Learn How To Be Service-Driven By Watching The Clouds: Case Study Preview

I’ve been speaking to more and more clients lately who are not just saving money with cloud computing — they’re using the principles of the cloud to completely transform how they source, build, and deliver all IT services. Savvy I&O leaders should look beyond the per-hour savings promised by the cloud to the core tenets of cloud computing itself. How do the public clouds do it? Why can’t you?

Well, you can. You can transform your IT operating model from that of widget-provider to a true service-oriented business partner. Forrester writes extensively about how to make the IT to BT (business technology) transition. I recently spoke at length with the IT management team at Commonwealth Bank of Australia (CBA) about their multi-year IT transformation to what they call “everything-as-a-service.” I was put in touch with them by one of their primary suppliers, cloud service management and automation vendor ServiceMesh.

We’ll be publishing a complete case study soon, but I wanted to share some of the basics here because they outline a strategy anyone can achieve, regardless of your current level of cloud maturity. The bank started by establishing six core tenets to be enforced across all I&O services moving forward, whether hosted internally or externally. These guiding principles neatly summarize the core value dimensions of cloud computing itself:

  • Pay as you go. Business customers only pay for products and services actually used, on a metered, charge-back basis, under flexible service agreements, as opposed to fixed-term contracts.
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What's Your IT Service Management Strategy (If You Actually Have One)?

Unfortunately I don’t often hear “strategy” and “IT service management (ITSM)” in the same sentence, unless of course someone is maligning the ITIL 2011 Service Strategy book or if an organization is justifying a significant investment in a new ITSM tool (to me this is too often the breeding ground for failed aspirations). Alternatively we often talk about (and are consumed by) tactical ITSM issues and our tactical responses. So where and what is your ITSM strategy? And where is your ITSM strategic plan?

If you have answers to these questions you probably don’t need to read this blog so feel free to choose another. If you don’t, don’t you think you should? I’ve stolen some written-word from my colleague Jean-Pierre Garbani to get you thinking.

What’s your strategy for ITSM strategy?

I’m not going to answer this – I just thought it a funny question. Better starter questions are probably: “What do I mean by strategy?” and “What is strategic planning?”

I can’t help but use the ever-useful Wikipedia for the first:

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