The failure rate of ITSM change projects has stayed at a steady 70% for almost 20 years. The number one reason for failure remains constant resistance to change by the people who must carry out the work. Learn how to get people working with and not against you in this seminar.

1. Pink Elephant – Translating Knowledge into Results
The 4 Ps of Successful Organisational Change
People, People, People, People!
(Or….the ABC of ICT!)
Pink Elephant EMEA Ltd
Think Differently. Think Pink

2. The 4 Ps of ITIL People, People, People, People © Pink Elephant 2014 unless otherwise stated. All Rights Reserved.
Introduction – Peter Hubbard
 Principal ITSM Consultant
 Worked in ITSM for over15 years
 Regular speaker at industry events
 Worked in all sorts of organisations, large and small.
City of London

3. The 4 Ps of ITIL People, People, People, People © Pink Elephant 2014 unless otherwise stated. All Rights Reserved.
Growing pains.... The Griener Growth Model
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Organizational Development Stages
Stage 1
Network
Stage 2
Directive
Stage 3
Delegation
Stage 4
Coordination
Stage 5
Collaboration
©Crowncopyright2007ReproducedunderlicensefromOGC.–Figures6.4.6.5,6.6,6.7&6.8–SSBook
Operational
Tactical
Strategic

5. The 4 Ps of ITIL People, People, People, People © Pink Elephant 2014 unless otherwise stated. All Rights Reserved.
So how do I deliver better value in IT?
SERVICE STRATEGY
 Strategy Management For IT Services
 Service Portfolio Management
 Business Relationship Management
 Financial Management For IT Services
 Demand Management
SERVICE OPERATION
 Event Management
 Incident Management
 Request Fulfillment
 Problem Management
 Access Management
Functions
 Service Desk
 Technical Management
 IT Operations Management
 Application Management
SERVICE DESIGN
 Design Coordination
 Service Catalog Management
 Service Level Management
 Availability Management
 Capacity Management
 IT Service Continuity Management
 Information Security Management
 Supplier Management
SERVICE TRANSITION
 Transition Planning & Support
 Change Management
 Service Asset & Configuration
Management
 Release & Deployment Management
 Service Validation & Testing
 Change Evaluation
 Knowledge Management
CONTINUAL SERVICE
IMPROVEMENT
 Seven Step Improvement
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6. The 4 Ps of ITIL People, People, People, People © Pink Elephant 2014 unless otherwise stated. All Rights Reserved.
Process Re-Engineering Changes
Everything!
People
 Enhanced skills
 Multi-functional teams
 Values/beliefs
 Cultural biases
 Training
 Career development
Process
 Single point of accountability
 Logical group of activities
 Cross departmental
 Defined procedures
 Repeatable, consistent
 Global standards
Management
 Mgmt. commitment
 Mgmt. participation
 Compensation/rewards
 Values/beliefs
 Coaching/enabler
 Career opportunities
 Organizational design
Technology
 Teamwork enabled
 Service Management tools
 Integrated data sharing
 Knowledge management
 Management information
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7. The 4 Ps of ITIL People, People, People, People © Pink Elephant 2014 unless otherwise stated. All Rights Reserved.
Change Project Failure Rates
1995 Kotter published research showing that only 30% of change
programs were successful
1998 Turner & Crawford published a study showing only 33% of
change programs achieved partial or complete success
2005 Prosci published of study of 10,000 projects and found 29%
were successful
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2008 McKinsey report indicates that
success rate for change projects is
still just 30%
2011 Standish Group report that the
success rate still just is 34%

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So why do change projects fail?
 “60% of change projects stumble on precisely the things
they are trying to transform; employee attitudes and
management behaviour”
 Source: Geoff Wade “Cracking the Change Code”
 Kotter: 1995
 Mckinsey :2005 & 2008
 Prosci: 2005 & 2009
Other studies show that positive attitudes to change are
vital to succeeding in cultural change programs
 Kotter: 1995
 Martin: 1998
 Gilmore & Barnett: 1992
 Adams, Russell Gaby: 2000
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Attitude
Behavior
Culture

9. The 4 Ps of ITIL People, People, People, People © Pink Elephant 2014 unless otherwise stated. All Rights Reserved.
What is ABC?
ABC
of
ICT
What’s
that?
Attitude – how we respond (positively
or negatively) towards a certain idea,
object, person or situation
Behaviour – response of an individual
or group to an action, environment,
person or stimulus
Culture - encompasses all learned
and shared, explicit or tacit,
assumptions, beliefs, knowledge,
norms and values

10. The 4 Ps of ITIL People, People, People, People © Pink Elephant 2014 unless otherwise stated. All Rights Reserved.
..that Iceberg won’t
stop US!
Full steam ahead! Value
is our goal
ABC is like an
iceberg; a lot
of it hidden
beneath the
surface, and
capable of
inflicting
huge damage!
We embark on
our ITIL journey
to Transform
our ITSM
capabilities and
deliver
business
value
Relevance of ABC?

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Emotional Cycle Of Change

12. The 4 Ps of ITIL People, People, People, People © Pink Elephant 2014 unless otherwise stated. All Rights Reserved.
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1250
people
‘Resistance’ – The Top Ten
Saying ‘Yes’; meaning ‘No’
No management commitment
ITIL is the objective not what it should achieve
Never mind about following procedures just do
what we normally do
ITIL Never work here
Throwing (ITIL) Solutions over the wall and
HOPING people will follow them
IT thinks it doesn’t need to understand the
Business to make a Business case
Unable to specify VALUE for the business
No understanding of Business impact & priority
Plan, Do, Stop…No real CSI
1
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3
4
5
6
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13. The 4 Ps of ITIL People, People, People, People © Pink Elephant 2014 unless otherwise stated. All Rights Reserved.
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Do you see resistance to change by people to be a
major concern to your ITSM implementation project?
Poll Question 1

14. Pink Elephant – Translating Knowledge into Results
Considerations For
Implementing Service Management

15. The 4 Ps of ITIL People, People, People, People © Pink Elephant 2014 unless otherwise stated. All Rights Reserved.
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Don’t run before you can walk…
Optimising
1
2
3
4
5
In terms of:
-vision and steering
-people
-processes
-technology
-cultureInitial
Repeatable
Defined
Managed
Processmaturity
© Crown copyright 2007 Reproduced under license from OGC Figure 8.3 Service Design, page 212

16. The 4 Ps of ITIL People, People, People, People © Pink Elephant 2014 unless otherwise stated. All Rights Reserved.
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ITorganisationalmaturity
Value chain
Business
Customer
Product
/ Service
Technology
Business influence
Easy way to see where you are…
© Crown copyright 2007 Reproduced under license from OGC Figure 8.2 Service Design, page 212

17. The 4 Ps of ITIL People, People, People, People © Pink Elephant 2014 unless otherwise stated. All Rights Reserved.
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5) Value Chain Focused
Service Strategy
Service Portfolio Mgmt.
4) Business Partner Focused
Financial Mgmt (costing and charging)
IT Service Continuity Mgmt. (Integrated with Bus Cont)
Demand Mgmt.
Transition Planning and Support
3) Business Customer
Focused
Service Portfolio Mgmt. (CSI Focused)
Financial Mgmt. (service based costing)
SLM (Business Relationship Mgmt.)
Service Catalog Mgmt. (Interactive / business customer)
Capacity & Availability Mgmt.
Enterprise IT Supplier Mgmt.
Knowledge Mgmt.
2)Service Focused
Service Portfolio Mgmt. (Project Focused)
Service Level Mgmt. (ola / sla)
Release & Deployment Mgmt. (SVT & Evaluation)
Service Asset & Configuration Mgmt.
Problem Mgmt. (Proactive)
Information Security Mgmt.
Request Fulfillment / Event Mgmt.
IT Service Continuity Mgmt. (IT focused)
1) Technology Focused
Change Mgmt
Problem Mgmt. (RCA – Reactive)
Incident Mgmt.
Service Catalog Mgmt. (IT & user focused)
Access Mgmt
Logical and Physical Device Security
Capacity, Availability, Event (component / domain)
ContinualServiceImprovement
So where should I start my journey?

18. The 4 Ps of ITIL People, People, People, People © Pink Elephant 2014 unless otherwise stated. All Rights Reserved.
So how do I handle the cultural change?
1. Establish a sense of urgency
2. Create a guiding coalition
3. Develop a vision and strategy
4. Communicate the change vision
5. Empower broad-based action
6. Create short-term wins
7. Consolidate gains / more change
8. Anchor in the culture

19. The 4 Ps of ITIL People, People, People, People © Pink Elephant 2014 unless otherwise stated. All Rights Reserved.
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J. P. Kotter’s ‘Eight Steps…’
Leading change:
Eight Steps
Core challenge Desired behaviour
1. Establish a sense of
urgency
Get people ‘out of the bunker’ and
ready to move
People start telling each other,
‘Let’s go, we need to change
things!’
2. Create a guiding
coalition
Get the right people in place with
the trust, emotional commitment
and teamwork to guide the difficult
change process
A group powerful enough to guide
large changes influences others
to accept change, and one that
works well together
3. Develop a vision
and strategy
Get the guiding team to create the
right vision and strategies to guide
action in all of the remaining stages
of change. This requires moving
beyond number crunching to
address the creative and emotional
components of vision.
The guiding team develops the
right vision and strategy for the
change effort.
4. Communicate the
change vision (and,
communicate it over
and over again)
Get as many people as possible
acting to make the vision a reality.
People begin to buy in to the
change and this shows in their
behaviour.
© Crown copyright 2007 Reproduced under license from OGC Figure 8.2 Continual Service Improvement, page 157

20. The 4 Ps of ITIL People, People, People, People © Pink Elephant 2014 unless otherwise stated. All Rights Reserved.
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J. P. Kotter’s ‘Eight Steps…’
Leading change:
Eight Steps
Core challenge Desired behaviour
5. Empower broad-
based action
Remove key obstacles that stop
people from acting on the vision.
More people feel able to act, and
do act, on the vision.
6. Create short-term
wins
Produce enough short-term (quick)
wins fast enough to energise the
change helpers, enlighten the
pessimists, defuse the cynics and
build momentum for the effort
Momentum builds as people try
to fulfill the vision, while fewer
and fewer resist change.
7. Consolidate gains
and produce more
change
Continue with wave after wave of
change, not stopping until the vision
is a reality – no matter how big the
obstacles
People remain energised and
motivated to push change
forward until the vision is fulfilled
– fully realised.
8. Anchor new
approaches in the
culture
Create a supporting structure that
provides roots for the new ways of
operating.
New and winning behaviour
continues despite the pull of
tradition, turnover of change
leaders, etc.
© Crown copyright 2007 Reproduced under license from OGC Figure 8.2 Continual Service Improvement, page 157

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Effective Management of Change
Necessity if there is no necessity established, there
is a lot of resistance from the people
Vision if there is no vision, there is confusion
among the employees
Plan if there is no plan, there is chaos in the
activities and the transition
Resources if there are no/fewer resources, there is
frustration among the employees
Competence if there is no competence, there is fear or
failure among the employees
Five important ingredients of change:

22. The 4 Ps of ITIL People, People, People, People © Pink Elephant 2014 unless otherwise stated. All Rights Reserved.
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Managing Organisational
& Stakeholder Change
Do
 Establish a baseline and vision
 Develop a communication strategy and check that
communications are understood
 Identify impact on other services, processes, systems
and people not involved in Service Transition
 Identify impact on customers/users and other
stakeholders
 Be able to articulate and communicate why are we
making this change
 Identify new skills/knowledge required

23. The 4 Ps of ITIL People, People, People, People © Pink Elephant 2014 unless otherwise stated. All Rights Reserved.
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Managing Organisational
& Stakeholder Change
Do
 Consider development requirements including training,
coaching, mentoring
 Promote the right culture
 Promote organisational discipline
 Integrate HR support
 Put the right people in the right role/job
 Help people to manage stress
 Encourage people to think that the situation can be
improved – it generally can be
 Provide easy access to information about the change
 Ensure new or changed documentation/instructions are
concise and understandable for the target audience

24. The 4 Ps of ITIL People, People, People, People © Pink Elephant 2014 unless otherwise stated. All Rights Reserved.
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Managing Organisational
& Stakeholder Change
Don’t
 Try to micro-manage everything
 Put minor changes through bureaucratic processes
 Forget the agreed degree of exposure to risk
 Focus solely on the IT
 Forget the people
 Over-complicate things
 Ignore the after effects of failed changes on people
 Neglect the costs of transition
 Succumb to inertia
 Pretend that there will be no losers

25. The 4 Ps of ITIL People, People, People, People © Pink Elephant 2014 unless otherwise stated. All Rights Reserved.
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Equipped And Ready!!
Fact: Many ITIL implementations fail to achieve their desired aims.
A Forrester report revealed that the biggest reasons for ITIL
initiatives failing is resistance (Behavior) to change 52%.
(We don’t know how to convince people)
Fact: More than 70% are unable to measure or demonstrate the
value of an ITIL improvement program.
(We don’t know how to apply)
Fact: 94% said current ITIL training and certification
doesn’t help address ABC issues.
(We don’t know how to solve the above)
Attitude
Behavior
Culture
ITIL: Does it help or hinder?

26. The 4 Ps of ITIL People, People, People, People © Pink Elephant 2014 unless otherwise stated. All Rights Reserved.
Poll Question 2
Are you implementing IT Service Management as
a formal project or as a BAU activity?
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Questions?
info@pinkelephant.co.uk
www.pinkelephant.co.uk
@PinkElephantUK
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