A Killer Disease? IT’s Unhealthy Obsession With Itself

While sitting at a hotel desk at “silly o’clock” this morning preparing for the Forrester I&O Forum in Las Vegas, I saw a Tweet from Ian Aitchison of LANDesk that was an obvious but little realized truth:

“Is the IT industry unique in its obsession with its own possible future demise? The sky is always falling in. #ITRapture”

IMO the average IT organization does appear to be somewhat Chicken Little-like and my response of “I think it is because IT is obsessed with itself :)” started me off …

While we have not necessarily fallen in love with our own reflection, it is difficult to argue that we are not overly obsessed with what WE are doing rather than what the business is doing – as per yesterday’s blog  “Why Is IT Operations Like Pizza Delivery?”

Consider this exaggerated story

You meet two people at a soiree (that’s a posh cocktail party BTW). The first introduces themselves: “Hi, I’m Ian. I work for LANDesk. I do all sorts of product marketing nonsense.” The second does the same. Well, I say the same; there’s a big difference – “Hi, I’m Stephen. I work in IT.”

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Why Is IT Operations Like Pizza Delivery?

Whilst with a software vendor yesterday I reused a favorite IT service delivery analogy that was inspired by, or was it borrowed from, James Finister at least two years ago. At the Forrester I&O Forum in Las Vegas this Thursday I will use it again when Glenn O'Donnell and I present on "A Mindset Change Is Needed: Support The People, Not The Technology."

To me the analogy is indicative of the fact that despite all of the investments organizations have made in increasing IT service management maturity and IT service delivery we still seem to measure our relative success in terms of IT rather than business outcomes.

So consider this somewhat frivolous analogy: comparing IT operations to pizza delivery operations

The pizza company has a palatial store and has invested in the best catering equipment (read state-of-the-art data center). It employs highly-qualified chefs who take pride in creating culinary masterpieces. When the pizza leaves the store it scores ten out of ten on the internal measurement system. This is, however, measuring at the point of creation rather than the point of consumption.

Now consider the customer view of the pizza when it arrives: it is late, cold, has too much cheese, the wrong toppings (even toppings that are unrecognizable to the customer), and it costs more than the customer expected (and wanted) to pay.

How much of this example can be applied to IT delivery?

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