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Beyond IT ServiceManagement If the world wasn’t changing, we might continue to view IT
purely as a service organization, and ITSM might be the most
important focus for IT leaders. But it’s not, it isn’t and it won’t be
— at least not in its present form.
By Jonathan Feldman
rep or ts. informationweek.com
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3 Author’s Bio4 Executive Summary5 Research Synopsis6 At Your Service? Maybe, Maybe Not8 What Gives?10 When Service Isn’t Enough12 ITSM: IT Strategic Model15 Appendix29 Related Reports
Figures6 Figure 1: Making IT More Service-Oriented7 Figure 2: Reasons for Not Working Toward Service-
Oriented IT8 Figure 3: IT Service Management Maturity9 Figure 4: Importance of IT Service Management
Functions10 Figure 5: IT Service Feedback11 Figure 6: Soft Skills vs. Technical Skills12 Figure 7: Reporting on Service Metrics13 Figure 8: Formal Quality-Control Processes?15 Figure 9: Use of Process-Based Quality-Control
Processes16 Figure 10: Service Catalog for Business Users17 Figure 11: Purpose of Service Catalog
18 Figure 12: Security as a Service?19 Figure 13: Perception of Security Services20 Figure 14: Usefulness of IT Service
Management Tools21 Figure 15: Consumers of IT Services Data22 Figure 16: IT Service Management Tool
Automation23 Figure 17: Most Important Benefit of
Service Management Initiative24 Figure 18: Drawbacks to IT Service
Management25 Figure 19: Job Title26 Figure 20: Revenue27 Figure 21: Industry28 Figure 22: Company Size
CONT
ENTS
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Jonathan Feldman is chief information officer for the city of Asheville, N.C., where he encourages innovation through better business technology and process. Asheville is a rapidly growing and popularcity; it has been named a Fodor top travel destination and is the site of many new breweries, including NewBelgium’s East Coast expansion. During Jonathan’s leadership, the city has been recognized nationally andinternationally (including the International Economic Development Council New Media, NATOA Community Broadband and the GMIS Best Practices awards) for improving services to citizens and reducing costs through IT innovation.
Jonathan’s business innovation training and experience includes an MS from Georgia Tech’s businessschool and 20-plus years of business technology practice with a diverse group of customers: government,military, law enforcement, financial services and healthcare. As a business technology consultant, heworked with dozens of public- and private-sector organizations, helping them understand the businessbenefits, risks, governance, process changes and policies that go with new technologies. He has broughtstartup ideas to large organizations and works in the community as an organizer and mentor to help startups succeed. His work with Asheville’s startup and open data scenes have been featured byGovTech.com and the National League of Cities.
Jonathan is a popular public speaker and InformationWeek columnist on the topics of leadership, innovation, IT people skills and running large organizations “like a startup.” Learn more about Jonathan at about.me/jonathanfeldman.
Jonathan FeldmanInformationWeek Reports
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There are two ways to look at an IT as a service model: as a well-intentioned but jar-gon- and bureaucracy-filled worldview or as a fully integrated, engaged and involved partof the company’s operations. You can guess which one we recommend, and it seems the409 respondents to our InformationWeek 2013 Service-Oriented IT Survey agree.
Fully 83% say making IT more service-oriented, where IT at the larger organization isconsumed, priced, evaluated and paid for on a service level, rather than on an overalltechnology architecture or capital asset level — the dreaded cost center model — is either a reality now (51%) or on the drawing board (32%). Other data points:
>> 62% collect regularly scheduled (at least once per year) service-level feedback fromcustomers, up five points from our 2011 survey.
>> 35% are willing to compromise slightly on technical skills to get a candidate with theright soft skills — oral and written communication, customer service, emotional intelli-gence and conflict management
>> 12% are in full manual mode, lacking any automation or integration tools to resolveIT service management issues
In this report we:>> Dig into IT’s new reality, exploring the downside of being perceived solely as a ser -
vice provider.>> Suggest a better plan: becoming a business partner and strategist.Respondent breakdown: 33% have 5,000 or more employees; 24% are over 10,000.
Education, healthcare and financial services are well-represented, and 41% are IT direc-tor/manager or IT executive management (C-level/VP) level; an additional 12% are non-ITexecutives (C-level/VP) or line-of-business managers.
EXECUTIVE
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RESEARCH
Survey Name InformationWeek 2013 Service-Oriented IT Survey
Survey Date July 2013
Region North America
Number of Respondents 409
Purpose To determine adoption of service-oriented IT in the enterprise.
Methodology InformationWeek surveyed business technology decision-makers atNorth American organizations. The survey was conducted online, and respondents wererecruited via an email invitation containing an embedded link to the survey. The email invitation was sent to qualified InformationWeek subscribers.
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Millions of dollars and years of labor havegone into IT service management consulting,adopting ITIL practices and deploying soft-ware. Was it worth it?
Those on the service desk and vendors thatsupply IT service management tools and ser -vices would answer this question with an un-qualified “Yes.” But to channel Upton Sinclair,it may be suspect to ask those whose salesrevenue and salaries are tied to a business ini-tiative to actually judge that initiative.
Instead, let’s look at some facts gleanedabout the market, customers and suppliers,and our research:
>> According to ITSM University’s 2013“State of the ITSM Market,” while Gartner re-ported ITSM growth, the revenue numberscontained an outlier deal with the U.S. govern-ment that actually hid a decline in ITSMspending.
>> In May, Seeking Alpha reported “In-vestors Receive A Fair Value For A Deteriorat-ing Business” about BMC, one of the larger
ITSM vendors, with a market capitalization of$6.5 billion.
>> ServiceNow insiders sold more than$400 million of stock after its IPO, disregard-ing bullish calls from research firms. Whilethe stock has done relatively well, Fool.com’s
Seth Jayson recently said that 84.5% of itsoperating cash flow is “coming from ques-tionable sources.” That doesn’t mean wrong-doing, but it does call out revenue thatdoesn’t come from product sales — thingssuch as changes in taxes payable, tax bene-
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Is your organization working toward making IT more service-oriented, where IT at the larger organization is consumed, priced, evaluated and paid for on a service level, rather than on an overall technology architecture or capital asset level?
17%
32%
51%
Making IT More Service-Oriented
Data: InformationWeek 2013 Service-Oriented IT Survey of 409 business technology professionals, July 2013 R7190713/1
1
Yes
No, and we have no plans to do so
Not yet, but we're considering it
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At Your Service? Maybe, Maybe Not
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Figure 1
July 2013 7
fits from stock options and asset sales.>> ServiceNow competitor CA hasn’t quite
gotten out of the ITSM game, but it has diver-sified significantly.
>> Our InformationWeek 2013 Service-Ori-ented IT Survey of 409 business technologyprofessionals shows 51% actively engaged inITSM. When we asked those folks the most im-portant benefit that their organizations haverealized from service management initiatives,the top answer was “better relationships withIT and customers” (39%), followed by “lesswasted time and resources.” Very few cite dol-lar savings or better morale. When asked forthe downside, 46% — almost half — say morebureaucracy is a consequence of ITSM, and18% invested in software that nobody usesanymore. A similar number of folks say thatnot much has changed since they made theITSM investment.
>> Our current data, when compared withour 2011 survey, shows that not much haschanged in terms of adoption; ITSM is prettystagnant. More on that in a moment.
Marc Andreessen famously said, “Markets
that don’t exist don’t care how smart you are.”Markets that are shrinking also don’t care howsmart you are or how good your product is.
The question is, why might the market beshrinking, or why might there not be as muchfocus on ITSM? We all need good, disciplinedservice management, don’t we?
Yes, but not everyone wants to make a su-per-special investment in it — some wouldprefer it baked in, in the same way that whenyou hire a new employee, you want him to be
nice. You don’t want to spend extra. The rela-tively modest evolution in ITSM between2011 and 2013 also points at some cynicismsetting in. Adoption isn’t up: About as manyare doing formalized service management in2013 as were in 2011. And about as many or-ganizations collect feedback, soft skills areabout as important now as they were in 2011,and the percentages of those that use qual-ity-control mechanisms is about the same,give or take a few percentage points. Use of
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FAST FACT
51%of respondents to our
2013 Service-Oriented
IT Survey are actively
engaged in ITSM.
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Why isn’t your organization working toward making IT more service-oriented?
Reasons for Not Working Toward Service-Oriented IT
We don’t see a need
We can’t afford it
We’re outsourcing IT as much as possible
Other
Note: Multiple responses allowedBase: 68 respondents at organizations not working toward making IT more service-orientedData: InformationWeek 2013 Service-Oriented IT Survey of 409 business technology professionals, July 2013
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58%
17%
14%
21%
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automated tools has gone up a bit, but notsignificantly; there was only a 1% uptick intwo years, in those who say they have a “high”or “moderate” level of automation to resolveIT service management issues.
Largely, what we did in 2011 is what we’redoing in 2013.
On the usefulness of a service catalog, 7%of those respondents offering such a catalogto business users say, “Beats me, nobody’s us-ing it,” versus 4% in 2011. Of a service man-agement implementation, one respondentsays it’s “an impossibly complicated piece ofbureaucracy. We implemented it poorly, ittakes more time to document the work thanget it done, and it has generally slowed ITproduction dramatically.” Another respon-dent says his ITSM implementation intro-duced “lots of buzzwords for IT that furtherconfuse and sometimes alienate the busi-ness,” which wasn’t a real improvement. Yetanother chimes in: “My company is pedalingbackward on its initial move to service-ori-ented IT. This relapse is being driven by diffi-culty to unit-cost services. Everything is mov-
ing back to project-based reporting for easyaccounting.” Who would have ever thoughtwe’d call project-based cost accounting easy?
What Gives?We offer two possible explanations for cool-
ing enthusiasm around ITSM. First, the urgencysurrounding ITSM in the late ‘90s and early2000s was fueled by IT being perceived as a
“sole source” of technology for the business.Organizations were resigned to the bureau-cratic model, where everything was central-ized, and things tended to take advantage ofeconomies of scale and (sometimes) cost less.
IT also had a well-earned reputation for be-ing the “preventer of information services,”with cartoonists like Scott Adams mockingnetwork administrators who told their cus-
Best Practices: IT ServiceManagement Standards
A growing number of IT organi-zations are pursuing IT servicemanagement deployments toimprove customer relationshipsand better align with the busi-ness, and ITIL is emerging as theframework of choice. To get themost out of ITIL, organizationsshould focus on the practical ele-ments and avoid the impracticaltheoretical components. We’llwalk you through the processwith 10 recommended steps.
DownloadDownload
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2013 2011
How would you classify the maturity of your organization, in terms of IT service management?IT Service Management Maturity
We actively manage IT as a service
Some of our IT offerings are managed as services, others are not
We manage underlying components that make up IT services, but not the service, end to end
We do not manage IT services
Base: 409 respondents in July 2013 and 479 in July 2011Data: InformationWeek Service-Oriented IT Survey of business technology professionals
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25%25%
37%41%
30%27%
8%7%
Figure 3
July 2013 9
tomers to email them … about an email out-age. It was the days of technology-focused,not customer-focused, IT. Customers werecalled “users” and IT staffers, with some excep-tions, tended to blame the victim. It was nowonder that service management initiativesgot the attention that they did — improvingthe only game in town was a critical goal,given how much organizations were startingto rely on networking and computing. But inan age of consumerization, it’s not only yourtop saleswoman who thinks she can go toBest Buy and grab a laptop and a MiFi andnever talk to IT again, except to get a username and a password. Some VPs and CEOsfeel that way, too.
So what now? For those IT teams that havemade the switch to customer-focused servicemanagement, no more big push is needed.For those that have not made the switch,your days are numbered, and Best Buy is call-ing. Either way, this partly explains the flatpoll results.
Of course, a cooling in ITSM doesn’t meanthe market is going away. When any sector
matures, it naturally consolidates and slows.The perimeter security market of the ‘90s is agreat example: We went from literally hun-dreds of companies offering everything fromfirewalls to application-level proxy productsthat ran on servers to today’s offerings of in-tegrated perimeter appliances. There also
used to be an almost absurd reliance on theCISO, as if you could simply buy a securitydude and poof, instant security program. Ofcourse, most now realize that security must bebaked into every project and practice that ITengages in, and that employees must be ed-ucated about their roles in security. Similarly,
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2013 2011
How important are the following IT service management functions to your organization? Please use a scale of 1 to 5, where 1 is “not important” and 5 is “extremely important.”
Importance of IT Service Management Functions
Security management
Performance management
Configuration management
Reporting/metrics
Note: Mean average ratingsBase: 409 respondents in July 2013 and 479 in July 2011Data: InformationWeek Service-Oriented IT Survey of business technology professionals
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4.34.3
4.04.0
3.83.8
3.73.6
1 Not important Extremely important 5
Figure 4
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it would be quite natural and quite a relief ifITSM wasn’t the sole province of change man-agers or service managers, and was more or-ganically distributed throughout the IT organ-ization. But that also means that gigantic ITSMmoon launches might be over.
We have long said that ITSM practices canbe integrated with traditional tools withoutbuying purpose-built, jargonista gadgets.Many systems management products, for ex-ample, now offer the ability to integrate ITSMprinciples into traditional trouble reporting,say, by differentiating between service re-quests and incidents and outages.
And many aspects of ITSM aren’t theprovince of the ITSM champion at the organ-ization anyway. Seriously, if the CIO and divi-sion managers don’t understand major ITSMconcepts like “financial management” and“SLA management” and why “change man-agement” is super-important, the IT organi-zation is in major trouble. And as our surveyrespondents highlight, if ITSM is just aboutjargon for the cool kids, that might make surethat nobody outside of the cool kids under-
stands and integrates those practices intotheir daily jobs.
When Service Isn’t EnoughIronically, the major emphasis on service
may have been part of IT’s undoing when itcomes to consumerization, and may be pre-venting IT from providing as much value tothe organization as it possibly can. It’s cer-tainly not true that IT is now, or shall be again,a sole-source provider. But somewhere alongthe line, when we placed the emphasis backon the customer — and therefore back on
customer service — we forgot to say: We livehere too. We have skin in the game; we aren’tjust a commodity service provider, we under-stand the larger organization’s business bet-ter than any service provider could, and wecan be a great partner, not just a serviceprovider.
The truth is that in the world of cloud com-puting and consumerization, there areplenty of service providers that, when theycompete at scale, beat IT every time. Are youever going to do a better job in-house deliv-ering geographically distributed, low-re-
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2013 2011
Does your IT organization collect regularly scheduled (at least once per year) service-level feedback from your customers?
IT Service Feedback
Yes
No
Base: 409 respondents in July 2013 and 479 in July 2011Data: InformationWeek Service-Oriented IT Survey of business technology professionals
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62%57%
38%43%
R
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July 2013 11
sponse-time cloud-based email? Nope. That’swhat Google is for, and perhaps Office 365.Increasingly, it’s pretty darn obvious thateven infrastructure is becoming a commod-ity. When vendor XYZ comes in with a verti-cal application for manufacturing or someother specialized function, it used to be thatIT could provide infrastructure. Now the ver-ticals are increasingly providing either soft-ware-as-a-service, or someone other than IT(like Rackspace, Amazon or Azure) is provid-ing the infrastructure for those vertical apps.Indeed, one industry source tells us that Mi-crosoft has been incentivizing its ISVs — toput it mildly — to start using Azure for theirvertical apps.
And just as many shops were largely pow-erless to pick a platform when Microsoftcranked up its Wintel SQL server ecosystem tolure ISVs, IT will be powerless to stop businessunits from moving to the world of cloud infra-structure. Between Microsoft’s SQL/Wintelmachine and the momentum behind Ruby onRails, Django, and the likes of Heroku andAmazon Web Services, we believe internal in-
frastructure will go from 80%/20% internal toexternal to 20%/80% — if the internal infra-structure percentage is even that high.
IT will continue to deploy switches andother wired and wireless infrastructure, butdevelopments like Cisco’s acquisition ofcloud-based wireless switch maker Merakimake clear where that’s going. Desktops con-
tinue to be relentlessly slaughtered by theirsmaller, lighter, more user-friendly, IT-hands-off, reliable tablet cousins. When was the lasttime you had an unrecoverable applicationerror or blue screen on a tablet? And whichcan your younger employees use more easilyand efficiently, a touch-based platform or amouse? Your workers, and executives, know
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2013 2011
Generally, when your IT organization hires new staff, how much emphasis is placed on “soft skills”? These include oral and written communication, customer service, emotional intelligence and conflict management.
Soft Skills vs. Technical Skills
Complete emphasis on soft skills, cursory emphasis on technical skills
Would compromise slightly on technical skills to get the right soft-skills candidate
Would compromise slightly on soft skills to get the right technical candidate
Complete emphasis on technical skills, cursory emphasis on soft skills
Base: 409 respondents in July 2013 and 479 in July 2011Data: InformationWeek Service-Oriented IT Survey of business technology professionals
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7%7%
35%39%
39%40%
19%14%
R
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the answers to these questions. As the post-PC world continues to emerge,
think about the implications: virus protection,host intrusion prevention, software inventorymanagement agent, remote control agents,software and patch deployment, imagingservers, WAN optimization, and you can prob-ably think of other functions that will be ob-solete. Mobile application and device man-agement software and you’re done. PCsrepresent a labor-intensive, no-self-servicemodel that, from an organizational efficiencystandpoint, we should all be glad is on its lastlegs. But it also means that our overbuilt IT or-ganizations are going to have to change.
So what is IT’s role evolving to be? Fourwords: business partner, technology strategist.
ITSM: IT Strategic ModelMost importantly, we need to get rid of
“purely a service provider” thinking. InternalIT has a vested interest in the larger organiza-tion that no service provider has, but some-how, we’ve forgotten that. Steve Kallan, an ex-perienced enterprise operations consultant,
says that well-meaning accountability activi-ties at enterprises in the ‘80s and beyond cre-ated an atmosphere, which persists today,where most internal operations functions, notjust IT, are considered to be separate and
apart from the core business. That’s a mistake.In the same way that we don’t treat “execu-tives as a service” or consider business unitsas purely providing customer-acquisition andrevenue services, Kallan says “the best organ-
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2013 2011
How does your IT organization report on service metrics, such as customer service feedback, uptime and defect or outage rates, to its customers?
Reporting on Service Metrics
Formal periodic report (annual, monthly, quarterly)
Email as needed
Automated application, such as dashboard or intranet
Other
We do not regularly report service metrics to customers
Note: Multiple responses allowedBase: 409 respondents in July 2013 and 479 in July 2011Data: InformationWeek Service-Oriented IT Survey of business technology professionals
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39%39%
37%36%
24%26%
4%1%
34%34%
R
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izations know that their lifeblood is the bestsystems and human capital management.Other organizations might devalue thesefunctions and will likely suffer for it.”
News flash: IT is pretty darn good at systems.There will be operational functions, whether
IT is there or not. The meme that’s goingaround nowadays about “life without IT”would simply mean that other operationsfolks would have to figure out how to managecontracts and service-level agreements withexternal IT providers. It also means that thoseinternal ops folks will be at a significant sys-tems and technology expertise disadvantage.Any organization that, by now, hasn’t had abusiness unit come crying about how it lostits data when it wanted to switch SaaSproviders — or when the service providerwent out of business — probably doesn’thave a stable of very forward-thinking busi-ness units. If you’ve not had it happen yet, youwill. Even when business units figure out thisparticular problem, other nuances will remain,and the way that ITSM 3.0 will handle it willbe important to the organization.
Surprised? Thought we were saying ITSMis over?
No, it’s still important, but in less-obviousways. More and more, for example, the waythat marketing is done is via technology. Moreand more, startup culture, which doesn’t dis-tinguish between innovations in tech and in-novations in business process, will dictate ablended approach to product creation, cus-tomer acquisition and the relationship withcustomers. The helpfulness rule dictates thatas long as IT is helpful, IT will be suffered tolive. But to be helpful, IT will need to reinvent
itself. Again. Don’t feel too picked on — thesales team is in a similar tizzy: It’s no longerabout the most alpha sales dude doing thehard sell to “prime” clients, and that world hasbeen rocked as well.
The hardest part will be that “useful” ITSMpractices will have to be more business-fo-cused than ever before. You can’t be a partnerwithout understanding the business. At thesame time, IT will need to remain tech-savvy,in a world where tech isn’t just changingevery week, it’s a “go to lunch, fall behind”pace. The good news is that most IT organiza-
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2013 2011
Does your IT organization use formal quality-control processes, such as written standards, checklists, workflow charts, automated tools or testing labs, for new or upgraded technology deployments?
Formal Quality-Control Processes?
Yes
No
Base: 409 respondents in July 2013 and 479 in July 2011Data: InformationWeek Service-Oriented IT Survey of business technology professionals
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64%63%
36%37%
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July 2013 14
tions, after spending years with customers,have no excuse for not being incredibly mis-sion-oriented and savvy about whatever busi-ness they’re in. If your staff hasn’t absorbed agood bit about what brings in revenue, theyhaven’t been paying attention.
The other good news is that business unitswill continue to need someone to figure outwhat type of tech will make process easierand better.
In the immediate term, the most importantthings that IT leaders can do include assess-ing your organization and preparing it for thefuture:
>> Don’t sweat the formal service cata-log, but do inventory your services, throughservice catalog, top project lists or most-fre-quently delivered help desk services. For yourtop 10 services, label them “doesn’t matterwho does it” and “only we can do it.” Those“only we can do it” activities are your businessinnovation mojo — the reason your companyhas an internal IT function.
>> If you don’t have innovation activities,designate one and make it a priority on
your quarterly project list. Examples might in-clude making a start with big data (or, moreto the point, business intelligence and analyt-ics), finding a company that you admire that’sdoing something amazing with business techand trying to figure out how to transition thatto your business, or finding a technology ac-tivity that IT doesn’t traditionally participatein and volunteering staff to help out.
>> Take inventory of staff expertise withyour line of business, whether it’s insur-ance, government, banking or manufactur-ing. If the expertise level is low, consider for-mal training (why not send a help deskperson to sales training?) or job rotationsthat might help — for example, having aproject manager lead a nontech project in abusiness unit.
Transitioning staff to this new ITSM modelwon’t be easy. But it is where IT leaders needto be spending their time: beyond servicemanagement’s well-intentioned but jargon-and bureaucracy-filled world, and in the realworld of being an integrated and involvedpart of the company’s operations.
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Does your organization offer a service catalog to business users?Service Catalog for Business Users
Yes, and it lists services with pricing of the service
Yes, and it lists services without pricing
No
Base: 409 respondents in July 2013 and 479 in July 2011Data: InformationWeek Service-Oriented IT Survey of business technology professionals
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13%13%
24%20%
63%67%
Figure 10
July 2013 15
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2013 2011
To what degree does your IT organization use the following process-based quality-control processes? Please rate them using a five-point scale, where 1 is “not used” and 5 is “used extensively.”
Use of Process-Based Quality-Control Processes
Written standards
Checklists
Forward change schedule/change management process
Automated tools (application deployment, configuration management)
Testing lab(s) or test environments
Workflow charts
Implementation of standards, i.e., COBIT, ISO 20000, ITIL, etc.
Note: Mean average ratingsBase: 260 respondents in July 2013 and 302 in July 2011 with IT organizations using formal quality-control processesData: InformationWeek Service-Oriented IT Survey of business technology professionals
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3.93.9
3.93.8
3.93.9
3.83.5
3.73.7
3.63.4
3.33.3
1 Not used Used extensively 5
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July 2013 17
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What is the purpose of your service catalog?Purpose of Service Catalog
Defining services offered to set expectations and/or scope
Making customers aware of services that they might not otherwise know of
Defining service levels that are possible
Offering choices to users at various capability and pricing levels
Service catalog choices help us set staffing and other resourcing levels
Beats me; it's a waste of time since no one uses it
Other
Note: Multiple responses allowedBase: 151 respondents in July 2013 and 160 in July 2011 at organizations offering a service catalog to business usersData: InformationWeek Service-Oriented IT Survey of business technology professionals
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74%72%
65%67%
57%61%
36%39%
31%28%
7%4%
5%NA
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Please indicate the degree to which you agree or disagree with the following statements.
56%2% 33%4% 5%
21%5% 39%13% 22%
Disagree completely Disagree somewhat Neither agree nor disagree Agree somewhat Agree completely
Security should be like electricity; you don’t ask users if they want it, it’s just there
If our business users see a price list for security features, they’re going to go with the fastest, cheapest options and not worry about the outcome
Data: InformationWeek 2013 Service-Oriented IT Survey of 409 business technology professionals, July 2013 R7190713/12
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Security as a Service?
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With which of the following statements do you somewhat or strongly agree?Perception of Security Services
Security should be like electricity; you don't ask users if they want it, it's just there
If our business users see a price list for security features, they're going to go with the fastest, cheapest options and not worry about the outcome
Note: Multiple responses allowedBase: 409 respondents in July 2013 and 479 in July 2011Data: InformationWeek Service-Oriented IT Survey of business technology professionals
R7190713/13
89%85%
60%57%
Figure 13
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2013 2011
How useful are these tools in managing IT services in your organization? Please use a scale of 1 to 5, where 1 is “not at all useful” and 5 is “extremely useful.”
Usefulness of IT Service Management Tools
Service desk
Application performance management
Configuration management database
IT services portal/dashboard
Service-level management reporting
Service catalog
Note: Mean average ratingsBase: 409 respondents in July 2013 and 479 in July 2011Data: InformationWeek Service-Oriented IT Survey of business technology professionals
R7190713/14
4.04.0
3.53.5
3.53.4
3.53.5
3.43.4
3.02.9
1 Not at all useful Extremely useful 5
Figure 14
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2013 2011
Who are the consumers of data from your IT service management tools?Consumers of IT Services Data
Management (internal)
IT/operations
Customers/business units
Other
Note: Multiple responses allowedBase: 409 respondents in July 2013 and 479 in July 2011Data: InformationWeek Service-Oriented IT Survey of business technology professionals
R7190713/15
76%76%
74%82%
51%51%
3%2%
Figure 15
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2013 2011
What level of automation exists within your tools to resolve IT service management issues?IT Service Management Tool Automation
High; we have automated/integrated our tools
Moderate; we have some automation and tool integration
Low; we have some point integration and automation
None; we do not have any automation or integration
Base: 409 respondents in July 2013 and 479 in July 2011Data: InformationWeek Service-Oriented IT Survey of business technology professionals
R7190713/16
12%11%
43%42%
33%37%
12%10%
Figure 16
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What is the most important benefit that your organization has realized from your service management initiative?
7%
11%
10%
5% 5%
23%
39%
Most Important Benefit of Service Management Initiative
Base: 208 respondents at organizations working toward making IT more service-orientedData: InformationWeek 2013 Service-Oriented IT Survey of 409 business technology professionals, July 2013
R7190713/17
1
Better relationships with IT and customersBetter morale
Other
None
Some dollar savings (hundreds of thousands)
Significant dollar savings (millions)
Less wasted time and resources
Figure 17
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What, if any, are the downsides of IT service management at your organization?
Drawbacks to IT Service Management
More bureaucracy
We invested in software that nobody uses anymore
Little to no improvement vs. before service management project
Some waste of money (hundreds of thousands)
Worse relationship between IT and customers
Lower morale
IT staff turnover based on skills mismatch
Significant waste of money (millions)
Other
None
Note: Multiple responses allowedBase: 208 respondents at organizations working toward making IT more service-orientedData: InformationWeek 2013 Service-Oriented IT Survey of 409 business technology professionals, July 2013
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46%
18%
17%
16%
15%
15%
13%
5%
6%
19%
Figure 18
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Which of the following best describes your job title?
4%
9%
8%
4%8%
35%
32%
Job Title
Data: InformationWeek 2013 Service-Oriented IT Survey of 409 business technology professionals, July 2013 R7190713/19
1IT executive management (C-level/VP)
IT director/manager
Line-of-business management
Consultant
Other
IT/IS staff
Non-IT executive management (C-level/VP)
Figure 19
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Which of the following dollar ranges includes the annual revenue of your entire organization?
9%
16%
14%
7%
12%
13%6%
9%
14%
Revenue
Data: InformationWeek 2013 Service-Oriented IT Survey of 409 business technology professionals, July 2013 R7190713/20
1Less than $6 million
$6 million to $49.9 million
$50 million to $99.9 million
$100 million to $499.9 million
$500 million to $999.9 million
Government/nonprofit
Don’t know/decline to say
$1 billion to $4.9 billion
$5 billion or more
Figure 20
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What is your organization’s primary industry?Industry
Biot
ech/
biom
edica
l/pha
rmac
eutic
al
Cons
truct
ion/
engi
neer
ing
Cons
ultin
g an
d bu
sines
s ser
vice
s
Educ
atio
n
Elec
troni
cs
Ener
gy
Finan
cial s
ervi
ces
Gove
rnm
ent
Heal
thca
re/m
edica
l
Insu
ranc
e/HM
Os
IT ve
ndor
s
Man
ufac
turin
g/in
dust
rial, n
onco
mpu
ter
Med
ia/e
nter
tain
men
t
Met
als a
nd n
atur
al re
sour
ces
Nonp
rofit
Reta
il/e-
com
mer
ce
Tele
com
mun
icatio
ns/IS
Ps
Utili
ties
Othe
r
Data: InformationWeek 2013 Service-Oriented IT Survey of 409 business technology professionals, July 2013 R7190713/21
2% 2%
8%
11%
2% 2%
9%
8%
11%
4%
9%
7%
2% 2% 2% 2%
3% 3%
11%
Figure 21
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Approximately how many employees are in your organization?
24%14%
9% 16%
20% 10%
7%
Company Size
Data: InformationWeek 2013 Service-Oriented IT Survey of 409 business technology professionals, July 2013 R7190713/22
1Fewer than 50
50-99
100-499
500-999
10,000 or more
1,000-4,999
5,000-9,999
Figure 22
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