This document discusses delivering value through IT services and improving the perception of IT within organizations. It notes that executives often see IT as only focused on reducing costs rather than strategic goals. Additionally, service desk teams often lack understanding of business unit goals. The document advocates focusing on high-value customer interactions through improved collaboration, communication of business goals, automation of low-value tasks, and better metrics to demonstrate IT's contribution to business objectives. It provides recommendations around simplifying service requests, continuous improvement, and using technology to better engage with customers to turn detractors into supporters.

1. MISSION: IMPOSSIBLE
DEMONSTRATING VALUE
HAS IT BEEN FRAMED?
Patrick Bolger | Chief Evangelist
SDI13 – June 18, 2013

2. MISSION: IMPOSSIBLE
Evidence of a conspiracy

3. MISSION: IMPOSSIBLE
Iconic scenes

4. Provided you complete the mission, you can…
Get away with murder
Take huge risks
Ignore orders when it suits
Choose your own team of specialists
Play with the coolest gadgets
Destroy anything without reprecution
Forget budget, just spend, spend, spend
At the end of the mission, you’ll…
Be praised by the people in power
Turn off your phone
Take a long holiday
Be irresistible to the opposite sex
THE LIFE OF A SECRET AGENT
What’s the appeal?

5. MISSION: IMPOSSIBLE
DEMONSTRATING VALUE
WHAT IS THE IT MISSION BRIEF?

6. Joint research by Hornbill and SDI
Independent surveys conducted in May 2013
200 UK CIO’s
100 SDI members
Contrast and compare views of executives and practitioners
Business Value
The research

7. How do senior executives (outside of IT) view IT’s role in the business?
CIO SURVEY
Most (non-IT) executives don’t view IT as a strategic function
43%
30%
27%
Reduce cost and increase operational efficiency
Necessary trading expense
Contribute to strategic business goals (growth/diversification)

8. Senior execs & business units are NOT very effective in communicating
strategy or business goals to IT (agree/disagree)
CIO SURVEY
Communicating business strategy and goals to IT
68%
32%
Agree Disagree

9. Does IT understand the vision and mission of the organisation and the
goals/objectives of business units?
CIO SURVEY
Understanding the business vision, mission and goals
67%
33%
Yes No

10. Can members of your service desk team clearly articulate the
vision/mission of your business?
SDI MEMBER SURVEY
Articulate the business vision/mission
57%
43%
Yes No
-10%

11. Does your service desk team understand the goals set for different
business units (e.g. improving sales, increasing customer retention,
reducing payment cycles)?
SDI MEMBER SURVEY
Understanding the goals of business units
43%
57%
Yes No

12. Do the service desk team have enough time to spend with business
units to learn and understand their goals and needs?
CIO SURVEY
Spending time with business units
47%
53%
Yes No

13. Is your service desk given adequate time to spend with business units to
better understand the role they play in achieving their business goals?
SDI MEMBER SURVEY
Spending time with business units
34%
66%
Yes No
-13%

14. When the service desk receives a request from the business do you
measure contribution of IT activities to business goals?
SDI MEMBER SURVEY
Tracking IT contributeionto business goals
16%
84%
Yes No

15. How is the performance and value of IT measured by the business?
CIO SURVEY
Measuring IT performance
33%
29%
21%
17%
SLA's or uptime
Business objectives (sales, customer retention, product delivery)
Customer/user satisfaction
No formal KPI's

16. Do you believe that IT could play a greater part in advising how
technology could be used to support business goals more effectively?
SDI MEMBER SURVEY
Could IT do more to support business goals?
98%
2%
Yes No

17. Which of the following would you say are significantly important if IT is
to increase the value it delivers to the organisation?
SDI MEMBER SURVEY
Collaboration, understanding, and focus
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
93% 92%
82%
69%
Improve collaboration so IT
understands business unit goals
and how they deliver value
Automate low-value interactions
with tools (e.g. password reset)
so IT can focus on higher-value
work
Better metrics & KPI's so
business can understand IT
contribution and results
Clearer communication from
executives about business plans
and goals

18. LET’S TALK VALUE
It’s a matter of perspective

19. THE TRADITIONAL ITSM APPROACH
Choose your framework

20. DELIVERING IT VALUE
The theory of best practice

21. DELIVERING IT VALUE
The practice of best practice
Source: ITIL: State of the nation – Hornbill 2010
Source: Hornbill – ITIL: State of the nation 2010 www.hornbill.com/campaigns/itil-state/

22. OUR MISSION, SHOULD WE CHOOSE TO ACCEPT IT…
Address our image problem and approach to value

23. THE OUTSIDE-IN, INSIDE OUT CONTINUUM
Why the traditional ITSM approach struggles to demonstrate business value
Source: USMBOK - Service Management 101 – http://www.servicemanagement101.com

24. The view of our customers, what they care about, and how we serve them,
differs significantly across the organisation
Key service staff are unable to state easily, clearly and briefly who our
customers are, or the activities they perform in pursuit of their success
When compared, more time is spent on internal issues, processes and conflicts
than on discussing the customer needs, expectations and service experience
We have trouble adapting to normal variations in the customer operations and
get blindsided by changes in strategy and behavior
We are trying to apply one practice or process to all customer situations or
scenarios
We do not know how our efforts relate to the interests and success of our
customers
Few of our decisions are explicitly driven by customer needs
IS YOUR APPROACH INSIDE-OUT?
How to check

25. DESCRIBE HOW IT FEELS TO WORK IN IT
In one word
Sure. We can handle the load. No problem.

26. DEVOTE ENERGY TO PADDLING, OR TO BAILING OUT
You can’t do both effectively

27. ADJUSTING THE BALANCE
Low and high value interactions

28. WHERE TO START
Steve Jobs
“You’ve got to start
with the customer
experience and
work back toward
the technology, not
the other way
round”

29. GET SERIOUS ABOUT YOUR SERVICE EXPERIENCE
Customers are individuals, and so are their needs

30. INVEST TIME AND EFFORT TO REDUCE FIRE-FIGHTING
Problem Management

31. ELIMINATE LOW-VALUE INTERACTIONS
Self-Service

32. Content delivered from supplier
website
Self-Service Wizard captures data
from customers
Authorisation
Tasks assigned to relevant
resources
Customer tracks progress via
Self-Service
SIMPLIFY SERVICE REQUESTS AND AUTOMATE PROVISIONING
Integrated Service Catalog

33. A complaint is a gift
Make it easier to leave feedback
Call every customer that leaves negative feedback
Create a Continual Improvement Program
Make staff responsible for improvement actions
Publish improvement activities
Go on a service safari
Get IT/Service Desk staff spend a day with different business units
Watch, listen and learn
Understand how technology impacts day-to-day business
IT/SD staff can present findings to their IT colleagues
Ask them to suggest one change to improve their daily work
Little things can have a big impact
SEEK OPPORTUNITIES TO IMPROVE
Focus on high value interactions

34. Produce videos for your top 5 incidents, share on Vimeo / YouTube
and publish to self-service
Understand demand for BYOD
Encourage registration of personal devices
Produce self-service content (top 5 iPad/iPhone issues)
Ask which apps are used for business purposes
Hold an IT open day (bribe with sandwiches/cakes)
Start a podcast & invite business units to discuss their challenges
Monitor social channels for discussions about your company
Consider support via social channels
YOU ARE MASTERS OF TECHNOLOGY
Show IT

35. TURN IT AROUND
Detractors to Supporters

36. Value starts customer-in, not infrastructure-out
Framework fairies don’t exist (it’s just guidance)
Business must help manage IT demand (hope is not a strategy)
Look for innovative ways to engage with customers
Get serious about your service experience
Work with customers to design self-service for their needs
Automate utility (low value) services
Start immediately on Problem Management
Seek opportunities for high-value interactions
You are the masters of technology… Show IT
CSI is not about process, it’s about attitude and action
LET’S MAKE IT HAPPEN
Summary

37. The implementation and management
of quality IT Services
that meet the needs of the business

38. FOCUS ON WHAT MATTERS MOST
Support outcomes, not technology
What your
customers say
about you
What their
customers say
about them

39. THANK YOU
Questions
http://www.letsmakeIThappen.uk.com
Patrick Bolger
Chief Evangelist
patrick.bolger@hornbill.com
@patb0512