
toward achieving stakeholder needs
• Management Principles
• Management Mesh – a flexible framework to successfully exploit the full
range of capabilities within the organisation (resources, technology,
management practices) throughout the service lifecycle:
- Design
- Produce
- Provide
- Respond
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20. Governance translates requirements into objectives and goals and then
provides a framework of reporting and audits to assess progress
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21. Within the VeriSM model, service management principles apply to all
products and services.
These principles provide ‘guardrails’ or boundaries for products and services.
Þ Policies
Þ They state outcomes
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23. Resources
Emerging technologies
Management practices
Environment
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24. Define: consumer needs, required outcome, solution, service blueprint
Produce: Build, test, implement & validate
Provide: protect, measure & maintain, improve
Respond: record & manage => issues (incidents), requests (service requests),
source events (problems)
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26. Lean & Agile: value focus, waste reduction, flexibility
SIAM integrates service providers
VeriSM integrates managelent practices & organizational capabilities
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33. 2,5% = 1q
5% = 2q
10% = 4q
25% = 10q
7,5% = 3q
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35. QUESTION slide
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