IT Service Transformation - McVicker

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A brief "primer" on the importance of IT Service Transformation, the key steps, the role of a transformation "Change Agent" and how I can assist companies achieve their transformational goals.

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IT Service Transformation - McVicker

  1. 1. Bill McVicker Consulting Mentoring Change Agent IT Service Transformation
  2. 2. With proven experience and methods, I help clients identify, design, introduce, and improve technology-enabled services that help organizations achieve their desired business outcomes. Research has revealed that one of the ways top companies distinguish themselves is by positioning technology-enabled services as a strategic asset. IT investments must be aligned with the overarching business requirements and the modern CIO is under increasing pressure to run IT as a service-oriented business, responsible for helping create true business value. stage for even faster, more responsive and more cost-effective IT capabilities. These advances require CIOs to build service organizations that can manage IT services to respond to business threats and opportunities and drive the enterprise forward. IT Service Management helps CIOs achieve this dual imperative. Service-oriented architectures, software-as-a-service, software defined infrastructure, Dev/Ops, network convergence, mobility and other trends have initiated noticeable improvements in IT flexibility, processing power, storage capacity and cost adaptability. The acceptance of cloud computing as a viable and secure platform, have also set the
  3. 3. Achieving superior IT service management must begin with the adoption of a service mentality and a clear understanding of what customers most value. The ability to manage IT services is to gain a deep understanding of the desired business outcomes of each customer group, and demonstrate how IT supports these outcomes--rather than focusing on the technology itself. Because outcomes differ from organization to organization, no two journeys to IT service superiority are the same. Regardless of the services delivered, IT organizations need to be able to manage, monitor and report on IT’s contribution to business outcomes. I assist clients in mastering each stage of the service lifecycle— from strategy and design to transition, operation and continual improvement. In addition to providing a real-time assessment of the capability at each lifecycle stage, I help clients ensure that service levels are optimized and service costs are transparent to key stakeholders. Service transformation includes key components of cultural adoption, such as experiential learning, training, career paths, team and individual objectives, recognition and reward schemes, communications and other activities to win hearts and minds • Process blueprints - this includes process design, workflow simulation, procedural guides, job aids and ongoing process improvement (continual and periodic). Process blueprinting also includes designing, implementing and monitoring key internal metrics and process performance measures. • Technology enablement - this includes providing support for implementing commercial off-the-shelf service management tools and products, automating processes, establishing data and knowledge repositories and creating an integrated service management tools architecture. IT Service Management Journey Transformation Methods My methods are based on three key areas that span each phase of the service lifecycle: • Service transformation - this includes direction on how to design, develop and implement IT service management as a strategic asset. It helps organizations fulfill the desired business outcomes associated with their service portfolios such as, cost reduction, operational effectiveness and distinctive performance.
  4. 4. For example: • I assisted one client in the redesign of their IT Service Management operating model and organizational design, which resulted in a 20 percent yearly budget reduction. An end-to-end service management transformation can streamline processes, improve the customer experience, achieve license compliance and reduce operating costs by as much as 30 percent each year. • I have conducted Service Management evaluations at a number of organizations to determine the key strategic and tactical initiatives required to reduce service costs up to 30 percent while improving the quality of service performance. • I helped one client define and catalog key information-based technology-enabled services in terms that the business understood and created a supporting catalog of standard service requests to improve the customer experience and achieve business productivity savings. I help CIOs achieve their goals of creating value for the business. I am uniquely positioned to help clients achieve high performing IT Service Management functions through: • A business focus. I understand clients are seeking to differentiate based on the services they offer to their customers. I focus on the business outcomes of IT services. • Extensive knowledge and experience. I have more than 20 years of experience in helping clients transform their IT service organization, with a demonstrated customer focus and the technical acumen needed to deliver. Additionally, I have deep know-how and contributed to the ITIL® Service Strategy Book which provides the blueprint to help CIOs move beyond operational efficiency to strategic service management • Vendor independence. I have experience and relationships with a number of technology providers, plus capability implementing major service management tools and solutions. Why Me?
  5. 5. "A corporation is a living organism; it has to continue to shed its skin. Methods have to change. Focus has to change. Values have to change. The sum total of those changes is transformation." Andrew Grove A change agent is a person who helps an organization transform itself by focusing on such matters as organizational effectiveness, improvement, and development. A change agent eventually focuses their efforts on the effect of changing technologies, structures, and tasks on interpersonal and group relationships in the organization. For change success, the focus must culminate with the people in the organization and their interactions. In my roles as an IT Transformation Change Agent, I often play the function of a researcher, trainer, counselor, or teacher. While some change agents specialize in one function, I will often shift my role depending upon the needs of the organization. I have key competencies that have made me an effective change agent: • Diagnose problems – Quickly understand both the business drivers and the organization well enough to identify performance issues and analyze their impact on short and long term business results • Build relationships with clients – Form partnerships with mutual responsibility for the outcomes of the change effort. • Ensure that the Vision is Articulated – Interpret the hopes and motivations of the IT workforce through the Vision statement. • Set a Leadership Agenda – Define the ongoing role for leaders, such as communications, role modeling, reinforcement of desired behaviors etc.. This, requires a rapid understanding of the dynamics history and competencies of the Change Agents – people who act as catalysts for change… A proven successful Change Agent leadership team and to have the tenacity to insist on the agenda’s accomplishment. • Solve Problems – Recommending solutions is not the same as solving problems. My role as an executive change agent means that the problems encountered are often loaded with emotional and political dynamics. I possess the insight to recognize the problem, the sensitivity to see its importance to those involved, the courage to take honest and often difficult measures to resolve it and the credibility to be heard. • Implement Plans to Achieve Change Goals - Successful organizational change on any significant scale can be attributed to the right strategy and appropriate change in organization culture. Culture change, in turn, relies heavily on aligned and supportive people policies, systems and processes.

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