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Deliver IT Innovation and Optimize IT Service Delivery with ITIL Practices by Terence Okus, MSc HP Enterprise Services Federal Consulting
Today, a challenge exists around ITIL’s ability to deliver on innovation and optimization.
You’re uncertain about ITIL’s ability to deliver on promises of service innovation and optimization.
You’d like to be certain of how ITIL is essential to IT innovation and optimization.
You’re looking to be an innovative IT Service provider.
Discover the three missing pieces for delivering IT innovation and service delivery optimization.
IT Leaders that face disruptive technologies fail when laws of organizational nature overpower them.
Principle #1: Service organizations depend on customers and “investors” for resources
Established firms are successful at staying atop sustaining technologies (technologies their customers need) but stumble over disruptive ones.
Managers may think they control the flow of resources in their firms, in the end it is really customers/”investors” who dictate how money will be spent.
Successful service providers ensconce themselves among a different set of customers – those who want the products of disruptive technologies.
Principle #2: Markets that don’t exist can’t be analyzed.
Hallmarks of good management for sustaining innovation include understanding markets.
Avoid analysis paralysis when entering disruptive technology markets.
Focus on discovery based planning.
Principle #3: Technology supply may not equal market demand.
Disruptive technologies can become full performance- competitive within the mainstream market against established products.
Customers can no longer base their choice upon which is the higher performing product.
Companies must carefully measure trends to catch the points at which the basis of competition will change.
Embracing ITIL can provide a mechanism for fostering innovation.
The value network must be addressed in order to seamlessly bring suppliers together.
Stakeholders demands value from IT.
A common lexicon is needed.
There is no value without fit for purpose and fit for use.
Lower cost of ownership can enable IT to address the low margin markets.
Customers will ultimately base their service selection on price.
Resources can be diverted to new capabilities needed to service low margin markets.
Provide distinct and measurable competitive differentiation.
Recovered resources can be allocated to the creation of disruptive services.
Identify potential disruptive technologies.
Build the markets and the supporting services.
The exploitation of disruptive technologies create results. Discover Markets Increase Efficiencies Exploit Competitiveness
IT Leaders must demonstrate capability for optimal IT Service delivery.
Reportable metrics drive action.
Customers recognize your tangible value
Performance information is motivation for moving the needle.
Part of the golden thread.
Control objectives enable on-demand capability audits.
Point in time readings validate improvements.
Regulatory compliance no longer becomes an issue.
Identifies acceptable levels of risk.
Continuous improvement is the key to success.
Golden Standard: Deming’s PDCA
Continuous value delivery keeps customers engaged.
Creates consistent and cost-effective services.
Recognize three pieces needed for IT innovation and service delivery optimization.
ITIL has the ability to deliver on promises of service innovation and optimization.
You can now be certain ITIL is essential to IT innovation and optimization.
Look no further.
Disruptive Technologies MIS 5105 Dr. Garrett. Resource The Innovators Dilemma, by Clayton M. Christensen (2003) The Innovators Dilemma, by Clayton M.
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