This abstract provides the main results of Mielabelo survey arount the IT service management maturity in Belgium. It addresses the IT governance, its organisation the ITSM side and the tooling as well.

1. 1
Mielabelo is the unique Belgian consulting firm sustaining the development
of organizations through innovating and pragmatic services. Our vision is
that sales, information & operational processes improvement are three
strategic concerns that organizations must consistently align to achieve
today’s & tomorrow’s success.
Mielabelo has organised its added value delivery by building a long
term relationship with its customers and developing packaged solutions
(methods, tools, coaching) supported by knowledge communities centred
around “on pay roll” employees.
Started in 2009, Mielabelo is now rich of 35 employees.
Multiple similar ITSM surveys exist for other world countries. Belgium, yet pioneer in using the ITIL
best practices in the early 90’s, was lagging behind. Mielabelo decided to remedy this!
59 entreprises participated and they answered around twenty questions. These organisations are
active in both private and public domains, such as healthcare, bank and insurances, industry, utilities
and services. Even if this panel was quite limited, it gave a smart insight into the Belgian context.
The conclusions of the survey were quite fruitful...
Generally speaking, what is the profile of the ICT owner?
According to the survey, the ICT owner is then the ICT Manager. He is the person in charge of
improving the service quality. He manages an installed base of about 3000 PCs, 400 servers and
around 600 mobile devices. This latter point starts being a concern in terms of support management.
His support team is composed of 30 people, mostly internal employees. He has chosen ITIL v3 for
both governance and service management control.
He does not yet use permanent channels for addressing his internal customers: word-of-mouth
and coffee-cup-sharing remain the major feeding process for improving the delivered services. The
ICT manager acknowledges the value of regular ITSM assessments and the definition of an ITSM
roadmap.
On a daily basis, processes are managed on top of operational duties by the team members. There
are no clear responsibilities defined and everybody contributes to the coordination. Committees
involving internal customers exist but they are mostly used for reporting purposes.
The ICT Manager has not yet analyzed new ways of delivering a better service: his tools are not that
user-friendly and they remain expensive. As well, the marketing efforts (business service catalogue,
self-service protals, wiki, quick survey…) are rather limited.
As a conclusion, it must be said that the Belgian ICT manager has been a pioneer in the 90’s by
White paper 2 : IT Governance
The results of Mielabelo’s ITSM survey and
what they can teach us
At the end of 2013, Mielabelo conducted a large survey about the ITSM landscape in Belgium, by collecting data’s
on IT Service Management at major organisations. What’s the goal of this survey? Define Belgium’s maturity in
terms of IT service management and help the enterprises benchmark with the general Belgian ITSM trend.
Introduction

2. 2
introducing best practices (as ITIL) into the operations and equipping the department with the first
ITSM solution (BMC, HP, …). At this stage, he doesn’t have such an advance anymore in terms of ITSM
maturity: he does not benefit from “CRM-like” ITSM solution, new operational frameworks (LEAN IT)
and customer oriented flows.
More details to be found underneath!
The detailed results
1. Service Management Trends
• The ICT owner has not yet a seat in the Executive
Committee. ICT remains a support center, no business
enabler.
• IT remains “Product” oriented instead of becoming a
Service Provider:
- No strong commitment to the Business to
deliver value
- No permanent channels to keep listening to
the Voice of the Customer
• Companies focused on the same traditional
processes
• Belgium does not yet benefit from modern ITSM
tools because of its early ITIL adopter experience
2. Organizing for ITSM
• 59% of respondents have conducted an ITSM
assessment in the last 12 months
- 88% found it to be of value
- Almost 30% will not carry out such
an assessment. Excess of trust about IT plans?
• 55% of our respondents have a documented ITSM
roadmap
- 12 months is the typical horizon
- 81% see value in the roadmap
• 61% only of the organizations have a formal ITSM
organization
- Almost 25% have full-time resources
- 34% manage ITSM processes on top of
operational activities
3. ITSM Governance
• Only 55% of the respondents have actionable
metrics
- 22% have no metrics at all
- 7% only have metrics communicated to
the Business
• 43% of respondents have no processes audited
- 78% use external auditors
• 20% of the respondents use COBIT for ITSM
governance
- Most of them uses ITIL as governance
framework as well
- ITIL v3 appears as a reference

3. 3
Do you want a more detailed version of these results?
Ask for it by sending a mail to: emmanuel.jaunart(at)mielabelo.com
• 28% of the organizations have linked ITSM to a Quality Program
- 8% only have started operational excellence programs (LEAN based)
4. ITSM tools
• 7,5% have no ITSM tool at all
• 50% have a “on premises” license tool while
27,5% own a development based on an opensource
solution
• 5% only have a SaaS solution
• 40% of respondents have implemented a CMDB
• 52% have inventory tools
• 92% have a global ticketing tool for addressing
incident and request management
• Most of the time the tool lacks of:
- Ergonomy
- Flexibility
- Ease of use
Conclusion : advice from Mielabelo
If you are an ICT owner...
• Do not underestimate the importance of communicating with Business users
• Involve users in:
- Incident & demand management (wiki, self service, …)
- Service improvement (surveys, moments of truth, …)
• Keep what works for you:
- ITIL is only a best practice
- Working with operational teams for improving the quality of service is more
important
• Act locally:
- Small steps
- Pragmatic
- Sustainable