The global IT service management (ITSM) market is growing at nearly 16% annually. There are good reasons for that healthy clip: ITSM leads to a 40% reduction in business downtime by some counts. ITSM proponents often purport increased operational efficiency, lower IT management costs, improved customer satisfaction and even risk reduction.
However, it’s not always easy getting to those benefits. According to a recent TeamDynamix study, 44% of respondents cite high costs and administrative burdens associated with their ITSM program.
For those organizations getting started in ITSM or those with a program underway that could use an uplift, some steps can be taken now to help get started and optimize ITSM efforts.
First, get a baseline of the current environment and define obtainable goals. Organizations must establish a baseline of existing business-technology processes and infrastructure management from the start—comprehensively survey service delivery methods, pain points, and top areas for improvement. Make sure business unit management and IT management are involved in information gathering.
Identify definable ITSM goals. Typical objectives include cost reduction through enhanced processes, improved quality of service to end users and specific ways operational efficiency will be increased. “To successfully deploy and adopt IT service management, organizations first need to understand what they aim to achieve and ask themselves “What does success look like, and how will I know I achieved it,” says Andy Palmer, vice president, managed IT services at Pivot Point Consulting. With clear targets, the implementation will run in a more focused and smooth manner.
Don’t attempt too much at once. Instead of instantaneously implementing large swaths of IT processes, organizations should take a few small steps at a time. Experts advise finding a pilot ITSM project and building from there. “All too often, organizations enter large initiatives like ITSM without a goal in mind, and having those success metrics can drive decisions that impact the ITSM rollout methodology,” says Palmer.
By taking small steps, enterprises can hone their approach to their implementations and build success as the ITSM initiative progresses.
Secure Executive Buy-in and Support. ITSM implementation requires significant organizational change, making executive support crucial for success. IT leaders must articulate the business value of ITSM to C-level executives, highlighting potential ROI and long-term benefits.
Also, establishing a senior leadership steering committee can help maintain focus and resolve any high-level challenges during implementation.
Invest in the Right Tools. When changing internal IT processes, it’s crucial to pick platforms and toolsets that fit within the organization and how it functions. Tools that further ITSM efforts should integrate well into the existing environment and adapt to changes in how teams work and scale.
Focus on People and Culture. ITSM will change how people work significantly, hopefully for the better, but staff is typically change-resistant. That’s why it’s crucial to provide staff training, set the right expectations, and build a culture of service excellence.
“Change management is an inherent ingredient for ITSM success,” says Ari Harrison, the director of IT at BAMKO. “When we implemented a new network administration protocol at a financial services firm, staff resistance was initially high. We gradually overcame this resistance by fostering an inclusive environment where employees were educated on the benefits of these changes and involved in the transition process. This approach not only facilitated smoother implementation, but also cultivated a culture more receptive to future transformations,” Harrison explains.
Establish Metrics and Continuously Improve. Choose and clearly define key performance indicators so that the organization can measure the extent of its ITSM success. Such metrics often include mean time to resolve, customer satisfaction scores, or the number of incidents resolved at first contact. Periodically revisit these metrics to see if they provide the insights needed or if other metrics would help improve the ITSM initiative. “As with any new process, continuously monitor for successes against your goals and adjust for opportunities for improvement,” says Palmer.
While ITSM success is a long road, those who master ITSM will be the organizations that can best meet evolving business demands for digital transformation, and benefit from new technologies as they arrive.
