1. A Manifesto for Cloud-relevant Service Management
LEAN SERVICE MANAGEMENT 101™
WORKSHOP SERIES
Ian Clayton
Principal
Service Management 101 LLC
A Manifesto for Cloud-relevant Service Management
Based upon the USMBOK
The Consequence of Hybrid Cloud Computing on Service Management Practices
Highlights:
The economic imperatives driving Cloud adoption
The elements of a service management system and provider organization
The impact of Cloud upon the system and organization
How to adapt your service provision model to incorporate cloud options
Copyright © 2008 Service Management 101
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2. Introduction In this session we shall explore:
The economic and management imperatives driving cloud computing, the common cloud options
The perspectives, scope and content of the ‘service management manifesto’
The elements of a service management system and service provider organization from both the ITIL® and USMBOK® perspectives
The impact of Cloud upon the system and organization, and specifically key practices, processes, roles, policies and artifacts
How to adapt your service provision model to incorporate cloud options
A six-step method for ensuring your service management initiative remains cloud relevant A basic primer on Cloud Computing based upon US Federal Government definitions.

3. Cloud 101: Introduction
The ‘Cloud’ was originally a metaphor for the Internet, the area outside of your own network
Cloud computing has many diverse definitions, summarized, the Cloud is an on-demand self-service Internet infrastructure where you pay-as-you-go and use only what you need, all managed by a browser, or application.
Cloud computing is broken up into multiple segments represented by the Cloud Pyramid and including:
Cloud Infrastructure
Cloud Platforms
Cloud Applications
Analyst firm IDC says cloud services will outpace traditional IT spending over the next five years and will represent $44.2 billion by 2013 – its huge business!

4. The US Federal Government Does and Defines Cloud Computing
With an IT budget of more then 70 billion dollars a year, the US government represents the largest IT consumer on the planet
With this kind of money at stake, the influence the US government imposes is enormous and directly influences how we as an industry both define and use the cloud
The National Institute of Standards and Technology (NIST), a non-regulatory agency of the United States Department of Commerce with a mission to promote U.S. innovation and industrial competitiveness, has prepared definitions on behalf of the US Government for Cloud Computing
It is expected these definitions will be the de facto standard the entire US government will be given – for more information visit:

5. The NIST Cloud Definition Framework
Community
Cloud
Private Cloud
Public Cloud
Hybrid Clouds
Deployment/Delivery
Models
Service
Essential
Characteristics
Common
Software as a Service (SaaS)
Platform as a Service (PaaS)
Infrastructure as a Service (IaaS)
Resource Pooling
Broad Network Access
Rapid Elasticity
Measured Service
On Demand Self-Service
Low Cost Software
Virtualization
Service Orientation
Advanced Security
Homogeneity
Massive Scale
Resilient Computing
Geographic Distribution
Source: NIST

6. The Management Imperative “Address One of My Problems!”
Today's economic climate is causing management to tighten budgets and re-prioritize projects
It is acting as an accelerant for management expectations of the benefits from investing in a service management initiative
All investments are subject to greater scrutiny, with projects being reprioritized and non-performers shelved, or abandoned, perhaps permanently
Initiatives must complete and deliver on their promise, or a specific subset of deliverables, within a 30, 60, or 90-day period.

7. Why ‘Cloud’ Makes the Business Pulse Race
Some of the more common benefits attributed to Cloud Computing include:
A more agile and responsive IT investment decision-making process
Greater alignment of IT investments with business goals
Paying only for what you use, a new generation of ‘service economics’
Even more rapid, utility styled request and deployment of information services
Greater scalability in all ways, linking real-time demand and utilization with planned capacity – ‘just in time service’
Higher quality of service, less downtime caused by non-standard or inconsistently architected and designed infrastructures
More cost effective use of all types of technology resources, including human
Annual savings in hardware, power and human labor costs
Environmentally friendly ‘green IT out of a box?’
THE AVAILABILITY OF VIABLE OFFERINGS!

8. The Open Cloud Manifesto
The purpose of the Open Cloud Manifesto is to “… initiate a conversation that will bring together the emerging cloud computing community (both cloud users and cloud providers) around a core set of principles”
The document discusses:
What is Cloud Computing and why it is important
Challenges and barriers to adoption
The goals of an Open Cloud
Guiding principles for an Open Cloud
For more information visit the website:

9. “Mirror Mirror on the Wall…”
The benefits of Cloud mirror those suggested as resulting from an IT Service Management or ITIL® project, while mugging ITSM for its benefits, Cloud exposes a number of failings in the traditional ITSM approach:
The sheer glacial speed of progress and delivery of tangible business benefits
The often veiled commitment of specialized, scarce resources to a long-term effort
A lack of support from the application and systems management functional groups
A failure to properly integrate business continuity, security, facilities management and capacity planning disciplines
The inability to relate customer activities to consumption of IT resources
The lack of stakeholder support in ITSM as a value creating initiative
Cloud reminds us the business need has not changed and what is wanted is a demand driven, pay as you go, utility styled approach related to specific business outcomes.

10. For Now.. a Hybrid Cloud
Cloud service providers may struggle to accommodate highly customized applications and IT may baulk at migrating sensitive systems
Likely result is many IT organizations will face the challenge of managing a hybrid cloud infrastructure over the next 2-3 years
Meanwhile, cloud computing is busily establishing a next generation of service management ‘best practices’, involving:
Subscription based offerings
More agile service agreements
An order-fulfillment provisioning model
Federated design of the service management system that spans dueling silos and the total customer experience
All the while the cloud options will have to tackle the emerging service experiential economy, where the customer experience matters most, successful outcomes aside.

11. The (Universal) Service Management Manifesto™
The purpose of the service management manifesto is to clarify the definition of service management and what it means to differing constituents
Like the open cloud manifesto the intent is to initiate a conversation that will bring together the service management community on a universal basis around a core set of principles
The manifesto has five perspectives:
The customer perspective, representing consumers or products and services
The provider perspective, for service providers
The professional perspective for individuals working within service industries
The vendor perspective for suppliers to service organizations
The community perspective, for organizations such as trade and professional associations, representing the industries, organizations, and individuals involved in the consumption and provision of the products and services.

12. The Service Management ‘Cloud’ Elements
The Service Management System
Source: USMBOK
The Service Provider Provisioning System
The Service Provider Organization
The service management system has two discrete but co-designed elements: the provisioning system and the organization
Apart from security and data governance, Cloud Computing poses a number of major challenges to any organization active, or considering a service management initiative

13. The natural tendency of organizations to think ‘Inside-Out’
Firstly, it’s a natural tendency and common for most organizations to look inward at what work they do – to think inside-out
Inside-out thinking places a greater emphasis, sometimes total, on how the work is performed, its efficiency, productivity, and the product quality
This is especially true if the organization is detached or insulated from its end customers, a monopoly, the economy is healthy, and the operational environment stable
Performance measures are more focused on the work performed by the service provider, processes, or technologies than on customer outcomes
Unfortunately, ‘inside-out’ thinking is commonly associated with a failure to think customer, to understand why the work is performed, and to fail to associate the benefits of a project or initiative with customer results and satisfaction levels.

14. 7 Signs You are Failing Your Customers (and You) – and may be ‘inside-out’
Key service staff are unable to state easily, clearly and briefly who the customers are, what we do for them, and the basis for customer satisfaction
The view of the customers, what they care about, and how you serve them, differs significantly across the organization
When compared, more time is spent on internal issues, processes and conflicts than on discussing the customer outcomes and needs
Few of your decisions are explicitly driven by customer needs
You have trouble adapting to normal variations in the customer operations and get blindsided by changes in strategy and behavior
You are trying to apply one rigid practice or process framework to all customer situations
You do not know how your efforts relate to the interests and desired results of your customers? 

15. Manifesto: What is “Service Management”?
OUTSIDE-IN SERVICE MANAGEMENT 101™
INTRODUCTION
Service management is a systematic method for managing the provision of services to customers at a known quality and cost
Service management ensures the desired results and customer satisfaction levels are achieved cost effectively
Service management is a means by which the customer experience and interaction with our products and services is managed
Service management is also a transformation method for any organization that wishes to operate as a service provider organization
The origin of service management is in product management
Service management concepts and methods are universally applicable to any industry, including information technology (IT).
Copyright © 2009 Service Management 101
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16. Manifesto: Service Management requires…
OUTSIDE-IN SERVICE MANAGEMENT 101™
INTRODUCTION
The adoption of a service perspective to the planning of product offerings and allocation of resources
The embedding of a service subscription, consumption and provision logic in the management approach
A focus on the desired customer relationship and successful customer outcomes required by customers
A commitment to being operated and managed as a ‘service (provider) organization’
A matching of the quality of service, and its cost of provision, to customer requirements and objectives
Understanding points from which service can be accessed, managing the ‘service encounter’, and designing how services are supported
A system and organization for the fulfillment of ‘service requests’.
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17. What is IT Service Management (ITSM)?
OUTSIDE-IN SERVICE MANAGEMENT 101™
INTRODUCTION
The origin of the term is generally unknown, but it has been in mainstream use during the 1990s, historically it has been associated with the introduction of, or improvement of existing IT operational practices through the adoption and adaptation of industry ‘best practices’
ITIL® defines ITSM as, “The implementation and management of quality IT services that meet the needs of the business…”
Wikipedia defines IT Service Management as, “a discipline for managing information technology (IT) systems, philosophically centered on the customer's perspective of IT's contribution to the business…”
IT Service Management is also the term commonly used to describe the process centric effort of transforming an IT organization from one focused on managing the IT infrastructure, to managing the provision of information system services.
Copyright © 2009 Service Management 101
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18. The Promise of IT Service Management (ITSM)
OUTSIDE-IN SERVICE MANAGEMENT 101™
WORKSHOP SERIES
“The startling and inconvenient truth about many IT Service Management projects is that they fail the sponsoring IT organization and the customer”
“Given the record so far, it is highly likely that without a major outside-in thinking ingredient, the emerging refreshed ISO standard will continue to propagate an inside-out approach and result in a similar failure”
Ian Clayton, Principal, Service Management 101.
Copyright © 2009 Service Management 101
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19. The Cloud Discussion is a ‘Darwinian Event’ for Traditional ITSM
The Cloud discussion polarizes ITSM theorists and differentiates them from pragmatic practitioners
Proponents of familiar ‘must-have’ ITSM artifacts, such as service catalogs and configuration management databases (CMDB) are either strangely quiet, or forming committees designed to ensure inter-operability
To compound matters, few if any ITSM training classes have adapted their curriculum to include Cloud concepts
Some of the most vocal ITSM evangelists are soliciting ideas rather than leading their peers through this latest metamorphosis
Have no doubt, the option of Cloud Computing represents a ‘Darwinian Event’, causing management to rethink the value of an ITSM initiative, and to reassess an investment in existing ITSM qualification schemes and inflexible frameworks, such as the IT Infrastructure Library®.

20. What is a Service Management System?
UNIVERSAL SERVICE MANAGEMENT BODY OF KNOWLEDGE™
AN INTRODUCTION
The service management system represents all the operational and administrative elements required by a service organization to respond to market opportunities and customer needs
The system’s purpose is to enable the cost effective design, development, offering, contracting, provisioning and support of quality assured services
The goal of a service management initiative is to establish and sustain a service management system
The journey to a service management system requires the transformation of an organization and adaptation of ‘best practices’.
Copyright © 2008 Service Management 101
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21. Service Management System Fundamentals
The service management system should answer a number of question:
How the service provider decides which customer communities to serve
What governance will be used to ensure the voices of the customer, provider and regulators is heard, and documented properly as service requirements
How services will be marketed to each community
How an existing or prospective customer can request service
How requests for service are fulfilled
How the design, development and provision of services is funded
What key roles are required to manage the provision of service
How performance will be measured and managed from a results achieved, and satisfaction level perspective
How the service provider plans will be aligned with those of customer
What transformation method will be used and how will the provider continuously improve.

22. The ITIL® Service Management ‘System’
Source: SMBOK™ Service
ITIL provides a simplistic four stage ‘lifecycle’ based system
The stages are supported by a continual improvement fifth and cyclic ‘stage’
There is no detail or over-arching representation of how requests or incidents journey through the system
There are multiple inputs to the ITIL ‘system’, including incidents and service requests. H L M

23. ITIL® ‘Processes’ Impacted by Cloud
Source: SMBOK Service M H L
ITIL does not provide in core books an overall representation of how processes co-operate
The core documentation describes approximately 36 subject areas or ‘process’ candidates
The likely impact is based upon ITIL V3.0 descriptions.

24. Key ITIL® Artifacts Impacted by Cloud
Application Portfolio
Asset Register
Authority Matrix (RACI Chart)
Availability Plan
Back-out Plan
Business, IT Service Continuity Plans
Capacity Plan
Change Record, Schedule, emergency
Configuration Management Database
Definitive Media Library
Incident record, impact statement
Operational Level Agreements (OLA)
Patterns of Business Activity
Problem record, cause statement
Release identification, record, unit
Requirement Catalog
Security Policies and Profiles
Service Acceptance Criteria
Service Catalog
Service Contract and Level Agreements
Service Improvement Plan
Service Level Packages
Service Level requirements, Targets
Service Pipeline
Service Portfolio
Service Request (Request Fulfillment)
Underpinning Contracts

25. The ITIL® Roles
Source: SMBOK Service M H L
ITIL does not provide an overall organizational structure or ‘role continuum’
The core documentation describes approximately 47 responsibilities or ‘roles’
These roles include at least two that are implied
The likely impact is based upon ITIL V3.0 descriptions.

26. The ITIL® Qualification Scheme
The ITIL Qualification Scheme (IQS) issues certificates based upon proof of progressive knowledge of ITIL core publications
Proof is by examination
The IQS is a certificate issuing scheme
The likely impact is based upon ITIL V3.0 descriptions.

27. The USMBOK® Service Management System
Introduction to the Universal Service Management Body of Knowledge (USMBOK™) M L H
Customer
Model
Service
Enterprise
Request
Lifecycle
Quality
Revision
Change
Release
Event
Requirement
Asset
Support
Retire
Business Planning Framework
Performance Management Framework
Governance Framework
Provision Lifecycle
Operations Lifecycle
Policy Framework
Service Transaction Engine
The Service Lifecycle
SYSTEM
Knowledge Domains
Service
Infrastructure
Management
Value
Operations
Delivery
Quality
Fulfillment
Customer
ORGANIZATION
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28. Service Request: The Key Input to Service System
OUTSIDE-IN SERVICE MANAGEMENT 101™
INTRODUCTION M L H
Improvement
Statement
Service
Request
Customer
Interview
Problem
Incidents
Catalog
Idea
Generation
New Technology
Derivative Technology
Incremental Service Improvement
Derivative Market
Non-Customer
Oriented Needs
Customer Oriented
Needs and Wants
System
Source: USMBOK
Improvement statement is a aggregation of:
Customer oriented needs
Non-customer needs
Idea generation
Catalog-driven service enquiries from official ‘service access points’ by authorized persons
Problem statement developed from:
Service incident records
All inputs are consolidated into a common service request format as the primary and singular input to the Service System.
Copyright © 2009 Service Management 101
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29. Service Provider Organization: The Role Continuum
OUTSIDE-IN SERVICE MANAGEMENT 101™
INTRODUCTION
Customer
Facing
Infrastructure
Service
Relationship
Requirement
Responsibility
Regulations
Order
Fulfillment
Marketing
Opportunity
Partnering
Quality
Performance
Excellence
Back
Office
Delivery
Operations and
Support
and
Materials
Management
The Service Management System
The Role Continuum
Source: USMBOK
Represents the specialized roles required to operate and manage a service organization, spanning the customer and infrastructure facing roles
Mandatory role taxonomy input to a governance framework
Provides context for application and ownership of operational policies, procedures, and ‘best practices’
Copyright © 2009 Service Management 101
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30. USMBOK®: Knowledge Domains & Knowledge Areas
OUTSIDE-IN SERVICE MANAGEMENT 101™
INTRODUCTION
The USMBOK contains 40 knowledge areas, corresponding to major competency (practice)
Each knowledge area leverages existing information references and in some cases credential programs
Supports skill-path, role-based curriculum
Leverages proven and universally applicable service industry methods
Spans the OI-IO Continuum.
Copyright © 2009 Service Management 101
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31. Adjusting Your Service Management Initiative Think ‘Outside-In’
OUTSIDE-IN SERVICE MANAGEMENT 101™
WORKSHOP SERIES
Outside-In thinking is not new, with roots in marketing management, and accepted business management theory dating back past Peter Drucker
Outside-In thinking puts the interests of the customer first
It ensures an explicit customer reason is in every decision, including what services to offer and the makeup of those services
Outside-in cares most about successful customer outcomes (SCOs)
Observe customers ‘in their own habitat’ to understand their behavior, how they think and act, and what motivates them to behave in certain ways
It is in increasing use by the more successful business enterprises
Many ‘quality improvement’ such as Lean and Six Sigma lack suitable outside-in thinking and are embracing it now.
Copyright © 2009 Service Management 101
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32. OUTSIDE-IN SERVICE MANAGEMENT 101™ WORKSHOP SERIES
The Basis of Outside-In Thinking: Customer Experience, Outcomes, Satisfaction
OUTSIDE-IN SERVICE MANAGEMENT 101™
WORKSHOP SERIES
The customer, and customer experiences matter most because quality goods and customer satisfaction are commoditized
Customer satisfaction leads to loyalty and advocacy
Loyalty lowers costs and is increasingly necessary to be competitive. The best way to drive loyalty is to create consistently compelling and authentic experiences for the customer
To design these experiences, we need a new skill set, a new way of understanding people, and of understanding our customers
This understanding enables us to design things that are meaningful and valuable to people, helping them achieve their desired results, outcomes
We must not start by designing products and internal processes, and start designing experiences. We must design services from the outside in.
Copyright © 2009 Service Management 101
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33. OUTSIDE-IN SERVICE MANAGEMENT 101™ WORKSHOP SERIES
6-Step Method to Ensure Your Service Management Initiatives Remains (Cloud) Relevant
OUTSIDE-IN SERVICE MANAGEMENT 101™
WORKSHOP SERIES
Outside-In Thinking
1. Organize
2. Recognize
3. Manage Experience
4. Personalize
5. Foster Community
6. Innovate & Improve
Organize for customer relevant service management
Recognize, respect and picture customers and their end customers
Manage the customer’s total service experience
Deliver personalized service
Foster a customer community and manage the entire customer lifecycle, from satisfaction, to loyalty and advocacy
Engage in Continuous Innovation and Improvement
Copyright © 2009 Service Management 101
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34. OUTSIDE-IN SERVICE MANAGEMENT 101™ INTRODUCTION
Summary
OUTSIDE-IN SERVICE MANAGEMENT 101™
INTRODUCTION
Remember - Customers are in control in a service economy
Cloud Computing remains an emerging and maturing option for a service provider
As yet it is not subject to any standard definition or regulation – caveat emptor (buyer beware) reigns
Cloud places a significant emphasis and impact on key areas:
Security and data governance
Understanding your successful customer outcomes and required relationship
Managing service provision and the total customer experience
There is, and will continue to be a major impact on education and professional qualifications (certificates, certification and credentials) - CHECK.
Copyright © 2009 Service Management 101
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35. OUTSIDE-IN SERVICE MANAGEMENT 101™ WORKSHOP SERIES
Upcoming Events
OUTSIDE-IN SERVICE MANAGEMENT 101™
WORKSHOP SERIES
Outside-In Service Management Foundations™
San Diego, Solana Beach , October
USMBOK Foundations™:
San Diego, Solana Beach , October
Launch of three online website Oct 12:
Service Management University™
Service Management Connections™ – professional community, ‘Yahoo:Answers’
Service Management Manifesto™
Certified Service Management Professional (CSMP)™
San Diego, Solana Beach November
For classroom training discounts and news on upcoming website services goto and register for free
Or call Ian on +1 (858)
Copyright © 2009 Service Management 101
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36. The Guide to the USMBOK Publication
OUTSIDE-IN SERVICE MANAGEMENT 101™
WORKSHOP SERIES
By registering for this webinar you receive a $50 discount off the list price of the Guide to USMBOK book
The Guide is a ‘Rosetta Stone’ for service management, codifying and connecting:
Universally applicable concepts and methods for any service management initiative
Elements of a service management system
Key roles in a service organization
Your promotion code is ‘GUIDE50’
A companion publication is the USMBOK Lexicon.
Copyright © 2009 Service Management 101
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37. A Manifesto for Cloud-relevant Service Management
LEAN SERVICE MANAGEMENT 101™
WORKSHOP SERIES
Ian Clayton
Principal
Service Management 101 LLC
A Manifesto for Cloud-relevant Service Management
The Consequence of Hybrid Cloud Computing on Service Management Practices
Thank You – Any Questions?
Universal Service Management Body of Knowledge:
My Blog at
Copyright © 2008 Service Management 101
Page 37

38. Step 1: Organize for Customer Relevant Service Management
OUTSIDE-IN SERVICE MANAGEMENT 101™
WORKSHOP SERIES
Empower and motivate your organization to think customer first by linking compensation to customer outcomes
Create a culture where an explicit customer reason drives every decision
Focus on who you do work for, why you do what you do for them, before you look at what work you do
Use customer perceptions of your products not your own
Inspect customer interactions (moments of truth/ touch points) & reengineer
Design practices using customer scenarios (service requests) and engage customers in co-designing ideal scenarios
Service management means managing the total customer experience
Practices should be designed and streamlined using customer scenarios
Measure what matters - defines customer relevant measures then internal measures and assess degree of alignment and synchronization.
Copyright © 2009 Service Management 101
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39. Understanding the Customer
A customer (perhaps unknowingly) uses a combination of the three vital service equations and are focused on:
Achieving their desired results
Receiving personalized service that leaves them satisfied they are relevant, and that service is ‘delivered as promised’
Consequently:
A quality process is irrelevant to the customer unless it directly effects value by helping achieve results (easier, more consistently), lowers the cost of providing the service
Process maturity is irrelevant unless the level of maturity can be aligned with the minimum, or optimum capability needed to satisfy the agreed service level objectives – or customer expectations.

40. Step 2: Recognize, Respect and Picture Customers & their End Customers
OUTSIDE-IN SERVICE MANAGEMENT 101™
WORKSHOP SERIES
Develop a deep understanding of how your customers do their jobs and value their time
Ground your success in knowing your customers and their successful customer outcomes (SCO)
Who is the customer?
What is the scenario?
What are the desired outcomes?
What are the conditions of satisfaction?
What are the moments of truth and metrics?
What are the related and/or supporting customer scenarios?
Remember everything your organization knows about the customer
Ensure everyone in your organization has access to a 360-degree view of the customer ‘picture’, their SCOs, service encounters and moments of truth.
Copyright © 2009 Service Management 101
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41. Step 3: Manage the Customer’s Total Service Experience
OUTSIDE-IN SERVICE MANAGEMENT 101™
WORKSHOP SERIES
Manage service encounter and moments of truth – the customer experience
Remember, its all about customer ’DNA’
Do not assume, alienate, abuse, annoy, abdicate
Eliminate the creation of unplanned customer interactions
Deliver a seamless customer experience across channels and touch points
In deciding what to put on your portal first, start with the most commonly requested information or transaction
Redesign your customer facing processes from a customer’s point of view
Give customers control over their experience, place requests, check status, view history, optionally trouble shoot their own problems
Make it easy for customers to do business with you.
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42. Step 4: Deliver Personalized Service
OUTSIDE-IN SERVICE MANAGEMENT 101™
WORKSHOP SERIES
Personalize interactions with customers – walk in your customer’s shoes
Customers will...
Buy before they try, buy by the piece, mix and match
Want to reshape and repurpose goods and services, to share and co-brand
Observe people in their own habitat to understand their behavior, how they think and act, and what motivates them to behave in certain ways
Tune service encounters, touch points and moments of truth
Maintain a list of top scenarios for each customer
Custom-fit information presented and offers
Give customers the ability to design their own products
Personalized service may lead to a need for community
Recruit lead customers to co-design with you and map the ideal state
Copyright © 2009 Service Management 101
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43. Step 5: Foster a Customer Community and Manage the Customer Lifecycle
OUTSIDE-IN SERVICE MANAGEMENT 101™
WORKSHOP SERIES
Relate and group customers with common interests and needs
Common needs foster community, build a community around each set of needs, line of service or service or set of successful customer outcomes
Introduce and reinforce common terminology and values
Help customers support other customers
Design community based and relevant customer support
Reward customers for being ‘sticky’, loyal and advocates
Remember, customers want to be consulted about the community
Communities create added value and support the satisfaction-loyalty-advocacy customer lifecycle.
Copyright © 2009 Service Management 101
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44. Step 6: Engage in Continuous Innovation and Improvement
OUTSIDE-IN SERVICE MANAGEMENT 101™
WORKSHOP SERIES
Respect the management imperatives
Establish a continuous improvement program (not service, not process)
Continuously refine your work to make it easier for customers to do their jobs
Defines customer relevant measures then internal measures and assess whether existing practices are aligned to deliver SCOs
Experiment on a small-scale to help improve your customer understanding of your strategy
Continuously improve processes based upon customer feedback
Start the transformation with simple steps, one customer, one SCO.
Ask customers what they want, be vigilant of customer cues
Identify and address the high inertia elements of your strategy
Move from process/product centric to customer centric
Copyright © 2009 Service Management 101
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