itSMF Belgium event 23/4/2015 : Business! IT! Behave yourself!

Business! IT! Behave yourself!
Sponsored by

2@marksmalley© ASL BiSL Foundation
Discover which behaviour gets more
business value out of IT investments
Mark Smalley, The IT Paradigmologist
Mark Dave
itSMF Belgium, Liege, 23 April 2015

Happiness(%)
Paradigmologist
Mark Smalley
The IT Paradigmologist
Smalley.IT

Labeling of axes is crucial @Pascallisch
The power of perspective

Perspectives
Partners Tools
PracticesNorms
People
Changing perspectives is
one of the keys to improvement

We need new perspectives
because our world is complex
Relation
Transaction
Relation
Transaction
Transaction
Relation
Transaction
Relation
Person Person
Thing Thing
ISIS
ISIS

Beyond the
industrial revolution
Agriculture
Service
Industry

Evolution from
the goods economy to
the service economy
Goods-dominant Logic
concepts
Transitional
concepts
Service-dominant Logic
concepts
Goods Services Service
Products Offerings Experiences
Feature/attribute Benefits Solution
Value-added Co-production Co-creation of value
Profit maximization Financial engineering Financial feedback/learning
Price Value delivery Value proposition
Equilibrium systems Dynamic systems Complex adaptive systems
Supply chain Value chain Value creation constellation
Promotion Integrated marketing Dialogue
To market Market to Market with
Product orientation Market orientation Service orientation

Evolution from
the goods economy to
the service economy
Goods-dominant Logic
concepts
Transitional
concepts
Service-dominant Logic
concepts
Goods Services Service
Products Offerings Experiences
Feature/attribute Benefits Solution
Value-added Co-production Co-creation of value
Profit maximization Financial engineering Financial feedback/learning
Price Value delivery Value proposition
Equilibrium systems Dynamic systems Complex adaptive systems
Supply chain Value chain Value creation constellation
Promotion Integrated marketing Dialogue
To market Market to Market with
Product orientation Market orientation Service orientation
Value-added
Co-creation
of value
Equilibrium
systems
Complex
adaptive systems
Goods Service

Service ain’t over
until the fat lady sings

Taking Service Forward
Founded by Stuart Rance (UK), Peter Brooks (SA)
and Christian F. Nissen (DK) mid 2013
In Nov 2013, 13 volunteer ITSM
thought leaders met to establish
the foundation for ASM
Opened up in Feb 2014 to
the broader community
Co-creation, under Creative
Commons Licence
For more information, see
http://takingserviceforward.org

Engagement
Offer, Agreement
E
n
v
i
r
o
n
m
e
n
t
E
n
v
i
r
o
n
m
e
n
t
Output
Compensation
Outcome
Relationship
C
o
n
s
u
m
e
r
Service
act
P
r
o
v
i
d
e
r
ResourcesIntent
IntentResources
Adaptive Service Model ©

http://takingserviceforward.org

Evolution of
‘management paradigms’
beyond the industrial revolution
Scientific Management
Taylor, Drucker
Control of function
Simple
Mass production
Systems Thinking
Hammer, Senge, Kaplan, Nonaka
Control of information
Complicated
Mass customization
‘Sense-making’
Snowden
Ability to ‘situate’ a network
Complex
Mass collaboration
Source: David Snowden, YouTube ‘Dave Snowden 1.mov’
 Time
Utility
We do IT this way
We have several standard
situational ways of working
We continuously
experiment and refine

Cynefin
a sense-making paradigm
Source: David Snowden, YouTube ‘Cynefin Framework’
ACT!
IF THEN MAYBE
IF THEN ELSE

Kill DevOps
with Dave van Herpen
allthingsitsm.com/kill-devops

Behaviour

BUSINESS
AD/AMITSM
Deploy
DevelopDeliver
Identify
Agile
The evolution of
multidisciplinary
service flow

The trouble
with Scrum...

BUSINESS
AD/AMITSM
Deploy
DevelopDeliver
Identify
DevOps
(LITE)
Agile

3 ways of DevOps
1. Systems thinking emphasizes the performance of the
entire system
2. Creating and amplifying the right to left feedback loops
3. Creating a culture that fosters
a. continual experimentation, taking risks, and learning
b. understanding that repetition and practice is the
prerequisite to mastery
Source: Anko Tijman, Ordina, ‘DevOps unraveled’
www.slideshare.net/AnkoTijman/devops-unraveled-nyenrode-masterclass-on-agile-management

BUSINESS
AD/AMITSM
Deploy
DevelopDeliver
Identify
DevOps
(LITE)
AgileBIM
USE

Manage quality, time, money & relationships
Determine
strategic
business
use of I&T
Organize
business
management
of I&T
Keep
functionality
up-to-date
Support
business
use of I&T
Business Information Management
www.aslbislfoundation.org

BiSL®
BiSL® in 3 minutes
Free eBook BiSL® Pocket Guide
http://bit.ly/1MTpwMS
Personal
voucher for
free eBook
full guidance

BUSINESS
AD/AMITSM
Deploy
DevelopDeliver
Identify
DevOps
(LITE)
USERS MGMT
AgileBIM
BIM
USE

Users
Users
Users
UsersBalanced
capabilities

From BrightTALK webinar
‘ITSM Strategies need Best Practices
for Demand and Use too’
www.brighttalk.com/webcast/534/143657
• Service economy & Taking Service Forward’s ASM©
• Two complementary strategies for ITSM
• IT service consumer perspective: demand & use
• BiSL® framework: guidance for IT service consumers

Two strategies for ITSM
1. “Service strategy defines the perspective, position,
plans and patterns that a service provider needs to
execute to meet an organization’s business outcomes”
Source: ITIL® Glossary, 2011; ITIL® is a registered trade mark of AXELOS Ltd

1. “Service strategy defines the perspective, position, plans and patterns that a
service provider needs to execute to meet an organization’s business outcomes”
2. But what about the service consumer?
Value is only realized when the consumer actually uses the
right IT systems and services well, interprets the data
correctly and acts upon it

• Managers don’t know
or don’t care
• Staff don’t know where
to get help and learn
more from co-workers
than the service desk
Sources:
• Ctrl Alt Delete: Lost productivity due to IT
problems and inadequate computer skills
in the workplace, Van Deursen, A.J.A.M. &
Van Dijk, J.A.G.M. (2012)
• Insight into IT skills (Dutch), Van Deursen,
A.J.A.M. & Van Dijk, J.A.G.M. (2013)
• 6-10% productivity loss is caused by IT,
half of which by poor use
• 47% of managers have no insight into their
staff’s IT skills
• 41% of managers consider their staff’s IT
skills insufficient
• 35% of managers do not invest in formal
improvement of IT skills
• 48% of staff take no initiative to improve IT
skills, say managers
• 71% of staff are not monitored for
adequate IT skills
• 25% of staff say their IT skills are
insufficient
• 61% of staff are uncertain that IT help is
available
• 59% of staff get help from co-workers
• 44% of staff learn more from co-workers
than the helpdesk
Poor IT skills cause productivity losses,
but users are left to their own devices

1. “Service strategy defines the perspective, position, plans and patterns that a service provider needs
to execute to meet an organization’s business outcomes”
Value is only realized when the consumer actually uses the right IT systems and
services well, interprets the data correctly and acts upon it
3. If the service consumer fails to get value out of the
investment, even if it is due to poor demand or use, the
service provider will be associated with the failure

1. “Service strategy defines the perspective, position, plans and patterns that a service provider needs to execute to meet an
organization’s business outcomes”
Value is only realized when the consumer actually uses the right IT systems and services well,
interprets the data correctly and acts upon it
3. If the service consumer fails to get value out of the investment, even if it is due
to poor demand or use, the service provider will be associated with the failure
4. It is therefore in the service provider’s interest to
ensure that the service consumer has a strategy for
demand and use of IT services and that there is mutual
alignment with the service provider’s strategy for supply
of IT services

Supply

Supply
Demand
& Use

Topics
• Two complementary strategies for ITSM
• Service economy & Taking Service Forward’s ASM©
• IT service consumer perspective: demand & use
• BiSL® framework: guidance for IT service consumers

IT service consumer perspective:
demand & use
“The business” is responsible for
• Producing goods and/or providing services for
customers/citizens
• Acquiring suitable resources that are needed
• for production/provision activities and/or
• as part of the goods/services
• Using the resources appropriately
Information and related technology are two intimately
intertwined resources that, due to their differing
properties, need to be managed separately

IT service demand
• Gathering information about the potential benefits,
costs and risks of IT as an internal resource and/or part
of an external product or service
• Deciding on investments in IT and prioritizing these
• Acquiring IT services
• Evaluating investments and acquisitions
• Are we investing the right amount in IT?
• Are we making the right investments?
• Are we getting the right value from our investments?
• Is adjustment needed?

POLL: IT service demand
How well do business managers make the right
investments in IT?
• Don’t know
• Much room for improvement
• Some room for improvement
• Hardly any room for improvement

IT service use
• An effective and efficient user environment
• Processes and procedures, and roles and
responsibilities for authorization, security, use,
control, support etc.
• People (users and other roles) with appropriate
knowledge and competences

POLL: IT service use
How well do business users use their IT systems and
services?
• Don’t know
• Much room for improvement
• Some room for improvement
• Hardly any room for improvement

Business roles for
IT service demand & use
• IT service contractee
• IT relationship manager
• Business system administrator
• Super (duper) user
• User
Business process owner, Information system owner,
Business analyst, Information manager, Data owner, …

• Badly informed business decisions are hazardous and
affect competitive advantage
• Misuse of systems or information undermines the
analysis of costs and benefits in the business case
• When information or IT is handled badly, disclosure of
sensitive information may accidentally occur
• Poor training leads to substantial productivity loss
• Business users abandon poor solutions, causing
frustration with IT, unnecessary costs and other risks
Source: COBIT®5 Enabling Information
Don’t underestimate
poor demand & use

Desired behaviour for the business
Desired behaviour for IT
Carrots & sticks +
Knowledge & skills +
Conditions & resources +
Beliefs & thought-patterns =
Behaviour

Workshop
1. Split up into discussion groups (~5p)
2a Half of the groups play a business role and decide
which behaviour they want to see from IT people
2b The other half play an IT role and decide which
behaviour they want to see from business people
2c Take (legible) notes, appoint spokesperson
3 Plenary report back and discussion

Compiled in workshops for
• itSMF UK 4 Nov 2013 in Birmingham
• itSMF Ireland 19 June 2014 in Dublin
• itSMF Finland 2 October 2014 in Helsinki
• itSMF Norway 3 March 2015 in Oslo
• itSMF Slovakia 16 April 2015 in Bratislava
• itSMF Belgium 23 April 2015 in Alleur - Liège
Top desired behaviours

1. Business and IT have good mutual understanding
2. Business specifies outcomes rather than output
3. Business prioritizes outcomes
4. Business has insight into current and future capabilities of IT
and the IT organization
5. IT communicates in terms of benefits, costs and risks, in
order that the business can take well-informed decisions
6. Business management informs users about changes
7. Business is the accountable owner of the information
systems and leads IT
8. The enterprise fosters a culture in which business and IT
share the same table and have a joint vision
These are the findings of the ITSM community who participated in
‘How business and IT collaboration is the key to getting business value out of IT’, facilitated by
Mark Smalley, ASL BiSL Foundation & Howard Kendall, Service Desk Institute, and sponsored
by APMG-International on 4 Nov 2013 in Birmingham
itSMF UK 2013

1. IT needs a better understanding of the business needs and context
2. IT should abandon ‘technical’ SLA’s and explain in more meaningful
ways what they’re doing for the business, involving the business in
designing the reporting
3. IT should regard itself not as a separate silo but as an integral part of
the business
4. The business and IT should talk to each other more often, creating
more mutual understanding of pains, priorities, possibilities and
limitations
5. The business should stop bullying IT and start trusting them to be their
IT partner
6. The business should communicate in terms of problems, not solutions
7. The business should allocate more time to IT, e.g. explaining situation
to IT, and training users
‘How business and IT collaboration is the key to getting business value out of IT’, facilitated by
Mark Smalley, ASL BiSL Foundation & Howard Kendall, Service Desk Institute, for itSMF
Ireland on 19 June 2014 in Dublin
itSMF Ireland 2014

itSMF Finland 2014
The business:
1. Shares the strategy / big picture / longer-term plan with IT
2. Discusses the ‘why’ behind IT investments with the IT
department and reaches agreement
3. Improves its understanding of IT and the IT dept’s capabilities
4. Trusts the IT department with the ‘how’
5. Formulates concrete and simple targets, and expected
measurable value
6. Defines and prioritizes needs and requirements
7. Leads and executes business change management and global
portfolio management, in close collaboration with IT
8. Takes charge of the business’ information and its flow
‘Which behaviour will get most business value out of IT?’,
facilitated by Mark Smalley for itSMF Finland on 2 October 2014 in Helsinki

itSMF Norway 2015
1. Business and IT have a ongoing dialogue with each other
2. IT understands business processes and outcomes including impact on
customers, and the role that IT plays
3. IT proactively suggests innovations to the business
4. IT supports ‘shadow IT’
5. IT provides simple and honest reporting (no ‘clever’ use of KPIs)
6. IT talks business language (e.g. value, not systems)
7. The business articulates requirements clearly
8. The business has mature conversations with IT about
benefits/costs/risks, and needs versus technical possibilities
9. The business understands IT’s capabilities and limitations, and realizes
that IT is doing its best
10. The business communicates in problems, not solutions
11. The business invites IT to participate in business discussions
‘Guerrilla IT’ Service Bazaar Workshop
facilitated by Mark Smalley for itSMF Norway on 3 March 2015 in Oslo

itSMF Slovakia 2015
1. Business should specify outcome, results,
benefits
2.Business should share strategy with IT
3.Business should accept the CIO as a board
level member
4.Business should invite IT to communicate
new technologies and trends, and
participate in strategy creation
5.Business should communicate longer term
projects for the development plan
6.Business should treat IT as a partner, not a
supplier
7.Business should trust IT
8.Business should use a common language
9.Business should share responsibility for
delivering outcomes during the whole
lifecycle
These are the findings of the ITSM community
who participated in Behave yourself!
workshop facilitated by Mark Smalley for
itSMF Slovakia on 17 April 2015 in Bratislava
1. IT should understand business drivers and
value; accept customers’ metrics and KPIs
2.IT should be flexible and align proposed
solution to requirements and changes in a
fast and efficient way
3.IT should understand and speak business
language (shift from IT to customer)
4.IT should communicate the value that IT
adds
5.IT should proactively propose solutions and
new ideas
6.IT should anticipate customers’
situation/position
7.IT should transform IT KPIs to business KPIs
8.IT should build partnerships, socialize (have
a beer together)
9.IT should offer full transparency (financial,
functional)
10.IT should agree and adhere to standards
for collaboration
11.IT should be ethical
12.IT should be passionate about the business

itSMF Belgium 2015
Business
1. informs IT about longer-term projects and strategy
2. discusses their relationships with their customers
with IT in an open-minded way
3. understands and accepts risks and goals (not just
leaving it to be IT’s problem)
4. communicates with IT in a clear, direct, coherent,
clever and structured way (avoiding chaos)
5. has fun/happiness in dealing with IT
6. involves IT in goal-setting and strategy (creating
team spirit)
7. takes IT’s limitations into consideration (empathy,
mutual respect)
8. learns and improves their way of interacting with
IT
9. involves itself in IT activities such as testing
10.strikes balances between cost & outcome
11.management understands business operations
(closing the abstraction gap)
12.is explicit about their expectations
IT
1. is in physical proximity of the business
2. proactively suggests improvements
3. is transparent about costs, deliverables etc
4. reacts to business change without being surprised
that things change
5. uses business vocabulary and communicates at
their level
6. understands the business (avoiding loss in
translation to technical people)
7. listens actively and is empathetic
8. is realistic about their capacity to manage large
projects and takes on smaller chunks of work
9. delivers predictable results (for instance by using
standard packages instead custom development)
These are the findings of the ITSM community who
participated in Behave yourself! workshop facilitated
by Mark Smalley for
itSMF Belgium on 23 April 2015 in Alleur - Liège
It’s neither Business & Problem versus IT,
nor IT & Problem versus the Business;
it’s Business & IT versus the Problem
(Cédric Dubois, COMPUTERLAND)

The enterprise fosters a culture in which business and IT share a joint
vision and are part of the same story, have an ongoing dialogue,
have mature conversations, strike balances, enjoy working together
Top business value IT behaviour
(workshops Nov 2013 – Apr 2015)
Business people
• Specify outcomes rather than
solutions
• Articulate needs and
expectations clearly
• Set priorities, take decisions,
accept risks
• Understand IT’s capabilities and
limitations
• Participate in activities such as
testing
IT people
• Understand business processes and
outcomes, and impact of IT
• Talk in business terms about
benefits, costs and risks, not
systems and features
• Proactively suggest innovations to
the business
• React to business change without
being surprised that things change
• Replace ‘technical’ SLA’s by simple,
honest and meaningful reporting

Workshop
1. Split up into discussion groups (~5p)
2a Decide what drives behaviour and therefore
needs to be changed in order to influence behaviour
2b Decide which interventions will change these
behaviour drivers
2c Take (legible) notes, appoint spokesperson
3 Plenary report back and discussion

Mark Smalley, The IT Paradigmologist
www.takingserviceforward.org
www.aslbislfoundation.org
www.linkedin.com/in/marksmalley
mark.smalley@gmail.com
www.smalley.it
@marksmalleyMark
Interactive mindmaps
http://miroslawdabrowski.com
itSMF Belgium, Liege, 23 April 2015
Discover which behaviour gets more
business value out of IT investments

itSMF Belgium event 23/4/2015 : Business! IT! Behave yourself!

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