http://blogs.agu.org/landslideblog/files/2010/11/10_10-Canterbury-22.jpg
Getting Back on Track: How to
Develop Strategies T...
BrightTALK Summit on Innovation & Evolution of ITSM
Follow Us: #ITSMSummit!
Mr. White has fifteen years of experience desig...
http://weheartit.com/entry/12433848!
BrightTALK Summit on Innovation & Evolution of ITSM
Follow Us: #ITSMSummit!
Ground rules for this
session…
•  If you can’t...
I have a lot of experience leading
Systems and Event Management teams
My name is Andrew White
Strategy,
I am here today to share some of what I have learned about
Systems Thinking,
and Change.
QUESTION:
What value does your IT organization
create for your business?
HINT: “We provide infrastructure or applications the
business uses” is not a value proposition
If you can’t answer this question, how
can you be sure you are doing the
right things and doing them well…
BrightTALK Summit on Innovation & Evolution of ITSM
Follow Us: #ITSMSummit!
Why do we need a
strategy?
•  Without a strate...
BrightTALK Summit on Innovation & Evolution of ITSM
Follow Us: #ITSMSummit!
Outcomes
The Strategy Focused
Organization *
R...
“Nobody really knows
what strategy is.”
The Economist, 20 MAR 1993
BrightTALK Summit on Innovation & Evolution of ITSM
Follow Us: #ITSMSummit!
What Is Strategy?
The combination of competiti...
BrightTALK Summit on Innovation & Evolution of ITSM
Follow Us: #ITSMSummit!
What Isn’t a Strategy
•  Strategy is not an ac...
BrightTALK Summit on Innovation & Evolution of ITSM
Follow Us: #ITSMSummit!
CIO’s turn to innovative technologies to
deliv...
BrightTALK Summit on Innovation & Evolution of ITSM
Follow Us: #ITSMSummit!
Operational Effectiveness
Is Not Strategy

Ope...
It isn’t a strategy if you aren’t
forcing decisions to be made.
http://commons.wikimedia.org/wiki/File:Fredmeyer.jpg
The average grocery store carries
48,750 items including:
•  91 diffe...
BrightTALK Summit on Innovation & Evolution of ITSM
Follow Us: #ITSMSummit!
Five Dimensions of Strategy
•  a consciously a...
BrightTALK Summit on Innovation & Evolution of ITSM
Follow Us: #ITSMSummit!
Sustainable Competitive Advantage
•  Unique co...
BrightTALK Summit on Innovation & Evolution of ITSM
Follow Us: #ITSMSummit!
How Strategies Evolve
Version	
  3.2	
  March	...
BrightTALK Summit on Innovation & Evolution of ITSM
Follow Us: #ITSMSummit!
Striking a Balance
“Strategy:	
  Process,	
  C...
A great strategy has
pieces, but they form a
coherent whole!
The rationality of individuals is
limited by the information they
have. This causes “The
Tragedy of the Commons.”
BrightTALK Summit on Innovation & Evolution of ITSM
Follow Us: #ITSMSummit!
What Is a System?
It is a set of interconnecte...
BrightTALK Summit on Innovation & Evolution of ITSM
Follow Us: #ITSMSummit!
Organizations as a System
Board of
Directors
C...
BrightTALK Summit on Innovation & Evolution of ITSM
Follow Us: #ITSMSummit!
System to Sub-System
Board of
Directors
CEO
Ma...
BrightTALK Summit on Innovation & Evolution of ITSM
Follow Us: #ITSMSummit!
Finding Connections
Board of
Directors
CEO
Mar...
BrightTALK Summit on Innovation & Evolution of ITSM
Follow Us: #ITSMSummit!
IDEO Problem Solving
Process
Time
Abstract
Obs...
BrightTALK Summit on Innovation & Evolution of ITSM
Follow Us: #ITSMSummit!
Key Concepts to
Understand
•  Objective: a des...
BrightTALK Summit on Innovation & Evolution of ITSM
Follow Us: #ITSMSummit!
How a Plan Comes
Together
Actions
Tactic
 Tact...
BrightTALK Summit on Innovation & Evolution of ITSM
Follow Us: #ITSMSummit!
How a Plan Comes
Together
Actions
Tactic
 Tact...
BrightTALK Summit on Innovation & Evolution of ITSM
Follow Us: #ITSMSummit!
Let’s Use Me As An
Example
Actions
Leverage 
M...
BrightTALK Summit on Innovation & Evolution of ITSM
Follow Us: #ITSMSummit!
How Objectives Cascade
Actions
Tactic
 Tactic
...
BrightTALK Summit on Innovation & Evolution of ITSM
Follow Us: #ITSMSummit!
Bridging the Gap
Actions
Tactic
 Tactic
Tactic...
BrightTALK Summit on Innovation & Evolution of ITSM
Follow Us: #ITSMSummit!
No Visibility
Bridging the Gap
Actions
Tactic
...
BrightTALK Summit on Innovation & Evolution of ITSM
Follow Us: #ITSMSummit!
No Visibility
No Visibility
No Visibility
The ...
BrightTALK Summit on Innovation & Evolution of ITSM
Follow Us: #ITSMSummit!
Many Moving Parts
VP of IT Ops
Objective
Actio...
BrightTALK Summit on Innovation & Evolution of ITSM
Follow Us: #ITSMSummit!
Why strategies fail…
1.  allowing too much com...
As we have become more
aware that things are always
happening, our behavior has
changed.
We are no longer thinking,
we are reacting…
BrightTALK Summit on Innovation & Evolution of ITSM
Follow Us: #ITSMSummit! http://static4.businessinsider.com/image/5176c...
BrightTALK Summit on Innovation & Evolution of ITSM
Follow Us: #ITSMSummit!
Systems are Volatile
This change makes it diffi...
A failure is not always a mistake, it
may simply be the best one can do
under the circumstances.
-- B.F. Skinner, American...
Uh oh. Two independent thought
alarms in one day. The students are
over-stimulated. Willie! Remove all the
colored chalk f...
You can't judge my choices without
understanding my reasons.
-Unknown
BrightTALK Summit on Innovation & Evolution of ITSM
Follow Us: #ITSMSummit!
Two Important Properties
•  The causal effect ...
BrightTALK Summit on Innovation & Evolution of ITSM
Follow Us: #ITSMSummit!
How Fire Works
Time
Oxygen
Heat
Fuel
Fire
Matc...
BrightTALK Summit on Innovation & Evolution of ITSM
Follow Us: #ITSMSummit!
A Real World Example
Customers
Complaining
Web...
BrightTALK Summit on Innovation & Evolution of ITSM
Follow Us: #ITSMSummit!
Feedback Loops
Unfortunately feedback has take...
BrightTALK Summit on Innovation & Evolution of ITSM
Follow Us: #ITSMSummit!
Why This is Important
Understanding feedback l...
BrightTALK Summit on Innovation & Evolution of ITSM
Follow Us: #ITSMSummit!
Do Your Project Go Like This?
Select the
Solut...
BrightTALK Summit on Innovation & Evolution of ITSM
Follow Us: #ITSMSummit!
The Agile Value
Proposition
Availability
Chang...
BrightTALK Summit on Innovation & Evolution of ITSM
Follow Us: #ITSMSummit!
Customer Satisfaction
Availability
Change
Freq...
BrightTALK Summit on Innovation & Evolution of ITSM
Follow Us: #ITSMSummit!
Be Careful of Good
Intentions
Availability
Cha...
BrightTALK Summit on Innovation & Evolution of ITSM
Follow Us: #ITSMSummit!
THE CRISIS OF
CAPACITY
•  Humans are NOT Compu...
BrightTALK Summit on Innovation & Evolution of ITSM
Follow Us: #ITSMSummit!
Our typical approach towards service
improveme...
BrightTALK Summit on Innovation & Evolution of ITSM
Follow Us: #ITSMSummit!
But we seemed to be
struggling to deliver
BrightTALK Summit on Innovation & Evolution of ITSM
Follow Us: #ITSMSummit!
We all have the same goal in common…
We need to celebrate the cultural
differences between Dev and Ops
BrightTALK Summit on Innovation & Evolution of ITSM
Follow Us: #ITSMSummit!
The ties that bind; the
things that tear us ap...
BrightTALK Summit on Innovation & Evolution of ITSM
Follow Us: #ITSMSummit!
We have to be a team
We need to coach each other
Constructive Criticism
If no critique is given, no improvement will happen.
BrightTALK Summit on Innovation & Evolution of ITSM
Follow Us: #ITSMSummit!
We need to rewrite the book
on how we communic...
“Perfection of means
and confusion of ends
seem to characterize
our age.”
-- Albert Einstein
BrightTALK Summit on Innovation & Evolution of ITSM
Follow Us: #ITSMSummit!
IT’s Big Challenge
Agenda
Setting
External
Ass...
BrightTALK Summit on Innovation & Evolution of ITSM
Follow Us: #ITSMSummit!
Our understanding of
your goals
§ Gaining vis...
BrightTALK Summit on Innovation & Evolution of ITSM
Follow Us: #ITSMSummit!
Reduce human errors
•  Physical Server Build –...
BrightTALK Summit on Innovation & Evolution of ITSM
Follow Us: #ITSMSummit!
Reduce costs & improve
operational efficiency
...
BrightTALK Summit on Innovation & Evolution of ITSM
Follow Us: #ITSMSummit!
Be Careful of Good
Intentions
Availability
Cha...
Organizations don’t fail
because they take the
wrong path, they fail
because they can’t
imagine a better path
than the one...
BrightTALK Summit on Innovation & Evolution of ITSM
Follow Us: #ITSMSummit!
Let’s keep the
conversation going…
Andrew.P.Wh...
Brighttalk   getting back on track - final
Brighttalk   getting back on track - final
Brighttalk   getting back on track - final
Brighttalk   getting back on track - final
Brighttalk   getting back on track - final
Brighttalk   getting back on track - final
Brighttalk   getting back on track - final
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Brighttalk getting back on track - final

  1. 1. http://blogs.agu.org/landslideblog/files/2010/11/10_10-Canterbury-22.jpg Getting Back on Track: How to Develop Strategies That Create Agility and Alignment
  2. 2. BrightTALK Summit on Innovation & Evolution of ITSM Follow Us: #ITSMSummit! Mr. White has fifteen years of experience designing and managing the deployment of Systems Monitoring and Event Management software. Prior to joining IBM, Mr. White held various positions including the leader of the Monitoring and Event Management organization of a Fortune 100 company and developing solutions as a consultant for a wide variety of organizations, including the Mexican Secretaría de Hacienda y Crédito Público, Telmex, Wal-Mart of Mexico, JP Morgan Chase, Nationwide Insurance and the US Navy Facilities and Engineering Command. Andrew White Cloud and Smarter Infrastructure Solution Specialist IBM Corporation
  3. 3. http://weheartit.com/entry/12433848!
  4. 4. BrightTALK Summit on Innovation & Evolution of ITSM Follow Us: #ITSMSummit! Ground rules for this session… •  If you can’t tell if I am trying to be funny… –  GO AHEAD AND LAUGH! •  Feel free to text, tweet, yammer, or whatever. Use •  If you have a question, no need to wait until the end. Just interrupt me. Seriously… I don’t mind.
  5. 5. I have a lot of experience leading Systems and Event Management teams My name is Andrew White
  6. 6. Strategy, I am here today to share some of what I have learned about Systems Thinking, and Change.
  7. 7. QUESTION: What value does your IT organization create for your business?
  8. 8. HINT: “We provide infrastructure or applications the business uses” is not a value proposition
  9. 9. If you can’t answer this question, how can you be sure you are doing the right things and doing them well…
  10. 10. BrightTALK Summit on Innovation & Evolution of ITSM Follow Us: #ITSMSummit! Why do we need a strategy? •  Without a strategy, we fill our time with… – … what we want, or – … what we think the boss wants, or – … by reacting. •  Without a strategy, time and resources are easily wasted on piecemeal, disparate activities. “Are you sure you have a strategy?” Donald C. Hambrick and James W. Frederickson Academy of Management Executive 2001 Vol. 15 No. 4
  11. 11. BrightTALK Summit on Innovation & Evolution of ITSM Follow Us: #ITSMSummit! Outcomes The Strategy Focused Organization * Roadmap What actions are we taking? Strategy How will we achieve our vision? Vision What do we want to be? Values What do we believe? Mission Why do we exist? * The Strategy Focused Organization, Robert Kaplan, David Norton, Harvard Business School Press, 2001 Happy Shareholders Delighted Customers Effective Processes Engaged Employees
  12. 12. “Nobody really knows what strategy is.” The Economist, 20 MAR 1993
  13. 13. BrightTALK Summit on Innovation & Evolution of ITSM Follow Us: #ITSMSummit! What Is Strategy? The combination of competitive moves and business approaches that are chosen to help the company reach specified goals
  14. 14. BrightTALK Summit on Innovation & Evolution of ITSM Follow Us: #ITSMSummit! What Isn’t a Strategy •  Strategy is not an action: –  “We are implementing release management” –  “We are deploying automation” •  Strategy is not an aspiration: –  “We are trying to be #1” –  “We are trying to provide 99.999% uptime” •  Strategy is not a vision: –  “We want to understand our customers and satisfy their needs” –  “We want to be a leading innovator”
  15. 15. BrightTALK Summit on Innovation & Evolution of ITSM Follow Us: #ITSMSummit! CIO’s turn to innovative technologies to deliver better outcomes Cloud & Optimized Workloads §  Agile provisioning §  Elastic compute power §  Scalable storage resources §  Intelligent services Mobile Enterprise §  Hybrid mobile " app development §  Multi-channel integration §  Device management §  Workloads on the move Security Intelligence §  People & identity §  Data & information §  Application security §  Security analytics Big Data Analytics §  Analyze an enormous variety of information sources §  Real-time insights & actions on streaming data IBM  CIO  Study  (2012)    
  16. 16. BrightTALK Summit on Innovation & Evolution of ITSM Follow Us: #ITSMSummit! Operational Effectiveness Is Not Strategy Operational effectiveness is about doing things better than competitors, strategic is about doing things differently from competitors. Operational effectiveness is necessary to compete but not sufficient to win. “What is Strategy,” Michael Porter, Harvard Business Review, November 1996, Reprint # 96608
  17. 17. It isn’t a strategy if you aren’t forcing decisions to be made.
  18. 18. http://commons.wikimedia.org/wiki/File:Fredmeyer.jpg The average grocery store carries 48,750 items including: •  91 different shampoos •  93 varieties of toothpaste •  115 types of household cleaners
  19. 19. BrightTALK Summit on Innovation & Evolution of ITSM Follow Us: #ITSMSummit! Five Dimensions of Strategy •  a consciously and purposefully developed plan; •  a ploy to outmaneuver a competitor; •  a pattern in a stream of actions, whether intended or not; •  a position defined either with respect to a competitor, in the context of a number of competitors, or with respect to markets; and as •  a perspective, i.e. a certain mindset of how to perceive the world. Mintzberg, H. (1987). "The Strategy Concept I: Five Ps For Strategy." California Management Review 30(1) Fall: 11-24.
  20. 20. BrightTALK Summit on Innovation & Evolution of ITSM Follow Us: #ITSMSummit! Sustainable Competitive Advantage •  Unique competitive position for the company •  Activities tailored to strategy •  Clear trade-offs and choices vis-à-vis competitors •  Competitive advantage arises from fit across activities •  Sustainability comes from the activity system, not the parts •  Operational effectiveness a given
  21. 21. BrightTALK Summit on Innovation & Evolution of ITSM Follow Us: #ITSMSummit! How Strategies Evolve Version  3.2  March  2© Marc Sniukas “Strategy: Process, Content, Context” 3rd edition De Wit & Meyer Thomson Learning 2004 Intended Strategy (Plan of Action) Unrealized Strategy Realized Strategy (Pattern of Actions) Emergent Strategy
  22. 22. BrightTALK Summit on Innovation & Evolution of ITSM Follow Us: #ITSMSummit! Striking a Balance “Strategy:  Process,  Content,  Context”  3rd  ediDon  De  Wit  &  Meyer  Thomson  Learning  2004     Strategic Thinking Logic vs Creativity Strategy Formation Strategic Change Deliberateness vs Emergence Revolution vs Evolution Business Level Strategy Markets vs Resources Corporate Level Strategy Network Level Strategy Responsiveness vs Synergy Competition vs Cooperation Industry Context Compliance vs Choice Organizational Context International Context Control vs Chaos Globalization vs Localization Organizational Purpose Profitability vs Responsibility Purpose Strategy Context Strategy Content Strategy Process
  23. 23. A great strategy has pieces, but they form a coherent whole!
  24. 24. The rationality of individuals is limited by the information they have. This causes “The Tragedy of the Commons.”
  25. 25. BrightTALK Summit on Innovation & Evolution of ITSM Follow Us: #ITSMSummit! What Is a System? It is a set of interconnected actors that change over time when they are influenced by other elements of the system. Actor Actor Actor Actor Actor Actor Actor Actor
  26. 26. BrightTALK Summit on Innovation & Evolution of ITSM Follow Us: #ITSMSummit! Organizations as a System Board of Directors CEO Marketing Sales Product Development Customer Support Legal M&A General Counsel Intellectual Property HR Employee Relations Training Benefits Operations Purchasing Supply Chain Facilities Delivery
  27. 27. BrightTALK Summit on Innovation & Evolution of ITSM Follow Us: #ITSMSummit! System to Sub-System Board of Directors CEO Marketing Sales Product Development Customer Support Legal M&A General Counsel Intellectual Property HR Employee Relations Training Benefits Operations Purchasing Supply Chain Facilities Buildings Grounds Gardens Lawns Snow Removal Delivery
  28. 28. BrightTALK Summit on Innovation & Evolution of ITSM Follow Us: #ITSMSummit! Finding Connections Board of Directors CEO Marketing Sales Product Development Customer Support Legal M&A General Counsel Intellectual Property HR Employee Relations Training Benefits Operations Purchasing Supply Chain Facilities Buildings Grounds Gardens Lawns Snow Removal Delivery How do we establish the relationship between the system and the process?
  29. 29. BrightTALK Summit on Innovation & Evolution of ITSM Follow Us: #ITSMSummit! IDEO Problem Solving Process Time Abstract Observable Solutions [Actions] Problems [Goals] Insights [Objectives] Framework [Strategies] Principles [Tactics]
  30. 30. BrightTALK Summit on Innovation & Evolution of ITSM Follow Us: #ITSMSummit! Key Concepts to Understand •  Objective: a desired outcome.  The terms Strategy and Objective are not interchangeable. An objective defines the results that supporting strategies must achieve. •  Strategy: a method for achieving an objective.  Each objective has a "necessary and sufficient set" of strategies (roughly 2-8) which define it; each strategy aims to achieve a single objective.  •  Tactic: how the strategy is implemented. Each strategy has a group of tactics (usually 2-8) to define how the strategy will be implemented and when.  Each tactic has a single strategy it aims to accomplish.
  31. 31. BrightTALK Summit on Innovation & Evolution of ITSM Follow Us: #ITSMSummit! How a Plan Comes Together Actions Tactic Tactic Tactic Strategy Strategy Strategy Objective Actions Actions
  32. 32. BrightTALK Summit on Innovation & Evolution of ITSM Follow Us: #ITSMSummit! How a Plan Comes Together Actions Tactic Tactic Tactic Strategy Strategy Strategy Objective Actions Actions This is the basis for a project work- breakdown-structure Decisions are made here
  33. 33. BrightTALK Summit on Innovation & Evolution of ITSM Follow Us: #ITSMSummit! Let’s Use Me As An Example Actions Leverage My Network Inside Sales Leads CRM Find New Clients Strategy Grow Existing Clients Sell $XX By 1H2013 Actions Actions
  34. 34. BrightTALK Summit on Innovation & Evolution of ITSM Follow Us: #ITSMSummit! How Objectives Cascade Actions Tactic Tactic Tactic Strategy Strategy Strategy Objective Actions Actions Actions Tactic Tactic Tactic Strategy Strategy Strategy Objective Actions Actions Actions Tactic Tactic Tactic Strategy Strategy Strategy Objective Actions Actions CEO VP of Operations Director of Facilities Delegated Down Delegated Down Reported Up Reported Up
  35. 35. BrightTALK Summit on Innovation & Evolution of ITSM Follow Us: #ITSMSummit! Bridging the Gap Actions Tactic Tactic Tactic Strategy Strategy Strategy Objective Actions Actions Actions Tactic Tactic Tactic Strategy Strategy Strategy Objective Actions Actions Actions Tactic Tactic Tactic Strategy Strategy Strategy Objective Actions Actions CEO VP of Operations Director of Facilities Delegated Down Delegated Down Reported Up Reported Up Understanding these shared components help you begin a new conversation in context
  36. 36. BrightTALK Summit on Innovation & Evolution of ITSM Follow Us: #ITSMSummit! No Visibility Bridging the Gap Actions Tactic Tactic Tactic Strategy Strategy Strategy Objective Actions Actions Actions Tactic Tactic Tactic Strategy Strategy Strategy Objective Actions Actions Actions Tactic Tactic Tactic Strategy Strategy Strategy Objective Actions Actions CEO VP of Operations Director of Facilities These relationships help you conduct a conversation that is meaningful to the person with whom you are working.
  37. 37. BrightTALK Summit on Innovation & Evolution of ITSM Follow Us: #ITSMSummit! No Visibility No Visibility No Visibility The need for context Actions Tactic Tactic Tactic Strategy Strategy Strategy Objective Actions Actions Actions Tactic Tactic Tactic Strategy Strategy Strategy Objective Actions Actions CEO CIO Actions Tactic Tactic Tactic Strategy Strategy Strategy Objective Actions Actions VP of IT Ops Actions Tactic Tactic Tactic Strategy Strategy Strategy Objective Actions Actions Dir. Of ITSM Actions Tactic Tactic Tactic Strategy Strategy Strategy Objective Actions Actions ITSM Manager Actions Tactic Tactic Tactic Strategy Strategy Strategy Objective Actions Actions Process Owner
  38. 38. BrightTALK Summit on Innovation & Evolution of ITSM Follow Us: #ITSMSummit! Many Moving Parts VP of IT Ops Objective Actions Tactic Tactic Tactic Strategy Strategy Strategy Objective Actions Actions Objective Actions Tactic Tactic Tactic Strategy Strategy Strategy Objective Actions Actions Actions Tactic Tactic Tactic Strategy Strategy Strategy Objective Actions Actions Actions Tactic Tactic Tactic Strategy Strategy Strategy Objective Actions Actions Objective Actions Tactic Tactic Tactic Strategy Strategy Strategy Objective Actions Actions Actions Tactic Tactic Tactic Strategy Strategy Strategy Objective Actions Actions Actions Tactic Tactic Tactic Strategy Strategy Strategy Objective Actions Actions Objective Actions Tactic Tactic Tactic Strategy Strategy Strategy Objective Actions Actions Actions Tactic Tactic Tactic Strategy Strategy Strategy Objective Actions Actions Objective Actions Tactic Tactic Tactic Strategy Strategy Strategy Objective Actions Actions Objective Actions Tactic Tactic Tactic Strategy Strategy Strategy Objective Actions Actions Actions Tactic Tactic Tactic Strategy Strategy Strategy Objective Actions Actions Actions Tactic Tactic Tactic Strategy Strategy Strategy Objective Actions Actions Objective Actions Tactic Tactic Tactic Strategy Strategy Strategy Objective Actions Actions Actions Tactic Tactic Tactic Strategy Strategy Strategy Objective Actions Actions Actions Tactic Tactic Tactic Strategy Strategy Strategy Objective Actions Actions Objective Actions Tactic Tactic Tactic Strategy Strategy Strategy Objective Actions Actions Actions Tactic Tactic Tactic Strategy Strategy Strategy Objective Actions Actions Objective Actions Tactic Tactic Tactic Strategy Strategy Strategy Objective Actions Actions Objective Actions Tactic Tactic Tactic Strategy Strategy Strategy Objective Actions Actions Actions Tactic Tactic Tactic Strategy Strategy Strategy Objective Actions Actions Actions Tactic Tactic Tactic Strategy Strategy Strategy Objective Actions Actions Objective Actions Tactic Tactic Tactic Strategy Strategy Strategy Objective Actions Actions Actions Tactic Tactic Tactic Strategy Strategy Strategy Objective Actions Actions Actions Tactic Tactic Tactic Strategy Strategy Strategy Objective Actions Actions Objective Actions Tactic Tactic Tactic Strategy Strategy Strategy Objective Actions Actions Actions Tactic Tactic Tactic Strategy Strategy Strategy Objective Actions Actions Objective You need to incorporate your strategy into this person’s actions in such a way that it helps them with their objective?
  39. 39. BrightTALK Summit on Innovation & Evolution of ITSM Follow Us: #ITSMSummit! Why strategies fail… 1.  allowing too much complacency 2.  failing to create a sufficiently powerful guiding coalition 3.  underestimating the power of vision 4.  under communicating the vision 5.  permitting obstacles to block the new vision 6.  failing to create shot term wins 7.  declaring victory too soon 8.  neglecting to anchor changes firmly in the corporate culture Leading Change, John Kotter, Harvard Business School Press, 2012
  40. 40. As we have become more aware that things are always happening, our behavior has changed.
  41. 41. We are no longer thinking, we are reacting…
  42. 42. BrightTALK Summit on Innovation & Evolution of ITSM Follow Us: #ITSMSummit! http://static4.businessinsider.com/image/5176c232ecad04805d000010-505-277/ screen%20shot%202013-04-23%20at%201.09.49%20pm.png April 23, 2013 The Twitter account for the Associated Press was hacked The hackers posted a fake notice that the White House was attacked and President Obama was injured The Dow dropped 150 points in less than 5 minutes
  43. 43. BrightTALK Summit on Innovation & Evolution of ITSM Follow Us: #ITSMSummit! Systems are Volatile This change makes it difficult to control the behavior of the system. The good news is that systems are perfect. They always deliver the optimum result given a specific stimuli.
  44. 44. A failure is not always a mistake, it may simply be the best one can do under the circumstances. -- B.F. Skinner, American Psychologist & Professor, Harvard University
  45. 45. Uh oh. Two independent thought alarms in one day. The students are over-stimulated. Willie! Remove all the colored chalk from the classrooms. --B.F. Skinner, Principal, Springfield Elementary School
  46. 46. You can't judge my choices without understanding my reasons. -Unknown
  47. 47. BrightTALK Summit on Innovation & Evolution of ITSM Follow Us: #ITSMSummit! Two Important Properties •  The causal effect between two actors will always impact the entire system •  Correlation != Causation
  48. 48. BrightTALK Summit on Innovation & Evolution of ITSM Follow Us: #ITSMSummit! How Fire Works Time Oxygen Heat Fuel Fire MatchStrike Action Conditions Fire Oxygen Heat Fuel Match Strike -AND- • Actions are momentary and act as a catalyst to bring about change • Conditions are stable and exist over time
  49. 49. BrightTALK Summit on Innovation & Evolution of ITSM Follow Us: #ITSMSummit! A Real World Example Customers Complaining Web Server returning 500 errors The application server was timing out SQL Server was not processing queries Transaction log was unable to grow T: Drive at 0 Bytes free Logs were not truncated DBA on honeymoon vacation in Fiji Logs are truncated manually Company has only 1 DBA “Backup” DBA was not aware the logs require truncation Space allocations are fixed Lack of Control Only one database cluster in use DR SQL Cluster DR Cluster being used for UAT testing More Information Needed One one application server exists More Information Needed Trying to do business on the website Desired Condition -AND- -AND- -AND- -AND- -AND- -AND- -AND-
  50. 50. BrightTALK Summit on Innovation & Evolution of ITSM Follow Us: #ITSMSummit! Feedback Loops Unfortunately feedback has taken on both positive and negative indications. In reality, positive feedback is not “praise” and negative feedback is not “criticism.” Positive feedback reinforces while negative feedback balances. Profits Productivity Cost Cutting Reinforcing Balancing
  51. 51. BrightTALK Summit on Innovation & Evolution of ITSM Follow Us: #ITSMSummit! Why This is Important Understanding feedback loops helps us to overcome complacency, drive bystander accountability, weed out mediocrity and get beyond the status quo.
  52. 52. BrightTALK Summit on Innovation & Evolution of ITSM Follow Us: #ITSMSummit! Do Your Project Go Like This? Select the Solution Run POC … ?!?? Document Lessons Learned
  53. 53. BrightTALK Summit on Innovation & Evolution of ITSM Follow Us: #ITSMSummit! The Agile Value Proposition Availability Change Frequency Change Size Change Capability Change Risk (-) (+) (+) (-) (-) Adapted From: http://www.lean4it.com/2013/05/devops-cld-part-2.html
  54. 54. BrightTALK Summit on Innovation & Evolution of ITSM Follow Us: #ITSMSummit! Customer Satisfaction Availability Change Frequency Change Size Change Capability Change Risk (-) (+) (+) (-) (-) Business Value Business Demand Change Backlog (+) (+) (+) (+) (-) (+) Adapted From: http://www.lean4it.com/2013/05/devops-cld-part-2.html
  55. 55. BrightTALK Summit on Innovation & Evolution of ITSM Follow Us: #ITSMSummit! Be Careful of Good Intentions Availability Change Frequency Change Size Change Capability Change Risk (-) (+) (+) (-) (-) Business Value Business Demand Change Backlog (+) (+) (+) (+) (-) (+) Change Process Release Process (+) (+) (-) (+) (+) Adapted From: http://www.lean4it.com/2013/05/devops-cld-part-2.html
  56. 56. BrightTALK Summit on Innovation & Evolution of ITSM Follow Us: #ITSMSummit! THE CRISIS OF CAPACITY •  Humans are NOT Computers! – Continuously, at high speeds, for long periods of time, running multiple programs at the same time. Source:  Tony  Schwartz  (The  Energy  Project,  www.theenergyproject.com)    
  57. 57. BrightTALK Summit on Innovation & Evolution of ITSM Follow Us: #ITSMSummit! Our typical approach towards service improvement is a bit like attempting to put the toothpaste back in the tube “Some problems are so complex that you have to be highly intelligent and well informed just to be undecided about them.” - Laurence J. Peter Control Is An Illusion
  58. 58. BrightTALK Summit on Innovation & Evolution of ITSM Follow Us: #ITSMSummit! But we seemed to be struggling to deliver
  59. 59. BrightTALK Summit on Innovation & Evolution of ITSM Follow Us: #ITSMSummit! We all have the same goal in common…
  60. 60. We need to celebrate the cultural differences between Dev and Ops
  61. 61. BrightTALK Summit on Innovation & Evolution of ITSM Follow Us: #ITSMSummit! The ties that bind; the things that tear us apart •  Development •  Budget Counts as CAPEX •  Incented for delivering capability •  Identifies with “the Business” •  Organized in multi-functional teams •  Process focused on CMMI •  Obsessed with objects, algorithms and UI design •  Operations •  Budget Counts as OPEX •  Incented for delivering stability •  Identifies with “the environment” •  Organized in technology specific silos •  Process focused on ITIL •  Obsessed with protocols, scalability and currency
  62. 62. BrightTALK Summit on Innovation & Evolution of ITSM Follow Us: #ITSMSummit! We have to be a team
  63. 63. We need to coach each other
  64. 64. Constructive Criticism If no critique is given, no improvement will happen.
  65. 65. BrightTALK Summit on Innovation & Evolution of ITSM Follow Us: #ITSMSummit! We need to rewrite the book on how we communicate with each other. Just because we all breathe air, work in IT, and speak English does not guarantee we are communicating.
  66. 66. “Perfection of means and confusion of ends seem to characterize our age.” -- Albert Einstein
  67. 67. BrightTALK Summit on Innovation & Evolution of ITSM Follow Us: #ITSMSummit! IT’s Big Challenge Agenda Setting External Assessment Internal Assessment Option Generation Option Selection Action Taking Performance Control Mission Setting Identifying Diagnosing Realizing Conceiving Here is where IT is considered IT is consulted Here is where IT is evaluated
  68. 68. BrightTALK Summit on Innovation & Evolution of ITSM Follow Us: #ITSMSummit! Our understanding of your goals § Gaining visibility into and control of an increasingly complex operating environment in order to prevent frequent and prolonged outages § Evolving from fault monitoring to a holistic approach to managing application performance § Increased focus on cloud makes problem isolation and resolution more complex. PROACTIVE OPERATIONS § Optimizing the performance of business processes to boost productivity § Providing cost transparency to track, analyze, and manage resources and control the costs associated with highly-virtualized and cloud environments § Improving software asset management to prevent over- spending and under-licensing CONTROL COST § Leveraging automation to facilitate rapid growth and reduce the cost of service delivery § Maintaining OS and application patch levels across all images (active or dormant) to protect the enterprise and enable compliance § Automating application releases to optimize service delivery and align the Development and Operations teams thereby increasing innovation, reducing costs, and accelerating time to value ELIMINATE HUMAN FACTORS Constant change is disruptive to an IT organization. We have experienced that many of our clients use this as an opportunity to re-evaluate the way they operate their environments and the tools they leverage to deliver a quality service. We have identified three key goals driving the adoption of the cloud:
  69. 69. BrightTALK Summit on Innovation & Evolution of ITSM Follow Us: #ITSMSummit! Reduce human errors •  Physical Server Build – Single Server- e.g. Deploy OS, Install Mozilla Firefox 18.0 followed by an upgrade to 18.0.2; Deploy middleware and application stacks •  Virtual Server Build – Provision a VM from ISO or Template and deploy software •  Server Patch (Client-Server scenario) - Shut down client services, stop server, apply patch to server, restart server, start client services •  Sequenced OS Patching – Across different environments (across systems that form a service, e.g. email) •  Patch Rollout – Patch machines 1-10, then 11-50, then 51-1000 (patch Development, then patch Test, then patch Production Environment) Task sequencing Update 90,000 servers in days with 70% less infrastructure than currently using. Patch the OS of a client-server system in 1 hour or build a 2 tier application in hours. Take endpoint automation to the next level:
  70. 70. BrightTALK Summit on Innovation & Evolution of ITSM Follow Us: #ITSMSummit! Reduce costs & improve operational efficiency •  Leverage “Out of the Box” IEM fixlets, Tasks and baselines in an Automation Plan across groups of related servers •  No programming skill required - Simple UI to build automation •  Higher levels of automation - All plans can be created, saved, and re-used •  Conditional logic for each step in a plan (initially success/failure) •  View execution of plans - Completed and running with drilldown Database   Server   Applica3on   Server   1.   2.   3.   Client  Worksta3ons   1.  Upgrade the DB server 2.  If successful, upgrade the App server 3.  If 1& 2 are successful upgrade the Client workstations 4.  If any Failures occur, stop further updates
  71. 71. BrightTALK Summit on Innovation & Evolution of ITSM Follow Us: #ITSMSummit! Be Careful of Good Intentions Availability Change Frequency Change Size Change Capability Change Risk (-) (+) (+) (-) (-) Business Value Business Demand Change Backlog (+) (+) (+) (+) (-) (+) Change Process Release Process (+) (+) (-) (+) (+) Change Automation Adapted From: http://www.lean4it.com/2013/05/devops-cld-part-2.html (+) (-)(-)
  72. 72. Organizations don’t fail because they take the wrong path, they fail because they can’t imagine a better path than the one they are on. -- Marty Neumeier
  73. 73. BrightTALK Summit on Innovation & Evolution of ITSM Follow Us: #ITSMSummit! Let’s keep the conversation going… Andrew.P.White@Gmail.com! ReverendDrew! SystemsManagementZen.Wordpress.com! systemsmanagementzen.wordpress.com/feed/! @SystemsMgmtZen! ReverendDrew! APWhite@us.ibm.com! 614-306-3434!
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