Leveraging Best Practice Methods in an Age of Digital Transformation Belfast - Slides

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1October 2016 - © 2016 SureSkills
Leveraging Best Practice Methods in an Age of Digital Transformation

Agenda
2
08:15 - 9:00 Registration - Tea/Coffee
09:00 - 9:15 Introductions & Why Best Practice Methodologies? – Gemma Morgan, Sales Manager
Belfast, SureSkills
09:15 - 10:15 Digital Transformation - what challenges are organisations facing today? - Ruaidhri
McSharry, Director Service Management SureSkills
10:15 - 10:45 Industry Examples / Case Studies
10:45 - 11:15 Adopt & Adapt with Real Business Value - How Best Practice Methodologies Work
together? – Bill Heffernan, Service Management Expert, SureSkills & SP3 Services
11:15 - 11:45 Service Management & Digital Transformation
11:45 - 12:30 Q&A & 1:2:1 Conversations/Networking
October 2016 - © 2016 SureSkills

IT Service Provision Learning Services
Provision
Training Service
Provision
IT Change
IT Transition
IT Support
Develop
Support
Manage
Certification Training
Tailored Training
Managed Training Services (Local)
SureSkills - Who We Are
Consulting &
Solutions
Learning
Services
Training
& Certification

Objectives for Event
4
 Why the Event?
 Help your organisation cope with the constant digital
transformation (change) through effective Service
Management
 Effective use of resources, people, process, & technology
 Empower your employees and engage them with process
& technology by using a proven framework breaking
down the silos within a business

Definition – Digital Transformation
5
Digital transformation is the profound &
accelerating transformation of business
activities, processes, competencies &
models to fully leverage the changes &
opportunities of digital technologies & their
impact across society in a strategic &
prioritized way.

Why Best Practice Methodologies
6
 Best Practice?
 Proven
 Common Sense
 3E’s – Effective, Efficient &
Economical Use of Resources
 Agile & LEAN
 Assurance & Confidence
 Governance & QA

Frameworks - Options

Best Practices Everywhere

Traditional ITSM facts and fiction
• ITIL is process based
• ITIL is heavy influenced by infrastructure, hence the name
• ITIL works best for traditional IT that have a more waterfall approach to
ITSM
• You don’t need ITSM if you have your services in the cloud.

PUBLIC
PUBLIC
How did we end up with these views?
• The core ITIL books consist of a lot about process
 However it also talks about people and culture
• It talks about outcomes not outputs but shows outputs for each process
 Adopt and adapt is talked about a lot but we have relied on consultants &
trainers to provide guidance to the enterprise
• Change is rigid and controlled and heavily based on the CAB
 This is an often quoted misconception

PUBLIC
PUBLIC
What has ITIL to offer to digital
transformation?
• ITIL is non prescriptive
• It is flexible
• It is based on outcomes not outputs
• By using your risk appetite and technology enablers you can adopt and adapt ITIL to
your organization
• New guidance has been released The ITIL practitioner

PUBLIC
PUBLIC
ITIL Practitioner
Continual Service Improvement
Communication
Measurement
& Metrics
Organizational
Change Management

PUBLIC
PUBLIC
What are Axelos top tips?
1. Always remember that YOU are accountable for YOUR service.
2. Outcomes are what matters not outputs, define what you want and measure them.
3. Communication is vital.
4. Create an organizational culture around service management.
5. Ensure that measures are MEANINGFUL and contribute towards outcomes.
6. Work in small steps ensuring that the changes are embedded.
7. Understand your needs and partner with your service provider if possible.

What is the Reference Point for Digital Transformation?

Digital Transformation - Music

Digital CIO Mindset
Digital
Transformation
Requires Total
Organizational
Commitment
Traditional Digital
Strategy Efficiency Innovation
Culture Hierarchy Collaboration
Talent Low Cost High Skills
Technology Legacy Cloud, Mobile, Apps, AI
User Experience “Who Cares?” Mission Critical
IT Philosophy Default to “No” Default to “Yes”
Project Management Waterfall Iterative (Agile)
Business Model Service & Support Relationship & Partner
Source: CXOTALK

Barriers to Digital Trend Adoption
Top Barriers That
Impede Taking
Advantage of
Digital Trends

Digital Leaders & Change

1. Business/IT relationship is key (closing the gap between both,
focusing on the same goals & NOT overlooking the role of IT)
2. There is a common DNA among digital leaders and the path to
digital transformation shows common traits (even if context
matters)
3. As said, each industry is impacted, including your industry.
Customers, employees, partners, nor competitors or new,
disruptive players, will wait for business to catch up, regardless of
industry
4. Digital transformation is led from the top (or at least requires firm
buy-in from the top – and all stakeholders)
Four Digital Transformation Realities to Emphasize
MYTH REALITY
Digital is primarily about the customer
experience
Huge opportunities exist in efficiency,
productivity & employee leverage
Digital primarily matters only to tech or
B2C companies
Opportunities exist in all industries with no
exceptions
Let a thousand flowers bloom, bottom-
up activity is the right way to change
Digital transformation must be lead from
the top
If we do enough digital initiatives, we will
get there
Transformation management intensity is
more important for driving overall
performance
Digital transformation will happen
despite our IT
Business/IT relationships are key, & in
many companies they must be improved
Digital transformation approach is
different or every industry & company
Digital leaders exhibit a common DNA
In our industry we can wait & see how
digital develops
There are digital leaders outperforming
their peers in every industry today

The “What” & “How” of Digital Transformation

Four Types of Digital Maturity
These companies have implemented /
experimented with many sexy digital
applications. Some of these initiatives may
create value, but many do not. Motivated to
bring on digitally powered change, but the
digital transformation strategy is not founded
on real knowledge of how to maximize business
benefits.
Favour prudence over innovation. Understand
need for a strong unifying vision as well as for
governance & corporate culture to ensure
investments are managed well. Typically
sceptical of the value of new digital trends,
sometimes to their detriment. Careful approach
may cause them to miss valuable opportunities
upon which their more stylish competitors will
pounce.
Truly understand how to drive value with digital
transformation. Combine a transformative vision,
careful governance & engagement, with sufficient
investment in new opportunities. Through vision
& engagement, they develop a digital culture that
can envision further changes & implement them
wisely. By investing & carefully coordinating digital
initiatives, they continuously advance their digital
competitive advantage.
These firms do very little with advanced digital
capabilities, although they may be mature with
more traditional applications such as ERP or
electronic commerce. Although companies may
be Beginners by choice, more often than not
they are in this quadrant by accident. They may
be unaware of the opportunities, or may be
starting some small investments without
effective transformation management in place.

Maturity by Industry

Digital Maturity Matters in Every Industry
Beginners
Pharmaceuticals – Executives see threat in digital transformation
but less opportunity than other industries do, perhaps because of
regulation.
CPG – Digital opens new possibilities for firms to engage directly
with customers. 24% of firms surveyed stand out as Digirati, while
others lag far behind.
Manufacturing – Traditionally slow to react to digital,
manufacturing is on the cusp of emerging from Beginner status.
Efforts in digital remain focused on operational efficiencies and
worker enablement
Conservatives
Insurance – High expectations for digital and strong vision and
governance suggest that the insurers should be leading the digital
revolution. Yet, this is not the case for most firms.
Utilities – For the Conservative Utilities industry, efficiency is the
name of the game in digital transformation. Constant pressure to
reduce costs and the advent of smart metering create digital
opportunities in customer experience, worker enablement, analytics
and process improvement
Fashionistas
Telecom – Facing ever-increasing levels of connectivity and data
consumption, Telecom firms have been quick to respond.
Travel & Hospitality – Since the advent of the web, digital has
turned the industry upside down. The industry has responded, with
81% of firms in the Digirati or Fashionista quadrants and no
Beginners. Opportunities exist to improve worker enablement in
many companies.
Digirati
Banking – Digital is revolutionizing the relationship between customers
and retail banks, who have responded with strong capabilities in customer
service, analytics and even social media.
Retail – A decade-long history with digital disruption has seasoned retailers
and produced a number of Digirati (26% of firms surveyed). Retailers are
generally confident in the potential for social and mobile, as well as their
digital skill set.
High-Tech – For High-tech, digital is close to home. Firms generally enjoy
well-developed capabilities and high digital maturity. They are also – not
surprisingly – enthusiastic about digital’s potential.

Industry Digital Transformation
27
 Used technology to improve in-
store experience & increase
operational excellence
 Automating mining operations to
improve efficiency & safety while
creating new business opportunities
 Developed vision & governance
capabilities before it began to
implement new digital services in
its cars
 Built a digital division (Nike Digital
Sport) to coordinate & extend the
successful activities it had built
separately in social media, digital
product design, custom manufacturing

How Digital Transformation Changes the Nature of Work

Digital Transformation
29
 Organisations today are “rushing” to become
more digital - So what does digital mean?
 new shiny technology
 new way of engaging with customers, suppliers &
employees
 new way of doing business
 By definition if we are surrounded by technology
– pervading every aspect of our working & social
lives.
 effort to maximise the value the organisation
 effective service management is at the core of great
organisations – delivering effective, efficient & economical
use of “resources” in terms of People, Process, Technology

The Digital Transformation Divide

Digital Strategy is Not Yet Business Strategy

Stages of Digital Transformation
Business as
Usual: Organizations
operate with a
familiar legacy
perspective of
customers,
processes, metrics,
business models, and
technology, believing
that it remains the
solution to digital
relevance.
Present and
Active: Pockets of
experimentation are
driving digital
literacy and
creativity, albeit
disparately,
throughout the
organization while
aiming to improve
and amplify specific
touchpoints and
processes.
Formalized: Experime
ntation becomes
intentional while
executing at more
promising and
capable levels.
Initiatives become
bolder, and, as a
result, change agents
seek executive
support for new
resources and
technology.
Strategic: Individual
groups recognize the
strength in
collaboration as their
research, work, and
shared insights
contribute to new
strategic roadmaps
that plan for digital
transformation
ownership, efforts,
and investments.
Converged: A
dedicated digital
transformation team
forms to guide
strategy and
operations based on
business and
customer- centric
goals. The new
infrastructure of the
organization takes
shape as roles,
expertise, models,
processes, and
systems to support
transformation are
solidified.
Innovative and
Adaptive: Digital
transformation
becomes a way of
business as
executives and
strategists recognize
that change is
constant. A new
ecosystem is
established to
identify and act upon
technology and
market trends in pilot
and, eventually, at
scale.

7 Layers of Digital Transformation
Know where to startCustomer
Experience
Culture
Organization
Business
Model
Processes
Infrastructure
Leadership &
Capabilities

Creating a Digital Transformation Engine

Digital Transformation: Catalysts & Inhibitors
DIGITAL ETHNOGRAPHY
Focus on the new customer
journey
DIGITAL DARWINISM EVOLUTION
DIGITAL DARWINISM
Adapt to new technology or
die
BEHAVIORAL ECONOMICS
Digital opens new touch
points
LEADERS LEAD
Empowerment is top down,
inspiration cascades
DATA PARALYSIS
Actionable insight need
new support paradigm
CAUSE EFFECT
No dedicated
resources
TUNNEL VISION
Silos prevent CX
collaboration
EDUCATION
Execs need to know
what they don’t know
No common vision
Competitive disadvantage
Lack of sense of urgency
Broken experience
Internal collaboration
Expand market opportunities
Culture of innovation
Hero’s journey, customer
inspire change
CSI

Dynamic Value Opportunity
BUT………….

Six Steps to Getting Digital Transformation Started

Digital Reshape
38
Digital can reshape every aspect
of a modern enterprise

Building Digital Maturity: Digital DNA
39
1. Transformative Vision
2. Digital Governance
3. Engagement
4. IT-Business relationships
Four key transformation management practices that enable companies to align their digital efforts under a
common vision & coordination structure, & engage the company in making that vision a reality:

Conducting Your Own Digital Transformation
40
 Frame the Digital Challenge
1. Understand the threats
2. Access your firms digital maturity
3. Create/have a transformative digital vision
4. Senior team should have common vision
 Focus Investment
1. Identify where the company should excel
2. Decide if you need to adapt your business
model
3. Develop strong enterprise level
governance
 Engage the Organization at Scale
1. Putting the organization in motion early
2. Continuous two-way communication
3. Encourage employees to ID new practices
& opportunities
 Sustain the Transformation
1. Fill the skills gaps
2. Quantify & monitor progress
3. Iterate & improve

You Don’t Become Digitally Mature Overnight

42
Digital Service Management
Digital Innovation
Digital
Workplace
360 Customer
Engagement
Digital
Marketplace
IoT Automation
Customer Internal
Service
Requests
Business
Enablement
Service Optimization
Open ITIL Process & Solution Content
Digital Service
Management

Go from Zero to One
Leverage the world where
your clients experience
does not exist (yet)
Nespresso; iPhone;
Amazon; Groupon
Instagram
What does
Transformation of Legal
Business mean to you?
Just 5 words?
“The best way to
predict the future is to
create it” Peter Drucker
Focus on:
client experience, new
customers & users,
profitability, quality of
life
PAIN + LOVE
Hellven (hell + heaven)

Alternative Legal Services Model
Secondment
AxiomLaw
Leman Solicitors
Lawyers on Demand
Onit.com
Thefoldlegal.com.au
www.spoke.law
Virtual Counsel
Risk reduction
Aosphere.com
Cooleygo.com
Advisors/Managed Service
Compliancehr.com
Unitedlex.com
Riverview Law
New Fee Model
AFA. Team Scheduling
Associpartner
Sales/Rainmakers
Ipshark.com
Rethinklaw.org
Blog.lawtrades.com
Other Legal Services & Support examples
Clearspire to LegalMosiac, VLP Law Group, LegalForce

 Adoption of AI/IA
contract review of risk & value
 Voice Recognition & Digitized
no paper
 Mobile First -> AI First
quick & easy to use
 Drafting 2.0
 Case/Project Management
Where will the Transformation Happen?

Consulting Features
48
 Lean 6 Sigma
 Non FE’s becoming FE’s
 Value Billing
 New Corporate entities (LS; Consulting; More…)
 International Focus
 IT & R&D Function

Lessons from Previous Transformations

50
 Case Study
Mark Tumilty
Kainos
Delivery Manager

Presented by
Stephen McCalden & Mark Tumilty
Delivering Agile Support

• Agile support is the continuation of the core agile principles that have been followed
within the delivery phase after a service has gone live…
• Individuals and interactions over processes and tools
• Working software over comprehensive documentation
• Customer collaboration over contract negotiation
• Responding to change over following a plan
• Support Team Structure
• Developers
• WebOps
• Analysts / Architects
• Scrum Master
• Security
• UX
Agile Support
What is Agile Support?

• Essentially both are Agile methodologies but Kanban work would be
ongoing and not broken into individual sprints.
• Scrum approach isn’t suited to Support as emergency incidents
received would disrupt a running sprint.
• Kanban very customisable. Every instance of it will be completely
different (eg. Different workflow, limits, etc.) therefore easily
adaptable to teams / projects / customers.
Kanban v Scrum
What’s the difference?

A method for managing knowledge work with an
emphasis on just-in-time delivery while not
overloading the team members.
Key components are a recognised workflow, a
mechanism to visualise it and metrics to measure
effectiveness.
Work limits are key where certain states or members
cannot be overloaded (ie. Work-in-progress limits)
What is Kanban?
Kanban

• If you try to do more things at the same time, you will take longer to complete them all
• Better to focus on highest priority/quickest win items to ensure continuous progress
• Work In Progress (WIP) limits restrict the volume of tasks engineers are allocated creating focus
How does Kanban help?
Kanban helps focus and prioritise

• Agile delivery doesn’t stop with Go-Live
• Clients require a continuation of Agile delivery throughout project lifecycle
• Once Support take over there’s still a requirement for continuous
improvement
• Kanban is the best fit as engineers handle multiple incidents across
multiple projects continuously
• Greater chance of continued business as uninterrupted service
management following delivery  support transition
Kanban in Support
Why Kanban in Support?

• Get organised within your team and your project
• Create a visualisation method (ie. Board)
• Be dedicated – It will not be second nature at first and will need to be worked at
• Evolve with it – Don’t stick with an element that’s not working. Change is perfectly fine
within Kanban so make it your own
Getting Started with Kanban in Support
How to begin with Kanban
• Someone to “lead”
• Daily calendar 10min morning stand-up invite to all team members
• What did you do yesterday?
• What are you going to do today?
• What blockers are in the way of making progress?
• **Do not discuss the details of the incident**
• Large whiteboards fixed on the walls
• Regular sweep comparisons of the board to KIM
• Managers have to participate too
How to adopt Kanban

• Before Go-Live…
• Embedded support staff for final 2-4 sprints
• ½ funded by support & ½ funded by delivery
• Full collaboration within delivery team as scrum resources
• Knowledge transfer & Skilling up
• After Go-Live…
• Improved documentation brought back to support
• Improved visibility of support staff by the customer
• Service design package creation leading to new delivery phase (ie. DVLA phase 2)
DVLA Support
DVLA Case Study

• High-profile GDS exemplar project for online electoral registrations
• Unique on-site familiarisation transition phase following go-live into support
• 2 support staff embedded into GDS onsite for 6 weeks to assist with delivery of
change and gather knowledge (1 x WebOps & 1 x Application)
• Kanban support of all incidents, change and service requests
• Kainos Incident Management (KIM)
• Kanbanflow.com
• ITIL-aligned support delivery
• Sprint-based delivery of change
• Mixed team of WebOps and Application executing fortnightly sprints of pre-agreed
backlog changes
• Daily remote stand-ups with direct Cabinet Office involvement
Cabinet Office (IER) Support
IER Case Study

• An increase in work items within a specific column indicates a blockage during that life cycle phase
• An increase in coloured cards / “dots” indicates a project/engineer overload
• A reduction in lead times indicates an improvement in service management to the customer
Measuring Agile Success
How to tell when agile is working

• Kanban adopted within support in June - piloted across a number of teams
• Clear reduction in lead times across all agile projects (Pre-Kanban avg vs Post-Kanban avg)
• Seamless transition of delivery stories into support tickets
Measuring Agile Success
Kainos’ Agile Support Metrics

Challenges for Agile Support so far
Offsite
• Physical board impossible to
see so unable to know
allocated tasks
• Inability to update the board
with progress to inform other
team members or add new
tickets
• Solution!  Digital version
using Kanbanflow.com and
dual updating adopted
M Integration
• Need to stop duplication of effort in
replicating KIM (incident) details
• Retain KIM security and confidentiality
so 3rd party tool has to be limited to
KIM# and title only
• Solution!  Potential project for
someone to create a
kanban.kainos.com which hooks
directly into KIM, shows all projects
and is secure enough to display full
incident details
Adoption
• Encourage team enthusiasm
towards stand-ups and board
editing
• Diligent attendance of stand-ups
• Keeping update content to a
minimum
• Solution!  Perseverance and
recognition that it is worth it to
have better organisation and
improved service

• What are the current gaps in the delivery of support on Agile projects?
• How do we ensure support is considered from the outset of a project?
• How can we ensure that the relevant governance is in place for a service as soon as it
goes live?
• Should there be a separate Support team on an Agile project, or is it a continuation of
Development post go-Live?
• If separate teams:
• Should we embed support engineers within the current delivery team, and when?
• Should we facilitate the use of delivery staff in a supporting role post go live?
• How do we address the allocation of work between break fix, enhancements and
continuous improvements?
Agile Challenges
What agile challenges are still present?

Successes of Agile Support so far
Organisation
• Much better visibility of your
workload
• Better daily planning as a
result of stand-ups
• Improved teamwork as
immediately obvious what
other team members are
doing allowing distribution of
incidents more efficiently
Customer Service
• Improved lead times from open to
close
• Regular prompting of customer-owned
incidents
• Improved customer service satisfaction
ratings
• No visible gap in service provision to
the customer. Continued agile
throughout.
Management
• Better visibility of engineer
workloads
• Better visibility of project
workloads
• Earlier visibility of incident
blockers as a result of stand-ups
• Less interaction with the team
required

• Scrubbing the defects
• Time-bound sprints
• Support and development team collaboration
• Transparency/Visibility
• Focusing on Business Value
• Improving Quality
• Focusing on Customers
• Stakeholder Engagement
• Application of best practices from Agile/ITIL combined
How does agile help support?
Agile Benefits

Agenda
68
08:15 - 9:00 Registration - Tea/Coffee
09:00 - 9:15 Introductions & Why Best Practice Methodologies? – Gemma Morgan, Sales Manager
Belfast, SureSkills
09:15 - 10:15 Digital Transformation - what challenges are organisations facing today? - Ruaidhri
McSharry, Director Service Management SureSkills
10:15 - 10:45 Industry Examples / Case Studies
10:45 - 11:15 Adopt & Adapt with Real Business Value - How Best Practice Methodologies Work
together? – Bill Heffernan, Service Management Expert, SureSkills & SP3 Services
11:15 - 11:45 Service Management & Digital Transformation
11:45 - 12:30 Q&A & 1:2:1 Conversations/Networking

Why Me?
69
 30 years experience in IT
 15+ years specialising in IT Management Best Practice
 Customers
 Public & Private Sector
 Small, Medium & Large
 Targeted improvements to organisation transformation

ITIL® - Agile Service Management?

So what is ITIL®
71
• A Framework
• Service Management
• Lifecycle approach
• Deliver value
• Continually improve
• Process based but 4 P’s

“ITIL is not Agile”
72
 CSI
 Incremental Improvement
 PDCA (Deming) -> LEAN, 6 Sigma
 Communication & Control Framework
 Inherent CSI
 Cross functional collaboration
 Internal & External Communication & Collaboration
 Manage
 Delivery- People (resources), Process (activities), Products (technology & automation),
Partners
 Services – utility & warranty

Realities – This Example
73
Service Transformation
Utility to Trusted Partner
 Service Provider (not
Technology management)
 Business Aligned (Value
Adding)
 Trusted Partner
 Local to Global
Year 1
 Establish core (basic) Organisation,
processes, systems
 Relatively ‘Waterfall’
Year 2 + 3
 Organisation Objectives (e.g.
Globalised services)
 Service Improvements /
Remediation

Strategic Objectives to Incremental Improvement
Objectives / Outcomes in all plans & CSI register
Incremental changes towards objectives, not projects
Priorities assessed weekly, monthly, bi-annual, annual
Opportunities identification – metrics, customers (BRM), Service Owners, Process Owners
Business Strategy

IT Strategy Year 1 Year 2 Year 3

Annual Plan Cycle 1 (Q1 & Q2) Cycle 2 (Q3 & Q4)

Cycle Plan
CSI Register u M1 u M2 u M3 u M4 u M5 u M6

The Bottom Line?

Digital Transformation – Service Managers Perspective
76
Using earlier slides:
 Digital CIO Mindset
 What & How of Digital Transformation
 Six Steps to getting Digital
Transformation Started
 Digital Transformation Realities to
Emphasise
 Barriers to Digital Trend Adoption
 Issues Facing Systems (IT) Change

Digital CIO Mindset
Digital
Transformation
Requires Total
Organizational
Commitment
Traditional Digital
Strategy Efficiency Innovation
Culture Hierarchy Collaboration
Talent Low Cost High Skills
Technology Legacy Cloud, Mobile, Apps, AI
User Experience “Who Cares?” Mission Critical
IT Philosophy Default to “No” Default to “Yes”
Project Management Waterfall Iterative (Agile)
Business Model Service & Support Relationship & Partner
Source: CXOTALK

What & How of Digital Transformation

Six Steps to Getting Digital Transformation Started
ITIL - Value
ITIL - Service Perspective (4P’s)
ITIL - Metrics
ITIL – Service Requirements
ITIL – Continual Service Improvement (CSI)
ITIL – Knowledge & People Management

1. Business/IT relationship is key (closing the gap between both,
focusing on the same goals & NOT overlooking the role of IT)
2. There is a common DNA among digital leaders and the path to
digital transformation shows common traits (even if context
matters)
3. As said, each industry is impacted, including your industry.
Customers, employees, partners, nor competitors or new,
disruptive players, will wait for business to catch up, regardless of
industry
4. Digital transformation is led from the top (or at least requires firm
buy-in from the top – and all stakeholders)
Four Digital Transformation Realities to Emphasize
MYTH REALITY
Digital is primarily about the customer
experience
Huge opportunities exist in efficiency,
productivity & employee leverage
Digital primarily matters only to tech or
B2C companies
Opportunities exist in all industries with no
exceptions
Let a thousand flowers bloom, bottom-
up activity is the right way to change
Digital transformation must be lead from
the top
If we do enough digital initiatives, we will
get there
Transformation management intensity is
more important for driving overall
performance
Digital transformation will happen
despite our IT
Business/IT relationships are key, & in
many companies they must be improved
Digital transformation approach is
different or every industry & company
Digital leaders exhibit a common DNA
In our industry we can wait & see how
digital develops
There are digital leaders outperforming
their peers in every industry today

Barriers to Digital Trend Adoption
Top Barriers That
Impede Taking
Advantage of
Digital Trends
Barriers to any
change?
But effective
ITSM can help.

Same Issues Facing Systems (IT) Change
Top 10 Barriers of
Success for
Systems
Implementation
(Digital)
Standard IT
Change issues?
Resistance to
business agility?

ITIL® & Digital Transformation – My View
83
 Different types of services but still services
 Different service delivery models
 Driving greater IT & Business collaboration
Digital Transformation
Challenging for Service Providers
But
Not for Service Management

ITIL is not suitable for digital age?
84
 Beware the evangelist!
 Manage process but focus on outcomes – bureaucracy, fail
to manage, all or nothing
 ITIL® says ……
 Understand business value
 Manage culture – business & IT
 Communications & Control – channels & content (MI)
 Relationship Management (business & suppliers)
 Continual Service Improvement - leadership

Remember Pragmatic ITSM – Theory into Practice
85
Practitioner Principles
 Focus on Value
 Design From Experience
 Start Where You Are
 Work Holistically
 Progress Iteratively
 Observe Directly
 Keep It Simple
 Collaborate
 Be Transparent
Grumpy’s Principles
 Understand the Customer & Market
 Understand the Service Provider
 Validate / Create Strategic Vision
 Understand / Focus on value
 Engage Senior Stakeholders
 Don’t implement ITIL®
 Get visibility (services & delivery)
 Communication & Control Framework
 Incremental Improvement
 Service Managers in charge (not process)

Parting Advice
One Solution does NOT Fit All
ITIL®, DevOps, Lean, 6 Sigma, Kanban, PRINCE2™, SCRUM….
Adopt & Adapt

What Digital Transformation means to me?
87
Digital Transformation:
 Does not require a new service management framework
 Does not challenge ITIL® Principles
 Can help transform the business perspective of services and service
delivery …….
OPPORTUNITY
IT as Service Champions in the business?

Questions – SO WHAT!!

SureSkills Ireland
14 Fitzwilliam Place, Dublin 2,
D02 W025, Ireland
Sales: +353 1 240 2262
Reception: +353 1 240 2222
Fax: +353 1 240 2233
info@SureSkills.com
SureSkills N. Ireland
Callender House, 58–60
Upper Arthur Street, Belfast
BT1 4GJ, United Kingdom
Sales: +44 28 9093 5565
Reception: +44 28 9093 5555
Fax: +44 28 9093 5566
niinfo@SureSkills.com
SureSkills Canada
1 Rideau St #748, Ottawa, ON
K1N 8S7, Canada
Phone: +613 319 1161
cadinfo@SureSkills.com
SureSkills USA
Suite 200, 7000 N. Mopac
Expressway, Austin,
TX 78731, USA
Toll Free: +1 855 278 7555
usainfo@SureSkills.com
Thank you
Ruaidhri McSharry
Director Service Management
SureSkills

Leveraging Best Practice Methods in an Age of Digital Transformation Belfast - Slides

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Leveraging Best Practice Methods in an Age of Digital Transformation Belfast - Slides