May 5, 2014
For many years now, talking about ITSM has meant for the most part talking about off-the-shelf SW, ITIL certifications and worn-out concepts (i.e. CMDB).
  • After being on this market for many years, I find it rather appalling to find the same old applications with a few cosmetic uplifts that fail to hide the wrinkles underneath, and to see that ITSM projects are being labelled “migration from tool X to tool Y”, or “deployment of module Z integrated with system W”, or the all-time favorite, “VERSION UPGRADE”.  Are there no meaningful goals to be found in these projects, such that technology should become their core subject matter? Because it shouldn’t be that way.

    An excessive emphasis on best practice norms and frameworks has in my opinion caused two kinds of important collateral damage. It has stifled innovation in ITSM Projects, causing everyone involved (SW manufacturers, clients, providers and advisors) to stay in a comfort zone of “compliance.”
    And it has kept these initiatives and the underlying technologies FAR from any kind of strategic consideration.

    The result for most organisations is that, after all these years and some hefty CAPEX and OPEX commitments, they have great ticketing tools (most do anyway), things called CIs in things called CMDBs (and federated ones, mind you!), and requests that are supposedly associated with services no one really knows how to describe. Rather disappointing.

  • Yet it still remains true that these processes and the platforms that support them have the ability to:

    • Transform the culture of IT organisations, helping tear down the barriers that still divide the many worlds within
    • Generate service catalogs that can transform the way the business relates to IT and the way IT generates value for its customers
    • Change the way IT relates to its providers, allowing optimal service chains to meet the changing demand.

    But for some strange reason, most organisations have failed to see the true potential in the many ITSM projects they’ve undertaken through the years. Isn’t it high time to take ITSM for what it could be worth, to talk about it at the C-level, to make room for innovation in matters relating to HR, Sourcing, Finance, Organization, Marketing, etc., and to audaciously challenge ITSM to challenge the way we are?

    We at Devoteam certainly think it is.

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