This document summarizes steps to effectively sell ITIL implementation to senior executives. It recommends identifying key business drivers, their owners, and how success is measured. Stakeholders should then be mapped based on their relationships to drivers and roles in advocating, sponsoring or leading change. Finally, ITIL activities and needs must be translated into the business terms and metrics important to stakeholders in order to gain support. Repeating this process for each initiative provides a plan for justifying ITIL to senior management in a way they can understand outside of technical IT language.
ISACA IT GRC Conference 2008 Creating Business Value by means of Stakeholder ...Arno Kapteyn
In marketing a saying goes: “The Customer does not exist” this recognizes that each customer is unique in its desires and requirements and there is no such thing as a one size fits all. In analogy this session sets out with the statement that “The business does not exist”. An enterprise is a unique combination of central or de-central, task, geography, goal and/ or skills oriented divisions and departments. All these stakeholders have individual needs and requirements that might be met or supported by the services offered by the Enterprise IT Domain. To offer a one size fits all solution (per service) in response to this multitude of desires is to reuse the line of though from Henry Ford: “They can have any color they like as long as it is black”. This approach was very useful to help build the company into the global enterprise it is today. Yet at some point in the growth of the organization it was abandoned in favor of more variation of choice as a trip to the ford dealer will tell you. Even a standard product like a McDonalds hamburger varies to suite the (taste) requirements in different parts of the world.
How can the IT Domain of an enterprise growing in complexity, size, geographical presence etc. strategically prepare to deal with this complexity and ensure it will (keep) deliver(ing) maximum value in the eyes of the individual stakeholder (groups)?
Here are ten rules that describe the new CIO. Some are following them (ask a successful CIO), but most are not. CIOs are about business use of technology, not Information Technology
The concept of IT intensity is explained, and I show how an organisation with the correct IT intensity will be better able to survive future threats. This little understood concept can change the way you do business and the way you think about IT.
However IT intensity is much more than just adding more technology. This must be linked with your processes and strategy.
The bottom line: Do it to yourself before someone does it to you
Of course IT adds value! Everyone knows that. But CIOs resolutely refuse to prove value. I've NEVER seen a benefits realisation plan implemented - if you have one that succeeded, let me know, they're rare things.
Many CFOs insist on proven ROI for their business cases - which is so narrow that I suspect something else is afoot here.Maybe they don't trust IT? They certainly won't make free with their funds.
This presentation covers the five major types of value that IT adds (whether it wants to or not). It is just a question of doing a little value mining. Show value not PowerPoint slides!
ISACA IT GRC Conference 2008 Creating Business Value by means of Stakeholder ...Arno Kapteyn
In marketing a saying goes: “The Customer does not exist” this recognizes that each customer is unique in its desires and requirements and there is no such thing as a one size fits all. In analogy this session sets out with the statement that “The business does not exist”. An enterprise is a unique combination of central or de-central, task, geography, goal and/ or skills oriented divisions and departments. All these stakeholders have individual needs and requirements that might be met or supported by the services offered by the Enterprise IT Domain. To offer a one size fits all solution (per service) in response to this multitude of desires is to reuse the line of though from Henry Ford: “They can have any color they like as long as it is black”. This approach was very useful to help build the company into the global enterprise it is today. Yet at some point in the growth of the organization it was abandoned in favor of more variation of choice as a trip to the ford dealer will tell you. Even a standard product like a McDonalds hamburger varies to suite the (taste) requirements in different parts of the world.
How can the IT Domain of an enterprise growing in complexity, size, geographical presence etc. strategically prepare to deal with this complexity and ensure it will (keep) deliver(ing) maximum value in the eyes of the individual stakeholder (groups)?
Here are ten rules that describe the new CIO. Some are following them (ask a successful CIO), but most are not. CIOs are about business use of technology, not Information Technology
The concept of IT intensity is explained, and I show how an organisation with the correct IT intensity will be better able to survive future threats. This little understood concept can change the way you do business and the way you think about IT.
However IT intensity is much more than just adding more technology. This must be linked with your processes and strategy.
The bottom line: Do it to yourself before someone does it to you
Of course IT adds value! Everyone knows that. But CIOs resolutely refuse to prove value. I've NEVER seen a benefits realisation plan implemented - if you have one that succeeded, let me know, they're rare things.
Many CFOs insist on proven ROI for their business cases - which is so narrow that I suspect something else is afoot here.Maybe they don't trust IT? They certainly won't make free with their funds.
This presentation covers the five major types of value that IT adds (whether it wants to or not). It is just a question of doing a little value mining. Show value not PowerPoint slides!
Building relationships between IT and the business - it is not that hard!!!Steve Mitchinson
All too often the breakdown in communication between business units and IT is the cause of great frustration and inefficiency. Rather to than perpetuating the blame game, do something about it because it really is not that hard to fix - if you want to! Here are some thought on how both sides might improve the relationship
Barcelona Digital Festival 28th Nov 2019 - The Future Of Work Is Automation F...CIO Edge
Franck gave a fantastic Keynote address at our BCN Digital Festival last week, for info on attending, speaking or sponsoring our next event on the 29/30th April 2020 email enquiry@digitalenterprisefest.com
The Future Of Work Is Automation Franck Lopez UiPath
Adopting an “automation first” mindset is the first step on the path to making digital transformation real in the enterprise. Thinking automation first enables your company to move faster and more effectively. It helps you serve customers better. It enables you to operate more efficiently. It unburdens your employees from mundane, repetitive work, allowing them to focus on solving problems and creating value.
To see how UiPath can help you with your Automation journey contact Franck Lopez direct.
Email: franck.lopez@uipath.com quoting "Barcelona Digital Festival".
Technology Business Management (TBM) - Achieving Digital StrategyAlex Manders
During the 2017 TBM Council Conference hosted in San Diego, CA with over 1,200 IT and Finance professionals - ISG presented on the topic of aligning IT financial management to Enterprise digital transformation initiatives. The case for IT strategy was demonstrated through augmented reality with a Client in the Public Utilities sector.
UiPath COO Guy Kirkwood asks if BPO could morph into BPA because of the impact of robotics.
BPO providers are finally waking up to the fact that their entire business model could soon be obsolete and they are anxious. Those companies that are rolling out automation are not talking about it because it is decoupling routine service delivery from labour arbitrage, something that has sat at the heart of the BPO market in the past 20 years.
Building relationships between IT and the business - it is not that hard!!!Steve Mitchinson
All too often the breakdown in communication between business units and IT is the cause of great frustration and inefficiency. Rather to than perpetuating the blame game, do something about it because it really is not that hard to fix - if you want to! Here are some thought on how both sides might improve the relationship
Barcelona Digital Festival 28th Nov 2019 - The Future Of Work Is Automation F...CIO Edge
Franck gave a fantastic Keynote address at our BCN Digital Festival last week, for info on attending, speaking or sponsoring our next event on the 29/30th April 2020 email enquiry@digitalenterprisefest.com
The Future Of Work Is Automation Franck Lopez UiPath
Adopting an “automation first” mindset is the first step on the path to making digital transformation real in the enterprise. Thinking automation first enables your company to move faster and more effectively. It helps you serve customers better. It enables you to operate more efficiently. It unburdens your employees from mundane, repetitive work, allowing them to focus on solving problems and creating value.
To see how UiPath can help you with your Automation journey contact Franck Lopez direct.
Email: franck.lopez@uipath.com quoting "Barcelona Digital Festival".
Technology Business Management (TBM) - Achieving Digital StrategyAlex Manders
During the 2017 TBM Council Conference hosted in San Diego, CA with over 1,200 IT and Finance professionals - ISG presented on the topic of aligning IT financial management to Enterprise digital transformation initiatives. The case for IT strategy was demonstrated through augmented reality with a Client in the Public Utilities sector.
UiPath COO Guy Kirkwood asks if BPO could morph into BPA because of the impact of robotics.
BPO providers are finally waking up to the fact that their entire business model could soon be obsolete and they are anxious. Those companies that are rolling out automation are not talking about it because it is decoupling routine service delivery from labour arbitrage, something that has sat at the heart of the BPO market in the past 20 years.
IT Service Management (ITSM) Model for Business & IT AlignementRick Lemieux
Today’s multi-faceted business world demands that Information Technology provide its services in the context of a fully integrated corporate strategic model. This transformation becomes possible when IT evolves from its technological heritage into a Business Technical Organization, or an “internal service provider.” This paper describes how the itSM Solutions reference model integrates five widely used service management domains to create a powerful model to guide IT in its journey into the business leadership circle.
The IT Department now touches every corner of the organization and many times is responsible for the first touchpoint a customer has with your organization. No longer is IT a bunch of Geeks in the back room. Learn from Steve Bell, one of the foremost experts in the Lean IT world. This is a transcription of the Business901 podcast, Defining Lean IT with Steve Bell.
Building Your Employer Brand with Social MediaLuanWise
Presented at The Global HR Summit, 6th June 2024
In this keynote, Luan Wise will provide invaluable insights to elevate your employer brand on social media platforms including LinkedIn, Facebook, Instagram, X (formerly Twitter) and TikTok. You'll learn how compelling content can authentically showcase your company culture, values, and employee experiences to support your talent acquisition and retention objectives. Additionally, you'll understand the power of employee advocacy to amplify reach and engagement – helping to position your organization as an employer of choice in today's competitive talent landscape.
Company Valuation webinar series - Tuesday, 4 June 2024FelixPerez547899
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Event Report - SAP Sapphire 2024 Orlando - lots of innovation and old challengesHolger Mueller
Holger Mueller of Constellation Research shares his key takeaways from SAP's Sapphire confernece, held in Orlando, June 3rd till 5th 2024, in the Orange Convention Center.
The 10 Most Influential Leaders Guiding Corporate Evolution, 2024.pdfthesiliconleaders
In the recent edition, The 10 Most Influential Leaders Guiding Corporate Evolution, 2024, The Silicon Leaders magazine gladly features Dejan Štancer, President of the Global Chamber of Business Leaders (GCBL), along with other leaders.
FIA officials brutally tortured innocent and snatched 200 Bitcoins of worth 4...jamalseoexpert1978
Farman Ayaz Khattak and Ehtesham Matloob are government officials in CTW Counter terrorism wing Islamabad, in Federal Investigation Agency FIA Headquarters. CTW and FIA kidnapped crypto currency owner from Islamabad and snatched 200 Bitcoins those worth of 4 billion rupees in Pakistan currency. There is not Cryptocurrency Regulations in Pakistan & CTW is official dacoit and stealing digital assets from the innocent crypto holders and making fake cases of terrorism to keep them silent.
An introduction to the cryptocurrency investment platform Binance Savings.Any kyc Account
Learn how to use Binance Savings to expand your bitcoin holdings. Discover how to maximize your earnings on one of the most reliable cryptocurrency exchange platforms, as well as how to earn interest on your cryptocurrency holdings and the various savings choices available.
Tata Group Dials Taiwan for Its Chipmaking Ambition in Gujarat’s DholeraAvirahi City Dholera
The Tata Group, a titan of Indian industry, is making waves with its advanced talks with Taiwanese chipmakers Powerchip Semiconductor Manufacturing Corporation (PSMC) and UMC Group. The goal? Establishing a cutting-edge semiconductor fabrication unit (fab) in Dholera, Gujarat. This isn’t just any project; it’s a potential game changer for India’s chipmaking aspirations and a boon for investors seeking promising residential projects in dholera sir.
Visit : https://www.avirahi.com/blog/tata-group-dials-taiwan-for-its-chipmaking-ambition-in-gujarats-dholera/
2. SELLING ITIL AND MANAGEMENT COMITTMENT
Page 1 of 4
DITY™ NEWSLETTER
IT Experience. Practical Solutions.
The workable, practical guide to Do IT Yourself™
HOW TO SELL ITIL TO THE TOP
VOL. 2.7, FEB. 15, 2006
By Hank Marquis
The IT Infrastructure Library (ITIL®) is an IT-thing. Yes, I know it benefits the business, but
ITIL is inherently a set of IT workflow processes. Non-IT people, even well educated non-IT
people (read senior executives with control over the purse strings) often don’t understand
what ITIL represents.
hank
MARQUIS
Articles
E-mail
Bio
If you don’t believe me the next time you bump into the CFO in the elevator try relaying the
benefits of your recent Component Failure Impact Assessment (CFIA) exercise!
We also know that implementing ITIL incurs costs. True, there are many things you can do
that are low or no cost, but some elements require investments. The question often arises
about how to engage the “C-level” to get the mindshare necessary for budget allocations,
people, products, etc.
As luck would have it, the ITIL has some guidance in this area. If you investigate the ITIL, you can uncover
some real gems about how to engage the business and gain mindshare to fund our (IT) projects and plans.
Following is a starter on how to engage the “C-level” and start selling ITIL to the top.
Understand the ITIL is an IT Matter
Yes, IT must align with the Business in order to deliver services required by Customer and Users. However,
business strategic, commercial, and political matters are indirect components of an ITIL implementation. The
Business will not drive ITIL adoption, only IT can drive ITIL adoption. It is incumbent upon us within IT to
communicate, convince, and justify our plans.
Sometimes in our drive to align with the Business we forget that ITIL is an IT matter. While understanding
that ITIL can benefit Customers and Users, it is also very important to realize and accept that ITIL is an IT
matter first and foremost. We have to take responsibility for clearly communicating our needs to
management, we cannot sit back and wait for enlightened management to grant us what we wish. ITIL
adoption is an IT matter.
Learning to Sell
For many years, all IT had to do was state the requirements, and the business paid the bill -- or else! That is an
odd arrangement considering that every other department has to justify its position, projects and existence.
For example, no marketing department worth their salt introduces a new product and commits the company to
a product development cycle without doing market analysis, understanding the profit potential, describing the
costs, and adapting to market needs. They develop a written product plan. Then they present the need for the
new product in business terms, that business stakeholders understand.
IT has forgotten this, and the only way to succeed in selling ITIL to the top is to learn how to sell! ITIL is a
process for improving the performance of IT staff, services, and operations. IT improvement causes higher IT
performance, which may or may not improve business performance. This indirect Business/IT linkage is where
the breakdown almost always occurs. So, how do we map the IT-centric benefits of ITIL to sell to the
business?
Stakeholders are the Key
http://www.itsmsolutions.com/newsletters/DITYvol2iss7.htm
5/4/2006
3. SELLING ITIL AND MANAGEMENT COMITTMENT
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Stakeholders are the Key
The ITIL describes the concept of stakeholders and the Continuous Service Improvement Program (CSIP).
Many of us use the term CSIP very lightly, but if you examine it closely, the ITIL spends a significant amount of
print on describing stakeholders.
A stakeholder is any individual or group with an interest or “stake” in IT or the CSIP. We usually know the
stakeholders in IT, but have you ever documented the stakeholders outside of IT? For example, senior business
executives, customers, users, etc? Now, have you considered stakeholders outside of the company? For
example, vendors, suppliers, and competitors? Most of us probably think only of stakeholders with a positive
impact within IT. In reality however, you must also include all stakeholders, inside and outside of IT and the
company, and with a positive or negative impact.
It is here, in truly understanding (and documenting) your stakeholders that you find the keys to selling ITIL to
the top! You will probably find that the most powerful allies for justifying ITIL are not inside IT, or even your
company; nor will their impact always be positive.
In Table 1, for example, the CEO must comply with Sarbanes-Oxley; the Controller/CFO must work with
auditors; the VP of IT must align IT operations to align. You must drive this from the top to the bottom. Start
with the highest level possible, and expand downward, trying to map relationships. Note that you may need to
have several maps!
Business/Mission
Driver
Shareholder value
IT record keeping
Title
Name
D. Nichols
J. Kuhn
IT record maintenance
CEO
Controller/
CFO
VP IT
Updated Incident
Management Software
Service Desk
Manager
AD
S
A
T. Lyons
T
X
Sarbanes-Oxley via SAS-70
COBIT to align with SAS-70
X
H. Marquis
Audit/Control means
X
X
X
ITIL best practice driven by
COBIT CSF/KPI
Reports and audits, based on
ITIL, as defined by business
requirements.
etc.
Table 1. Example Stakeholder Mapping Table
Table 1 derives from the ITIL, but contains modifications appropriate for initial stakeholder definition.
Specifically, I have added an Audit/Control means field, which clearly references the framework for
understanding motivation. You can use this process for any IT initiative you wish to justify. Remember, it is
our responsibility to justify what we know we need. Failure to observe this simple fact results in decreasing
headcount and budget in the face of increasing requirements.
As a starting point toward taking the responsibility for selling ITIL to the top, here is a 7-point plan you can
begin implementing today, for next to no cost:
1. Identify Your Unique Business or Mission Drivers. By yourself, or with a small group, list out the
business drivers of your organization, not IT drivers like technology, but rather the reason for the existence
of the entire organization. Start at the top level, and try to get to the significant aspects such as meeting
shareholder needs for a public company, fulfilling voter needs for a municipality or readiness for a military
organization. Remember to include internal/external, and positive/negative factors that affect your
organization. For example, competitors clearly affect many companies selling products. Also, note that
competition is not always a bad thing! Create a chart or table with eight (8) columns. List the business
driver in column one (1), putting one per row. Note that various stakeholders have different reasons for
doing things, and that each level of management probably has different drivers.
2. Determine Ownership. Once you know your business drivers, try to assign the title or role of the
highest-level person responsible for each business driver. For example, if a business driver is meeting
shareholder expectations, then the CEO is clearly responsible and “owns” that business driver. List the
title or role of owner of the business driver in column two (2). Now, list the name of the owner in column
three (3). You are now well on your way to identifying your true stakeholders!
3. Identify Audit and Control Requirements. Once you have listed several of the top business drivers
and their owners, investigate how your company measures attainment of the business driver. Each
industry has its own business or mission drivers for example regulatory compliance (e g HIPPA GLBA
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4. SELLING ITIL AND MANAGEMENT COMITTMENT
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industry has its own business or mission drivers, for example regulatory compliance (e.g., HIPPA, GLBA,
FFIEC, etc.) and auditing (SAS-70, Sarbanes-Oxley, etc.) List the audit and/or control requirement in the
last column (8). Your matrix now represents an overview of the things that are critical to your business or
mission (drivers), who owns responsibility for each driver, and how that person or group will measure
achievement. For example, if you work in a municipal IT department driven by officials elected based on a
campaign to improve 911 services, you now know what motivates this stakeholder: delivering on their
promise; and you now know how they measure achievement: election or re-election. This then, is what
this stakeholder cares about. You must present anything you care about in terms that relate it to what they
care about! Remember the classic marketing proverb "don't tell me about your grass seed, tell me about
my lawn!"
4. Identify Stakeholder Relationships. With the stakeholders now identified, try to group them into
“camps” of related interested. Your goal is to identify the relationships between stakeholders so you can
locate key roles and persons. ITIL describes several roles including Change Advocate, Change Sponsor,
Initiating Sponsor, Sustaining Sponsor, Agent, Target, Initiating Advocate, and Sustaining Advocate. The
use of the word “Change” in this context does not represent a Request for Change (RFC), but rather the
change in thinking or activity required for the IT department (us) to motivate them. Label columns 4, 5, 6
and 7 as AD, S, A, and T respectively. Now update your matrix with the correct marker for every role, title
and business or mission driver listed below as shown in Table 1. For our purposes, try to imagine all those
people or groups that can advocate a change; but remember that advocates do not always support your
position! In other words, everyone involved, from staff, to executive to competitors has and advocates
their own agenda. We will focus for now on just four roles:
Change Advocate (AD) -- persons owning the business/mission driver and actively
supports the change
Change Sponsor (S) -- persons sponsoring the change
Change Agent (A) -- persons leading the change
Change Recipient (T) -- persons affected by the change
5. Create a Stakeholder Map. Once you know what motivates your company, organization, or business,
who is responsible, and how they measure their success, you are prepared to begin selling the value of ITIL
to the top! Using paper, office drawing software or a whiteboard, draw an “organizational” chart of the
stakeholders with their actual relationships. Disregard physical reporting roles and hierarchy. Use AD, S,
A and T to show stakeholder relationships. Then focus on capturing the dynamics of your stakeholders.
For example, a Director may have several reporting managers on a traditional organizational chart;
however, the views of his or her executive assistant (a key influencer) may carry more weight! You must
understand the true dynamics of the organization in order to sell ITIL to the top.
6. Translate. The final step is to translate ITIL activities into business terms. This is the hardest part, but it
is easier with a stakeholder map and your table of drivers, responsibilities and roles. For example, let us
say you need to convince the CFO that purchasing some expanded Incident Management software is
required. You could approach it as most IT executives do and try to justify this expense in IT terms.
However, equipped with your stakeholder information, you know that the CFO holds responsibility for
Sarbanes-Oxley audits with the CEO. You know from your stakeholder map the CFO must support the
CEO and that auditors using SAS-70 will perform parts of the audit. Therefore, you position the expanded
Incident Management software as an important investment required to comply with SAS-70 audit
requirements for Sarbanes-Oxley and others.
7. Repeat. Perform this process of stakeholder identification (driver, role, person, influencers, and map) for
each major undertaking in IT. Align your IT goals and plans around meeting stakeholder needs, using
terms they understand. Refrain from techno-babble and focus on those things for which your stakeholder
is responsible, and are measurable. Communicate and report using terms and phrases that tie your needs
to those of your stakeholders. In effect, what you are doing helping your stakeholders achieve their non-IT
goals through your IT goals. One last marketing cliché here "no one ever bought a drill because they
wanted a drill; they wanted a hole in the wall."
This approach may sound like common sense, but as in all things, thinking it through and having a plan
delivers benefits that are more consistent As a side note the above steps are what drive the CSIP too! If you do
http://www.itsmsolutions.com/newsletters/DITYvol2iss7.htm
5/4/2006