Preparing for Digital Business - ITSM Academy ITSM... · Traditional ITSM Agile ITSM Customer – anyone not in IT PMO, Development, Ops – 3 different groups IT & the Business IT

Preparing for Digital Business

Matthew Hooper, ITSM EvangelistCopyright©2016,LANDESK.Allrightsreserved.

DISRUPTION

Howdidwegethere?

Mainframe -

LAN desktops -

WAN systems -

Internet Systems -

Mobile apps -

Cloud apps -

Theabilitytodigitallyreimagine the

businessisdeterminedinlargepartbya

cleardigital strategy supportedby

leaderswhofosteraculture ableto

change andinvent thenew.Strategy,notTechnology,DrivesDigitalTransformation

MITSLOANManagementReview

http://sloanreview.mit.edu/digital2015

DIGITAL

Most managers think the key to growth is developing new technologies and products.

But often this is not so. To unlock the next

wave of growth, companies must embed

these innovations in disruptive new

business models.- ClaytonChristensen Harvard

Professor and Author of Innovators Dilemma

CurrentTrends

“Paperisnotourcompetition..filingisourcompetition”

PhilLibinFounderEvernote

Currenttrends

NewDigitalWorkforce

RevenueGrowth

CreateBetterCustomerExperiences

AchieveCostSavings

ImprovedecisionMakingthroughAnalytics 2%

4%25%45%

Source:PwC,201

5Glob

alDigita

lIQ®Survey,

2014

Digita

lIQ®Survey;B

ases:1,988

,1,494

201

5:

Q:Inthelast12mon

ths,whatp

ercentageofyou

rorganiza

tion’s

digitalenterprise

bud

getw

assp

entinthefollowingareas?

;201

4:Inth

elast12mon

ths,ofallthespen

dinginyou

rorganiza

tionon

techno

logy,

whata

pproximatepe

rcen

tageofitw

assp

entinthefollowingfunctio

ns?

WHO’sDrivingDigitalTransformation?

Howorganization definesDigitalStrategy

CIO CMO

SynonymouswithIT 41% 29%

Customer-facingtechnologyactivities 33% 49%

Technologyinnovation- relatedactivities

50% 62%

Source: PwC, 2015 Global Digital IQ® Survey; Base: 1,988Q: How does your organization de ne digital? Select up to two statements that best describe your company.

Whatwillfix?

Anorganization’sabilitytolearn,andtranslatethatlearninginto

action rapidly,istheultimate

competitiveadvantage.JackWelch

CEOofGEfor20yrsdrivingvalue

4,000%

AGILITY

Traditionalvs.AgileITSMTraditionalITSM AgileITSM

Customer– anyonenotinIT

PMO,Development,Ops– 3differentgroups

IT&theBusiness

ITProjects

ServiceProviders

Companyhas1customerandtheydon’tworkhere

ITisnotadepartmentbutacapability

ITisthebusiness

Onlybusinessprojects

ITenablestheDigitalStrategyoftheorganization

Stackedsetsoffunctionalityarepublishedinamajorrelease Smallsprintsofcodeareutilizedtocreatechange

Incidentsandoutagesareadetanglingeffort Impactsarequicklyisolatedandroll-backisperformedifneeded

LANDESKITSM Attainment Levels

Initial

Managed

Shared Service

Business Optimized

Level 0

Level 1

Level 2

Level 3

Level 4

Unmanaged

Cost Time Risk QoS

Integrated IO capability

RequirementsBuild

Test IncidentRelease Operate Resolve

What’sNeeded

What’sbroke

What’sChanging&bywho

Whoisusing

What’snotworking

Howdidwefixit

ProjectManagement

SourceControl TestManagement Email

EventManagement

IncidentManagement

KnowledgeManagement

?

Pray

What’sConnected

WATERFAILMethodology

ServiceHealthSystem

EnterpriseServiceModel

WhyNeeded

RequirementsBuildTest

HowConnected

WhatCouldbreak

EnterpriseKnowledge

Incident

ReleaseOperate

ResolveWhois

impacted

What’schanging

Howweimprove

EnterpriseServiceModelforITSM&DevOps

S e r v i c e M a n a g eme n t

Se r v i ce Ope ra t i on- S u p p o r t- M a i n t e n a n c e

C h a n g e

I n nova t i on Management

R e l e a s e

C o n f i g

P M

E A

D em a n d

A u t o m a t i o n

V a l i d a t i o n

O p p o r t u n i t y

I d e a t i o n

ServiceManagement&InnovationManagement

DIGITAL OFFICER REPORTING FOR DUTY

Thankyou

Contactinfo:matt.hooper@landesk.com Tw i t t e r : @V i g i l a n t G u y