Presenter: Lou Hunnebeck, co-author of the ITIL Practitioner Guidance and Principal Advisor, Fruition Partners, a DXC Technology Company Whether planning, designing and deploying a new service or conducting ongoing continual improvement activities, ITIL has defined 9 principles to use to guide service management initiatives. In our session we will explore the nine principles and share practical examples of how service leaders can leverage them to change behaviors and drive results.

1. DXC Proprietary and Confidential
October 19th, 2017
Service Leadership’s
9 Guiding Principles
Keys to Successful Change
Speaker: Lou Hunnebeck
Principal Advisor
Fruition Partners, a DXC Technology Company
Lhunnebeck@dxc.com

2. DXC Proprietary and Confidential October 19th, 2017
Agenda
• Introduction
• The Context for Change
• The 9 Guiding Principles
• Applying the Principles for Success
• Conclusion

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Introduction
Meet Your Presenter:
25+ years in IT Services, Education & Consulting in IT Service Management
Led global teams in best practice and methodology design
Frequent speaker at HDI, ITSM, ITIM, itSMF and other events
Author of ITIL® Service Design, 2011 Edition of the library
Co- Author of ITIL® Practitioner Guidance
Lou Hunnebeck,
Principal Advisor
Fruition Partners, a DXC Company

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The Context for Change
What we face, and what we need

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Challenges to Change – Change Isn’t Easy!

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Needed to Improve
•Strong & Committed Leadership
•Clear & Relevant Objectives
•Willing & Prepared Participants
•Demonstrated Value
•Sustained Momentum

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Technical versus People Challenges
As complex and difficult as the technology can be,
the biggest challenges lie with our people.
• We need to prepare and support our people.
• We need to choose ways of working that
can increase the likelihood of success.

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The CSI Approach as a Framework
Use the CSI Approach
as an organizing
framework to lead the
team through any
improvement effort.
And…

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Follow the 9 Guiding Principles
The 9 Guiding Principles are a set of broad principles that
should be used to guide decisions and actions.
• Focus on value
• Design for experience
• Start where you are
• Work holistically
• Progress iteratively
• Observe directly
• Be transparent
• Collaborate
• Keep it simple
Having agreed principles to use to guide these decisions and actions can
make it easier to make the right choices, despite pressures to the contrary.

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Commonly Expressed Guidance
ITIL
They also reflect some of the best thinking across multiple frameworks,
methodologies, best practices, standards and bodies of knowledge.
These 9 Guiding Principles make sense.
Agile Lean
DevOps KanbanSIAM
Value Chain
Prosci Deming Six Sigma

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The 9 Guiding Principles
Following and Leading

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Guiding with the Guiding Principles
No matter what you are doing – deploying a new service
or conducting continual improvement – you should
establish “guiding principles” that everyone can agree on.
The 9 Guiding Principles here can be used as a starting
place and set of general precepts to follow.
When embarking on any action or taking any decision,
reference the principles and adhere to them for best results.
Let’s examine the principles and how they help…

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Principle: Focus on Value
Everything the service provider does
needs to map back, directly or
indirectly, to value for their customer.
The customer could be a
person, a group, the whole
organization or a
combination, depending on
what the service is and who
the service provider is.
Often, we think we’re doing
this. Are we really?

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Focus on Value: Making it Real
“If a customer uses this service, what will
they be able to do that they can’t do now?”
As a leader, you can embed this perspective by
challenging your team to answer questions like:
“If a customer uses this service, what will they be able to
do better, faster, smarter or cheaper than they can now?”
“How is this special in a way that matters to our customers?”
“How is this service better for customers than
any other similar service they could use?”

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Principle: Start Where You Are
Don’t start from scratch without
compelling reason.
The ‘start over’ approach can be extremely wasteful, not only in
terms of time, but also in terms of existing services, processes,
people, tools, etc. that might have significant value.
Always consider first what can
be leveraged from what is
already available.

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Start Where You Are: Making it Real
• Look at what exists as objectively as possible. Objective current
state assessment (the second step in the CSI approach) should uncover
candidates for reuse.
• Figure out the reuse strategy. When examples of successful practices
or services are found in the current state, determine if and how this can
be replicated or expanded upon to achieve the desired state.
• Assess the risks. There are risks associated with reusing existing
processes, etc., and risks associated with instituting something new.
These risks should be weighed as part of the decision-making process.
• Decide if drastic measures are necessary. In very, very rare
situations you do have to start over completely. Make sure that
approach is justified.
If we keep what
is working it
will improve
acceptance of
those things
that change
and show we
are listening.

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Principle: Design for Experience
Services (as well as processes) should
be designed from the outset to create
a satisfying end-to-end experience for
the customer or end user.
“The entirety of the interactions a customer has with a company and its products.
Understanding the customer experience is an integral part of customer relationship
management.
The overall experience reflects how the customer feels about the company and its
offering.”
Customer experience (CX) has been described as:
From: BusinessDictionary.com

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Design for Experience: Making it Real
How can we keep the Customer/End-User experience top-of-mind?
Involve actual customer/end-user representatives.
Consider both the objective and subjective aspects of CX.
Prototype, prototype, prototype!
Look at more than just customer “touch points” and “moments of truth.”
Create ongoing mechanisms for customer and end-user interaction to ensure
the focus is not abandoned after go-live.

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Principle: Work Holistically
No service or component stands alone.
The alteration of one element in a complex system will impact
others and these impacts need to be identified where possible,
understood and factored into the plan.
Services are complex systems that have
to be considered, designed, deployed,
managed and improved with an
awareness of the whole.

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Work Holistically: Making it Real
Examine your project methodology and process workflows
to ensure the connective tissue is there and practical.
Seek to balance
specialization with
collaboration &
coordination.
Leverage well-know
conceptual models that will
help team members think
holistically, like ITIL’s “4 Ps
of Service Design” or Agile’s
“Minimum Viable Product”
Maintaining the view of the big picture is difficult, so
everyone must see this as important to success.
ITIL Service Design 2011 Edition

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Principle: Progress Iteratively
Resist the temptation to do everything in one go.
If I need a wheel for this:
This probably
isn’t the
minimum viable
product solution:
Break the work into manageable pieces that each
deliver something useful and then keep going. Many
small efforts will combine to create great change.

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Progress Iteratively: Making it Real
Iterations can be sequential or simultaneous – are there dependencies?
A major initiative/program may be
organized into several significant initiatives,
and each of these may, in turn, have smaller
improvement efforts within them.
The key is for each individual effort to be
manageable in scope, managed to ensure that
real results are returned in a timely manner, and
then….
built upon to create more improvement.

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Principle: Keep It Simple
Do only what is needed to consistently
deliver the desired outcomes.
If a process, service, action, metric, etc.
provides no value or produces no
useful outcome, then eliminate it.
Eliminate that which is wasteful.

24. October 19th, 2017 24DXC Proprietary and Confidential
Keep it Simple: Making it Real
Another way is to consider, ‘Is this fit for purpose and fit for use?’
The Big Question: ‘Does this create value?’
Start simply and carefully add controls,
activities or metrics when it is seen that
they are truly needed.
Over-complicating or building
excessive bureaucracy and then try to
back off later doesn’t work.

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Principle: Collaborate
Work together creatively
towards a common goal.
Shared effort will create shared
commitment and results will benefit from
considering different perspectives.
Creative solutions and important
perspectives can be obtained from
unexpected sources, so inclusion is a
better policy than exclusion.

26. October 19th, 2017 26DXC Proprietary and Confidential
Collaborate: Making it Real
Identify and manage all types of stakeholders.
A stakeholder is anyone who has a stake in the work
of service provisioning, including the providers
(internal contributors and external suppliers/partners),
the customers and/or the rest of the organization.
For each group, be sure you understand their contribution at each
level and the most effective methods for engaging with them.
The scope of collaboration will vary, based on the
scope of impact of the change in question.

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Principle: Observe Directly
Base your decisions on
information that is as true and
correct as you know it can be.
Whenever possible, go to the source
of the activity and observe it directly.
Observing directly is “going to the source”
or “going to the Gemba” in Lean.

28. October 19th, 2017 28DXC Proprietary and Confidential
Observe Directly: Making it Real
Ask questions when observing.
Be sure to ask the ‘why’ question.
Questions should be carefully phrased.
Ask open questions that allow the person
answering to formulate their own response.
It is sometimes helpful for a person with little or no prior
knowledge of the process to be part of the observation.
Data is not a substitute
for direct observation

29. October 19th, 2017 29DXC Proprietary and Confidential
Principle: Be Transparent
Be clear and honest about
what is happening and why.
This way rumors will not compete with the
truth and people can participate and
speak from a position of knowledge.
Resistance to change will rise, as staff members speculate
about what will be changing and how it will impact them.

30. October 19th, 2017 30DXC Proprietary and Confidential
Be Transparent: Making it Real
The degree of transparency, the level of detail provided, the method
used etc. are based on what is useful to the audience in question.
Address the needs of staff members and leaders at all levels.
Ensure that accomplishments are communicated and celebrated.
Leaders at various levels should also provide appropriate
information in their own communications to others.
Together, these actions will serve to reinforce the message.

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Applying the Principles
for Success
How they work Together

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Using the Principles – Manage Risk
Initiatives, large &
small, fail when we:
• Fail to involve the right stakeholders
• Try to go too far, too fast – poor prioritization
• Focus excessively on tools instead of outcomes
• Fail to understand what is being automated
• Fail to control scope
• Overlook critical dependencies
• Fail to prepare participants
• Fail to communicate effectively
Use the principles to avoid these mistakes.

33. October 19th, 2017 33DXC Proprietary and Confidential
Interconnection
Just like our systems, the 9 Guiding Principles do not exist in isolation.
Focus on Value Design for Experience Start Where You Are
Work Holistically Progress Iteratively Observe Directly
Be Transparent Collaborate Keep it Simple
Can you see how they interconnect and support each other?

34. October 19th, 2017 34DXC Proprietary and Confidential
Embed the Principles
• Start each meeting with a review of
the principles.
• Question decisions & actions based on
how well they adhere to the principles.
• Have the principles listed at the
beginning of each slide deck.
• Model the behaviours you want your
people to adopt – including using the
principles!
Build use of
the principles
into your
standard
practices.

35. DXC Proprietary and Confidential October 19th, 2017
Conclusion

36. October 19th, 2017 36DXC Proprietary and Confidential
Conclusion
Using agreed principles to guide your
efforts allows you to embed critical
success factors into your work methods.
Use the principles we’ve discussed, or modify them to
align with the needs of the initiative being undertaken.
Using these principles will improve outcomes and create a
culture of excellence that will outlast any individual effort.

37. DXC Proprietary and Confidential
Thank you.
Lou Hunnebeck
Principal Advisor
Fruition Partners, a DXC Technology Company
Lhunnebeck@dxc.com