A brief "primer" on the importance of IT Service Transformation, the key steps, the role of a transformation "Change Agent" and how I can assist companies achieve their transformational goals.

1. Bill McVicker Consulting Mentoring Change Agent
IT Service
Transformation

2. With proven experience and methods, I help clients identify, design,
introduce, and improve technology-enabled services that help organizations
achieve their desired business outcomes.
Research has revealed that one of
the ways top companies
distinguish themselves is by
positioning technology-enabled
services as a strategic asset. IT
investments must be aligned with
the overarching business
requirements and the modern CIO
is under increasing pressure to run
IT as a service-oriented business,
responsible for helping create true
business value.
stage for even faster, more
responsive and more cost-effective
IT capabilities.
These advances require CIOs to
build service organizations that
can manage IT services to respond
to business threats and
opportunities and drive the
enterprise forward. IT Service
Management helps CIOs achieve
this dual imperative.
Service-oriented architectures,
software-as-a-service, software
defined infrastructure, Dev/Ops,
network convergence, mobility
and other trends have initiated
noticeable improvements in
IT flexibility, processing power,
storage capacity and cost
adaptability. The acceptance of
cloud computing as a viable and
secure platform, have also set the

3. Achieving superior IT service management
must begin with the adoption of a service
mentality and a clear understanding of
what customers most value. The ability to
manage IT services is to gain a deep
understanding of the desired business
outcomes of each customer group, and
demonstrate how IT supports these
outcomes--rather than focusing on the
technology itself.
Because outcomes differ from organization
to organization, no two journeys to IT
service superiority are the same.
Regardless of the services delivered, IT
organizations need to be able to manage,
monitor and report on IT’s contribution to
business outcomes. I assist clients in
mastering each stage of the service
lifecycle—
from strategy and design to transition,
operation and continual improvement. In
addition to providing a real-time
assessment of the capability at each
lifecycle stage, I help
clients ensure that service levels are
optimized and service costs are
transparent to key stakeholders.
Service transformation includes key
components of cultural adoption, such as
experiential learning, training, career
paths, team and individual objectives,
recognition and reward schemes,
communications and other activities to
win hearts and minds
• Process blueprints - this includes
process design, workflow simulation,
procedural guides, job aids and ongoing
process improvement (continual and
periodic). Process blueprinting also
includes designing, implementing and
monitoring key internal metrics and
process performance measures.
• Technology enablement - this includes
providing support for implementing
commercial off-the-shelf service
management tools and products,
automating processes, establishing data
and knowledge repositories and creating
an integrated service management tools
architecture.
IT Service Management
Journey
Transformation Methods
My methods are based on three key areas
that span each phase of the service
lifecycle:
• Service transformation - this
includes direction on how
to design, develop and implement IT
service management as a strategic asset. It
helps organizations fulfill the desired
business outcomes associated with their
service portfolios such as, cost reduction,
operational effectiveness and distinctive
performance.

4. For example:
• I assisted one client in the redesign of their IT
Service Management operating model and
organizational design, which resulted in a 20 percent
yearly budget reduction. An end-to-end service
management transformation can streamline
processes, improve the customer experience,
achieve license compliance and reduce operating
costs by as much as 30 percent each year.
• I have conducted Service Management evaluations
at a number of organizations to determine the key
strategic and tactical initiatives required to reduce
service costs up to 30 percent while improving the
quality of service performance.
• I helped one client define and catalog key
information-based technology-enabled services in
terms that the business understood and created a
supporting catalog of standard service requests to
improve the customer experience and achieve
business productivity savings.
I help CIOs achieve their goals of
creating value for the business.
I am uniquely positioned to help clients achieve high
performing IT Service Management functions through:
• A business focus. I understand clients are seeking
to differentiate based on the services they offer to
their customers. I focus on the business outcomes of
IT services.
• Extensive knowledge and experience. I have more
than 20 years of experience in helping clients
transform their IT service organization, with a
demonstrated customer focus and the technical
acumen needed to deliver. Additionally, I have deep
know-how and contributed to the ITIL® Service
Strategy Book which provides the blueprint to help
CIOs move beyond operational efficiency to strategic
service management
• Vendor independence. I have experience and
relationships with a number of technology providers,
plus capability implementing major service
management tools and solutions.
Why Me?

5. "A corporation is a living organism; it has to
continue to shed its skin. Methods have to change.
Focus has to change. Values have to change. The
sum total of those changes is transformation."
Andrew Grove
A change agent is a person who helps an
organization transform itself by focusing
on such matters as organizational
effectiveness, improvement, and
development. A change agent eventually
focuses their efforts on the effect of
changing technologies, structures, and
tasks on interpersonal and group
relationships in the organization. For
change success, the focus must culminate
with the people in the organization and
their interactions.
In my roles as an IT Transformation Change
Agent, I often play the function of a
researcher, trainer, counselor, or teacher.
While some change agents specialize in
one function, I will often shift my role
depending upon the needs of the
organization. I have key competencies that
have made me an effective change agent:
• Diagnose problems – Quickly
understand both the business drivers and
the organization well enough to identify
performance issues and analyze their
impact on short and long term business
results
• Build relationships with clients – Form
partnerships with mutual responsibility for
the outcomes of the change effort.
• Ensure that the Vision is Articulated –
Interpret the hopes and motivations of the
IT workforce through the Vision statement.
• Set a Leadership Agenda – Define the
ongoing role for leaders, such as
communications, role modeling,
reinforcement of desired behaviors etc..
This, requires a rapid understanding of the
dynamics history and competencies of the
Change Agents – people
who act as catalysts for
change…
A proven successful Change
Agent
leadership team and to have the tenacity
to insist on the agenda’s accomplishment.
• Solve Problems – Recommending
solutions is not the same as solving
problems. My role as an executive change
agent means that the problems
encountered are often loaded with
emotional and political dynamics. I possess
the insight to recognize the problem, the
sensitivity to see its importance to those
involved, the courage to take honest and
often difficult measures to resolve it and
the credibility to be heard.
• Implement Plans to Achieve Change
Goals - Successful organizational change
on any significant scale can be attributed
to the right strategy and appropriate
change in organization culture. Culture
change, in turn, relies heavily on aligned
and supportive people policies, systems
and processes.