Deliver IT Innovation and Optimize IT Service Delivery with ITIL Practices

by Terence Okus, MSc

HP Enterprise Services Federal Consulting

Today, a challenge exists around ITIL’s ability to deliver on innovation and

optimization.

You’re uncertain about ITIL’s ability to deliver on promises of service

innovation and optimization.

You’d like to be certain of how ITIL is essential to IT innovation and

optimization.

You’re looking to be an innovative IT Service provider.

Discover the three missing pieces for delivering IT innovation and service

delivery optimization.

IT Leaders that face disruptive technologies fail when laws of

organizational nature overpower them.

Principle #1: Service organizations depend on customers and “investors”

for resources

Established firms are successful at staying atop sustaining technologies (technologies their customers need)

but stumble over disruptive ones.

Managers may think they control the flow of resources in their firms, in the end it is really customers/”investors”

who dictate how money will be spent.

Successful service providers ensconce themselves among a different set of

customers – those who want the products of disruptive technologies.

Principle #2: Markets that don’t exist can’t be analyzed.

Hallmarks of good management for sustaining innovation include

understanding markets.

Avoid analysis paralysis when entering disruptive technology markets.

Focus on discovery based planning.

Principle #3: Technology supply may not equal market demand.

Disruptive technologies can become full performance-

competitive within the mainstream market against established

products.

Customers can no longer base their choice upon which is the higher

performing product.

Companies must carefully measure trends

to catch the points at which the basis of

competition will change.

Embracing ITIL can provide a

mechanism for fostering

innovation.

The value network must be addressed in order to seamlessly bring suppliers

together.

Stakeholders demands value from IT.

A common lexicon is needed.

There is no value without fit for purpose and fit for use.

Lower cost of ownership can enable IT to address the low margin markets.

Customers will ultimately base

their service selection on price.

Resources can be diverted to new capabilities needed to service low

margin markets.

Provide distinct and measurable competitive differentiation.

Recovered resources can be allocated to

the creation of disruptive services.

Identify potential disruptive technologies.

Build the markets and the supporting services.

The exploitation of disruptive technologies create results.

IT Leaders must demonstrate capability for optimal IT Service

delivery.

Reportable metrics drive action.

Customers recognize your tangible value

Performance information is

motivation for moving the needle.

Part of the golden thread.

Control objectives enable on-demand capability audits.

Point in time readings validate improvements.

Regulatory compliance no longer becomes an issue.

Identifies acceptable levels of risk.

Continuous improvement is

the key to success.

Golden Standard: Deming’s PDCA

Continuous value delivery keeps customers engaged.

Creates consistent and cost-effective services.

Recognize three pieces needed for IT innovation and service delivery

optimization.

ITIL has the ability to deliver on promises of service innovation and

optimization.

You can now be certain ITIL is essential to IT innovation and optimization.

Look no further.