Improving IT Service Delivery

Improving IT Service Delivery Why the IT leadership team needs a shared point of view

So, what is a shared point of view? ,[object Object],[object Object],[object Object],© 2011 Copyright Formicio Limited The following pages contain a point of view on improving IT service delivery that the Formicio team has developed and evolved over many years. We share it in the hope that it will help IT leadership teams develop their own point of view. We all have a point of view; we may not communicate it explicitly, and it may not be aligned with our leadership colleagues, but it’s very clear to our followers.

Improving IT service delivery – nine crucial elements ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],© 2011 Copyright Formicio Limited Having a shared point of view provides a platform for change. It embraces a set of values and beliefs, and forms a basis for developing a change methodology and plan. It makes the implicit, explicit.

1. An organisation’s value proposition, operating model and mindset need to be aligned Operating Model Mindset Value Proposition © 2011 Copyright Formicio Limited What the organisation delivers to its customers and the value they get How people feel about their organisation, their role and prospects – the principal driver of behaviour The processes, organisation, governance and how performance is measured – basically how work gets done High performance is achieved when all three domains of capability are aligned

2. An IT operating model comprises a number of facets, all of which need to be aligned Org. Design Measurement Services Portfolio Sourcing Governance Processes IT Operating Model Services Portfolio – aligned and segmented product and service offerings that meet business demand Processes – effective and efficient processes delivering predictable and repeatable services © 2011 Copyright Formicio Limited Executive Council Core Process Council Management Team Companies/ BUs Organization SVP Governance – structures that orchestrate development, funding, adjudication and execution of decisions Organisational Design – structure of resources and individual competencies Service Content Richness Service Level Quality Standard Service Premiere Service ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Service Options Measurement – that reflects outward-facing business objectives and key performance indicators Sourcing – segment suppliers, understand their value proposition, develop the right relationships and execute flawlessly Manage IT Organisation Manage IT Supply Operate IT Infrastructure Discover Business-IT Potential Deliver Business Solutions Operate Business Systems Manage Enterprise Architecture Manage Business-IT Portfolio Manage Customer Relationships

3. IT demand and supply matures over time © 2011 Copyright Formicio Limited IT’s operating model needs to evolve as the relationship between IT and the business matures through the levels Demand Supply Support Improve Innovate Time Business Transformation ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Business Effectiveness ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Business Efficiency ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Value

4. ‘One size does not fit all’ – authentic differences need to be accommodated ,[object Object],[object Object],[object Object],[object Object],The extent to which shared service organisations can provide common solutions depends on the extent to which the enterprise has common and shared business processes Dedicated and specific to business units Common to all business units (clients) Corporate only Common to some business units (clients) Business Units (Clients of shared services) Shared Services Corporate Functions © 2011 Copyright Formicio Limited

5. Best practice frameworks are useful but have limitations @VAL-IT.com PRINCE2 © 2011 Copyright Formicio Limited It makes sense to use some of these frameworks, especially ITIL in the infrastructure space, but they are only part of the answer. The challenge is knowing which aspect to leverage and how to implement, own and continuously improve. ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

6. Behavioural change is more challenging than process change © 2011 Copyright Formicio Limited ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

9. Collaboration, not PowerPoint, drives engagement, sustained performance and continuous improvement ,[object Object],[object Object],[object Object],© 2011 Copyright Formicio Limited A wiki approach enables a culture of continuous improvement – empowered people sharing their knowledge and passions and taking pride in what they do. Semantic Wiki

Improving IT Service Delivery

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Improving IT Service Delivery