Today’s most innovative companies are swapping stringent hierarchical systems and silos in favor of knowledge work and integrated teams. The operating model of the future will develop into a dynamic and redundant team that can respond quickly to user needs and adhere to exhaustive testing practices. Here’s the question: Is your organization ready to make this change? During this webinar, Crystal Miceli, Ivanti's VP Product Marketing, hosted our special guest analyst, Charlie Betz, from Forrester Research, an expert in mediating hard-to-resolve discussions around incident management, release automation and chaos engineering. He examined the challenges of older IT modeling. He’ll also shared how infrastructure and operations (I&O) professionals can build agile systems that invest in continuous learning and are compatible with modern IT service management. This webinar will help you: .Articulate the issues around traditional IT organization models .Define how new processes can work in tandem with modern tech operations .Investigate mission-driven, product-centric operating models you can adopt .Establish a strategy for transforming your organization’s processes to meet new standards

1. The Future of Technology Operations
Charles BETZ | Principal Analyst, Forrester
6/3/2021

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VUCA
Volatile
Uncertain
Complex
Ambiguous

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The
Big
Pivot

5. How do you keep up with the speed of change?

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Looking for Information is a
major part work
“Highly skilled knowledge
workers spend 20% of their
time looking for internal
information or tracking down
colleagues who can help with
specific tasks.”
Source: McKinsey Global Institute
http://www.mckinsey.com/industries/high-tech/our-insights/the-social-economy

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And what does a day in the life of the knowledge worker look
like?
Accounting HR Procurement
IT
Facilities Legal
Contractors
Employees Suppliers
??????
COO
Customers

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The new
value
system
Service Catalog

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Trend: Product teams are
becoming the primary
operating model basis,
including I&O.
Project teams (and PMOs) are
in steep decline.
Functional specializatons are
transforming.

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• Source: 2020 Forrester Modern Technology Operations Benchmark Survey, n=266 respondents
indicating responsibility for day to day digital systems delivery. Preliminary analysis.
Functional
organization
43%
Project focus
30%
Product teams
27%
OPERATING MODELS

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Product teams are
strongly correlated
with faster release
frequencies and
Agile/DevOps
transformation

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Product teams providing
primary support for their
services correlate with
exceeding expectations
for business objectives

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What makes a product
team?
• “EPOCH-AA” model
• Empathetic
• Persistent
• Outcome-focused
• Collaborative
• Heterogeneous
• Automated
• Autonomous (relatively)

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Product team
operating model

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Internal vs.
external product
teams

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Application
development
Application
support
Infrastructure
support
Infrastructure
engineering
Develop Operate
Application
Infrastructure

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• Quadrants 1 & 2
Application
development
Application
support
Infrastructure
support
Infrastructure
engineering
Develop Operate
Application
Infrastructure
Application
Development
Infrastructure & Operations

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Infrastructure & Operations
Infrastructure & Operations
Infrastructure & Operations
• Quadrants 1 & 2
Application
development
Develop Operate
Application
Infrastructure
Application
Development
Application
Development
Digital Product Management
Application
Development
Cloud Platform Automation
IT
Operations
Automation
IaC
Product
teams

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Nobody is truly autonomous

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Service Portfolio
Service Catalogue
(Requestable Services)
Service
Pipeline
Retired
Services
Production Services
(service systems – can go in CMDB)
Infrastructure & Platform Services
Application Services
Provisioned Services
Professional Services
Availability and
performance SLAs
Delivery SLAs
Response SLAs
Trend is to commoditization
and automation of
professional services (e.g.
infrastructure engineering)
Some, but not all, production
services require or support a
provisioning process.
Various other workflows
Belong in portal
No assumption of
“IT”

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The default service
model
First come, first served
+ “who screams loudest”
= gridlock

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Still waiting for my server
Still waiting for my server…

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The
process
vicious
cycle

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Platform

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The new process
reference model
for the digital org
Source: Streamline Your Operational Processes With Lean And Agile Thinking Forrester report
Platforms
Platforms

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Adaptive service access in the modern IT operating model
Full automation (may
require human interaction
for initial setup). Platforms.
Service request or work
order, aka “ticket.”
Routine, timeboxed
conversational support.
In depth consultation/collaboration.
High risk of multitasking.
Temporary assignment
Full onboarding of needed
skills onto team.
“Reteaming.”
COP/guild for alignment.
Automated/Routine Variable/Creative
Chatbots & other
interactive
self-service
Queuing issues
Asset & knowledge
re-use. Templates,
golden images.
Standard work.
Design issues Staffing issues
Automation throughout, but becomes
higher touch human/machine
EX/CX
Training/upskilling.
T-shaped
professionals.
COP/guilds.

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Every service should have both of these queues
“Business as usual”
(majority of the work)
L1/L2/L3
Improvements
(What the service owner is
thinking about – long range)
Might imply portfolio investment

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Improvement Kata
Understand
direction
Grasp the
current
condition
Establish the
next target
condition
Iterate toward
the target
condition

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Watch for
low NPS (eg queuing issues)
Right shifts (higher touch)
Left shifts (standardize &
automate)
Both
These all imply routing to a
product demand queue for
the platform/service.
Execution solutions (applied Lean):
Make work visible * Redefine process
Accelerate particular steps
Limit work in process (say No.)
Reduce batch size
Re-prioritize (innovation needed here)
Swarming * Recommender systems
(improved routing)
Or … Gain/maintain consensus to accept cost/risk of delay

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Looking ahead

31. THANK YOU!