Skip to main content

Your Comfort Zone is NOT Comfortable

We have all heard mantras and messages like “If it’s not broke, don’t fix it”. Some might still cling to values like “We have always done it that way” but great leaders in contrast will see a different vision and say “There is a better way to do this”. IT service providers in today’s industry need to get uncomfortable. This is especially true for executive management. Some of the best leaders in the world make it their business to experiment, get creative and challenge the status quo.

Whether your needs and interests correspond with the early stages of innovation, like education and professional enhancement, or at a later stage like funding and business development, Innovation is key and cannot be propagated by cynics whose horizons are limited by the obvious realities. So how do we manage the naysayers?

Successful DevOps, Agile, ITIL and ITSM all require cultural change. One thing we can all agree on: Change is Hard. However, with the right knowledge your team can be guided to become enthusiastic agents of change.

Organizational Change Management (OCM) helps to support, encourage and educate people throughout change in an effort to:
  • Maximize benefits of the change
  • Minimize the risks
  • Institutionalize the behaviors
In order to ensure success CIO’s and their peers will need to gain valuable knowledge about human dynamics and best practices for leading successful change. Executives and IT Staff alike should prepare to roll up their sleeves and build tangible assets to support business and IT alignment.

Delivering effective IT services is more about changing the way people think and behave than designing and implementing processes. Focus on behavior and culture will shift.

Comments

Popular posts from this blog

What is the difference between Process Owner, Process Manager and Process Practitioner?

I was recently asked to clarify the roles of the Process Owner, Process Manager and Process Practitioner and wanted to share this with you. Roles and Responsibilities: Process Owner – this individual is “Accountable” for the process. They are the goto person and represent this process across the entire organization. They will ensure that the process is clearly defined, designed and documented. They will ensure that the process has a set of Policies for governance. Example: The process owner for Incident management will ensure that all of the activities to Identify, Record, Categorize, Investigate, … all the way to closing the incident are defined and documented with clearly defined roles, responsibilities, handoffs, and deliverables.  An example of a policy in could be… “All Incidents must be logged”. Policies are rules that govern the process. Process Owner ensures that all Process activities, (what to do), Procedures (details on how to perform the activity) and the

How Does ITIL Help in the Management of the SDLC?

I was recently asked how ITIL helps in the management of the SDLC (Software Development Lifecycle).  Simply put... SDLC is a Lifecycle approach to produce the software or the "product".  ITIL is a Lifecycle approach that focuses on the "service". I’ll start by reviewing both SDLC and ITIL Lifecycles and then summarize: SDLC  -  The intent of an SDLC process is to help produce a product that is cost-efficient, effective and of high quality. Once an application is created, the SDLC maps the proper deployment of the software into the live environment. The SDLC methodology usually contains the following stages: Analysis (requirements and design), construction, testing, release and maintenance.  The focus here is on the Software.  Most organizations will use an Agile or Waterfall approach to implement the software through the Software Development Lifecycle. ITIL  -  is a best practice for IT service management (ITSM) that focuses on aligning IT services with

Four Service Characteristics

Recently I came across several articles by researchers and experts that laid out definitions and characteristics of services. ITIL provides us with a definition that can help drive the creation of value-laden services: A means of delivering value to customers by facilitating outcomes customers want to achieve without the ownership of specific costs and risks. An area that ITIL is not so clear is in terms of service characteristics. Several researchers and experts put forth that services have four basic characteristics (IHIP): ·          Intangibility—Services are the results of actions not things. They have no physical presence and represent a logical set of elements. One way to think of service is “work done for others.” ·          Heterogeneity—Also known as “variability”; services are unique items because of the mechanisms used to deliver services-that is people. Because the people element adds variability, the service is variable. This holds true especially for th