Preparing for Digital Business Matthew Hooper, ITSM Evangelist Copyright © 2016, LANDESK. All rights reserved.
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:[email protected] Tw i t t e r : @V i g i l a n t G u y