Skip to main content

Do LESS with LESS! Really??

Since the start of the millennium we have all heard that we must do “More with Less”.

I recently read an article where the idea of “Less for Less” was looked at from the perspective of if our resources are cut then we will have to cut programs, products, and services also.  Perhaps we should look at how to cut back on to whom and what we produce in order to stay within our means. Government sequestration may have triggered this way of thinking for some service providers. This is a catchy title but is this really the case?  Is there a different perspective on “Less for Less”?
Think back a few years when a downturn in the economy negatively impacted the workforce.  Families got creative.  The new trend became staycation instead of vacation.   A staycation meant less travel arrangements for less time in planning, less time on the road or in airports and therefore less missed connections, less cost for the family resulting in less stress and less debt!  What about VALUE!  Was there value in this?  Many did less for less and experienced real joy with lifelong memories! 
When we consider the increase for demand of new or changed services from customers it is difficult to imagine how service providers can produce value with the concept of “Less”.  The business demand is for MORE.  
Some things IT staff and service provider executives would all like to see less of!
LESS MEETINGS!
In a recent discussion with ITSM practitioners is was noted that “Every time there is a release we have a barrage of meetings sucking up a lot of time and resources to resolve it!  I am sick of meetings. We just get through one fiasco and another is brewing!  “We keep doing the same thing over and over and expect a different result next time.”
LESS STRESS and OVERTIME!
These 60 and 80 hour workweeks are killing us!  What is work life balance again?
 
LESS BLAME GAME!
Dedicated people who are working hard do not want to feel that they are not enabled for success, it must be the infamous “THEY” who are at fault! 
 
What would you like to see less of?  Add your list here!...
What could you do less of that would result in less of what’s on your list?  
 “Less resistance” could prove to be for service providers what staycations were to families who adapted to “less for less” and created some of their most memorable times together.  For example: Less resistance to governance and process control might produce less chaos resulting in less time and meetings less frustration and less fires. Oh, did I mention less work, less effort and less stress?  Perhaps a little less resistance to invoking best practice for proactive planning process into service design could result in less resources, cost overruns and lost revenue due to unsatisfied customers.

Optimizing value for service providers and their consumers might just be doable by thinking about “LESS for LESS” and how LESS could result in true VALUE for all involved.   Do LESS with LESS!  Really!!

Comments

Dutch said…
Interesting article, but not so much about "Less" as well as increasing performance, by increasing the effectiveness of our actions, by decreasing the effects of the negative elements in our environment. For every example provided I can see what needs to be done "more" in order to mitigate the issue. One doesn't really create more value by doing less, instead I'd like to refer back to the mantra: "Work smarter, not harder".
Unknown said…
Great Perspective. Ties in with "Less" work in progress and "More" productivity! Like!

Popular posts from this blog

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, which is people. Because the people element adds variability, the service is variable. This holds true, especially for the value proposition—not eve...

What Is A Service Offering?

The ITIL 4 Best Practice Guidance defines a “Service Offering” as a description of one or more services designed to address the needs of a target customer or group.   As a service provider, we can’t stop there!   We must know what the contracts of our service offering are and be able to put them into context as required by the customer.     Let’s explore the three elements that comprise a Service Offering. A “Service Offering” may include:     Goods, Access to Resources, and Service Actions 1. Goods – When we think of “Goods” within a service offering these are the items where ownership is transferred to the consumer and the consumer takes responsibility for the future use of these goods.   Example of goods that are being provided in the offering – If this is a hotel service then toiletries or chocolates are yours to take with you.   You the consumer own these and they are yours to take with you.      ...

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

This article was originally published in 2015. With the Introduction of ITIL 4, some of this best practice has changed. See  ITIL 4 and the Evolving Role of Roles . Updated Definitions in ITIL 4: Process Owner: In ITIL 4, the concept of 'processes' has expanded into broader 'practices.' Consequently, the Process Owner is now often referred to as the 'Practice Owner.' This individual is accountable for the overall design, performance, integration, and improvement of a specific practice within the organization. They ensure that the practice achieves its intended outcomes and aligns with the organization's objectives. Process Manager: Now commonly known as the 'Practice Manager' in ITIL 4, this role is responsible for the day-to-day management of the practice. The Practice Manager ensures that activities are carried out as intended, manages resources assigned to the practice, and oversees the practitioners performing the work. Process Practit...