You can guess where I stand on this otherwise I wouldn’t be writing this blog and others like it ...
Yesterday I was a guest speaker in an Axios webinar, called “Using ITSM to Increase Business User Satisfaction and the Perception of IT,” during which we ran four audience polls. I thought it would be great to share the poll results and my thoughts.
The webinar story arc …
I set the scene using many of my favorite graphics including the following which shows the gulf between the business’ and IT’s own opinions of how well the average internal IT organizations is doing …
… Before starting to look at how what we do and measure either increases or decreases the customer experience – including the fact that we often seem to be too focused on what we do in IT rather than what we achieve through what we do in IT (and IT service management (ITSM)). I also included a section on common metrics issues which I’ve previous blogged on here and here; and the customer experience work of my Forrester colleagues and its applicability to internal IT.
The poll results and my thoughts …
1. Do you consider the people that consume your IT services to be:
It’s finally here. The Forrester Market Overview: SaaS IT Service Management Tools covers: a little ITSM tool history and how we have moved on, the benefits and risks of the SaaS delivery model, key selection criteria for selecting a SaaS (or on-premises) tool, and overviews of 23 tools (from 21 vendors) and their functional capabilities across the enterprise and midmarket marketplaces.
“Why on earth did you write a SaaS-only ITSM report?” I hear some cry
It’s simple – Forrester client demand. In 2012, a good 25% of my 400ish a year client inquiries related to IT service management (ITSM) tool selection; and the SaaS-delivery model (and the key vendors) was covered in nigh on all of them. That’s not to say the client ultimately went SaaS though, inquiries are very much about rapid information exchange in helping clients make important decisions. It’s not about making the decision for the client.
What the SaaS ITSM market looks like
The following figure shows the 23 vendor tools split by average customer subscription (seat) count (described as Enterprise, Upper Midmarket, and Lower Midmarket) and their degree of customer success (the number of paying customers):
There are of course other ITSM tool vendors who declined to participate for a variety of reasons. One would be that they were not briefing Forrester analysts and thus not on our radar.
As I write this, I am in seat 1A of United flight 1607 from Philly to Houston. playing on the screen in front of me is CNBC. I make no secret of my disdain for much of the so called "news media" so I won't launch into my usual rant there (there are some superb journalists out there, but Murrow and Cronkite must be rolling in their graves!). I am bristling over the coverage right now that is focused on the 787's latest woes. As usual, the talking heads are clueless and painting a doomsday scenario for Boeing! It's a bunch of finance people who don't understand the engineering realities. They're smart bean counters, but not engineers. I am an old engineer, so let me shed light on what the Wall Street mouths don't know. There is an important lesson here for I&O leaders!
The changing business and IT landscapes bring increased demand for IT (or IT services) AND increasing complexity. The slide below (a tweaked version of a genuine Glenn O’Donnell original) paints a picture of increasing complexity and an impending capability gulf; if it isn’t already here.
So can IT organizations cope by increasing their manual ability, usually by employing or buying in more people resource?
Even if they could get suitable resource (availability and recruitment can be issues), could the parent business afford the jump in labor costs as these continue to be a highly-visible element of overall IT service delivery costs? Adding more people doesn’t necessarily fit in with the now oft-quoted mantra of “do (or deliver) more with less.”
A recent webinar with ServiceNow looked at drivers for and opportunities from automation, and how to approach building the business case for service management AND automation. Where Forrester defines automation as:
“Tools that perform functions otherwise done by humans.”
If you want to cut to the chase (i.e. don’t want to read the blog) …
A Forrester-client inquiry call last night and the creation of some slides for a webinar with Axios really got me thinking about how we measure our success in IT. It just seemed so easy to take the IT version of success (and the associated measures) and create a snide customer retort. It’s a little tongue-in-cheek but please take a read of one of my Axios slides:
I'm sure there are many more to play with.
If you read my blogs on a regular basis you will have seen: