Managing The Capability Of Our Industry

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Managing The Capability Of Our Industry

  1. 1. Managing the capability of our industry i i d t in 2007 and beyond db d But what industry are we in and what skills do we need? Keith Aldis – November 2007 1
  2. 2. To improve our capability – we need to define what we are • Si l put, it’s… “ Simply t it’ “people who d something, somewhere!” l h do thi h !” • There’s a history of defining industry in the UK… • 1964 Industrial Training Act • Revised in 1982 • ITBs • ITOs • NTOs • SSCs – E-Skills • But we should define ourselves! • In my sector’s case… “IT Service Managers managing a cross- business support service, i a work b i t i in k based environment”. We service customers and we use a tool called IT to do it. Keith Aldis – November 2007 2
  3. 3. We have found a profound lack of skills – but not those traditionally thought of as related to IT • There are 100,000 IT Service Managers in the UK – A reasonable “footprint” • Mostly process & IT based people • Lots of technical knowledge • Highly skilled usually independent and often isolated – the “geeks”! skilled, geeks ! • Using very specialist software & often expensive hardware • In need of not only technical skills but also customer service skills • The customer skills are critical to our future capability capability. • There are 25m ITSMs Globally - & itSMF, OGC and others deal with this on a g oba bas s so global basis! • Some companies have large communities within them – for example, • Fujitsu (UK) – 3,000 ITSMs in UK alone • CA (globally) - 21,000 ITSMs • HP (globally) - 50,000….. Etc. • Almost every operation has an IT person doing “IT” Keith Aldis – November 2007 3
  4. 4. itSMF itSMF Today after 4 years of planned expansion! – from 8 Chapters to… 47 chapters in 6 continents; 23 active prospective chaptersNovember 2007 Keith Aldis – for 2008 4
  5. 5. Consider this also… • 70% of CEOs say their CIOs are judged by their ability to support company-wide business strategy • If the CIO and his staff do not know what the wider business is about, then they will be replaced! • 40% of companies do not measure business value of IT • If so, what then, do they think IT is there for? • Only 40% of companies conduct ROI assessments on IT • Why spend on IT then? • ROI has become the basis for all future IT investment • That’s the key to unlocking our industry – Show that IT affects the bottom line! • How prepared are you? Keith Aldis – November 2007 5
  6. 6. In ITSM We have revised our way of getting over this and ITIL V3 is the result. It’s about Lifecycle Management. y g Keith Aldis – November 2007 6
  7. 7. It’s organic and easily adopted… Planning g • 1. Service Design • 4. Service Strategy Doing • 2. Service Transition • 3. Service Operation Reviewing R i i • 4. Service Strategy (again) p • 5. Continual Service Improvement It’s a natural “people” process but we need to train for it Keith Aldis – November 2007 7
  8. 8. We (SFIA) and the partners have a big challenge in front of us us… …We know; One in 6 UK employers say that their staff do not have the i ht kill th right skills We, We in the UK need to maintain our position as global leaders in IT! New skills must be delivered to help us keep up! A roadmap i needed f clarity d is d d for l it SFIA should help create that roadmap – it has! Keith Aldis – November 2007 8
  9. 9. My simple view! Schools/Colleges Larger skills pool Universities More talent Profile of sector Attraction Other sectors/ diversity Increased capability Cultural growth Unemployed Community responsibility Standards Easier career pathways Training programmes Transferability of skills Reduced cost R d d t Development Increased output Increased funding Increased capability Attract the right people tt act t e g t peop e Quality assurance Innovation by having a clear structured Qualifications Integration of individual career pathway & employer needs p y Assurance of employers Confidence in capabilities Recognition Independent Measurement Profile of companies & the sector Achievement Transferability Keith Aldis – November 2007 9
  10. 10. And at the same time create an occupational map and fill it with competence measures and broader skills development and recognise them CEO/CIO/Owner/Director 5 People alread in t P Sales/Customer/IT Service Manager 4 e indust i Technician/Team Leader 3 2 try IT Technician/Service Desk Operative dy the Trainee/Apprentice/Student 1 New or unqualified E Most people are here! New to the industry Keith Aldis – November 2007 10
  11. 11. “None of us, is as smart as all of us’’ “A shared problem is a problem that can be resolved” Keith Aldis – November 2007 11
  12. 12. We have a fantastic mechanism to help develop the pathways to skills that we need We d We’d like to help! Keith Aldis – November 2007 12

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