HR Into I&O: Working 9 Till 5, What A Way To Make A Living? – Employee Contracts

Firstly, let me explain: I am not really a fan of Dolly Parton but I heard this song last night and this got me thinking further about my I&O FLB exclusive report on ‘Tomorrow’s I&O Leaders Require An Equal Blend Of Technology And Business Acumen, which addresses changing skills and recruitment practices. Specifically I asked myself:

“Do current I&O contracts of employment really support agile, customer centric IT operations?”

Now I know the majority of I&O professionals have never lived Dolly’s dream of ‘working 9 Till 5’ anyway but with the fast pace of technology innovation and demands by the business, will we see a time when I&O leaders ring the bell on current formal contracts of employment?

I also take into consideration that a signed employment contract is a legal requirement for a number of reasons but can I&O executives continue to state a set number of working hours, e.g., “you will work x hours per week” as a requirement? I am not advocating flexi-time contracts here but with I&O moving to customer-centric deliverables does this mean that I&O leaders need to align contracts of employment to specific customer I&O services/deliverables and take into account the social lives of their employees?

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Good Tidings We Bring….As The Customer Is King

As well as an adaptation of a festive song this could be one of the guiding jingles for ServiceNow.

This week I have been attending, along with my colleague Stephen Mann, the Knowledge11 conference in Frankfurt. ServiceNow is one of those companies that ITSM practitioners have an interest in because of their phenomenal growth and go-to-market model.

So what are their secret ingredients that make the solution so appealing?

Is it simply, that their key differentiator is that they provide a SaaS-based model and have experienced a bit of luck with the ‘cloud’ computing phenomenon? Is it that they have a great company name which lends itself well to becoming a brand? Is it that their sales and account managers have mythical powers?

My answer to you, after spending time with their clients, is that, firstly, they have inherent or at least portray a focus on the end ‘customer.’ They understand that their customers are looking for fast integration that will link in and improve their current ITSM and other business workflow processes. Also, the majority of their customers adopt the SaaS-based solution; it means that they can’t hide behind the age old cloak of “It must be the users infrastructure/network/environment/processes, etc.” If there is a problem with the software they have to fix it because the chances are that another customer will experience the same issue.

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Putting HR Into I&O - Future Skill Requirements For I&O Leaders

As we move toward 2012, I can guarantee that many I&O leaders will have reviewed/defined what their strategy priorities are for the coming year, 3 years and maybe 5 years are. Hands up though: Who has had in-depth planning conversations around I&O people skill requirements?

I am not just talking about what technology skills are required to support these strategy initiatives but about I&O professional or soft skills required to ensure that your I&O function survives and prospers during the evolution currently happening in the world of enterprise IT - How many hands are still up?

During a recent Forrester I&O Leadership Council meeting, I led an interactive session based on my recent I&O Council exclusive report entitled "Tomorrow’s I&O Leaders Require An Equal Blend Of Technology And Business Acumen." This session utilized the results of an I&O Council Leadership survey to analyze what skills are required by successful I&O leaders and which skills should I&O executives be looking for when recruiting high-performing teams. From a high level the results show the following:

The results may already be pretty clear to you but how will you develop business and industry experience personally? How will you work with HR to ensure that these skills are uncovered during future recruitment processes? Also take a look at the executive-level skill requirements - do you think that these are easily applicable to a CEO role as we progress through this decade?

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Would You Attend A Free ITSM Meet Up?

Did the word ‘free’ prompt you to read this post  :-) ?

Stephen Mann’s post a couple of weeks ago on ‘Giving Back To The IT Service Management Community’ got me thinking in regards to ways in which the industry could give something back easily. The reality, I believe, is that we need to take ITSM back to its roots, back to focusing on IT customers.

One of the problems I see with ITSM adoption is that it is all too easy to get lost in a framework such as ITIL and to lose focus on the customer element. Unfortunately, ITSM adoption is not a one-size-fits-all approach and so adoption can be different from company A to company B, which means that trying to adopt a process from a guide can be difficult and can feel impossible.

The answer to good ITSM adoption practices lies within those practitioners who have implemented processes, experienced the highs, the lows, the sweat and even the tears. In order to really build best practices these people need to share these experiences back to the rest of the community. So one way I think we could do this is to arrange a ‘Free ITSM Practitioner Meet Up’ which I thought could maybe be called ITSMME (me=meet up). This would follow the successful Cloudcamp format and would be an evening, free to attend event with an agenda like this:

  • 6.30pm  – Introduction  - introducing speakers and maybe a theme.
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The Future Of The Service Desk Requires A "Customer-Savvy" Approach

Hi,

Last week I took part in a podcast focusing on the "Future of the Service Desk." Unsurprisingly, this is a hot topic at Forrester for the I&O role. The standard equation for measuring service desk performance is simply the highest possible quality or customer service over the lowest possible cost. While simple on paper, the challenge to try and achieve this equilibrium is a complex conundrum for many service desk managers.

Developments such as the "consumerization" of IT further compound this issue. Service desk professionals now operate in a business environment in which their end users or customers are "tech savvy." This leads to a potential conflict spark point where IT customers believe that they have more IT know-how than the service desk. In some cases, this could well be true and it would be dangerous to dismiss these customers and their knowledge. So what is the answer? Well, on the podcast I explained that the service desk and IT as a whole has to focus on becoming "customer savvy" to embrace these pressures.

So what does customer savvy mean?

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Citrix Acquires EMS-Cortex

Another year and Citrix’s acquisition strategy of interesting companies continues as they have announced the purchase of EMS-Cortex. This acquisition has caught my eye because EMS-Cortex provides a web-based “cloud control panel” that can be used by service providers and end users to manage the provisioning and delegation administration of hosted business applications in a cloud environment such as XenApp, Microsoft Exchange, BlackBerry Enterprise Server, and a number of other critical business applications. In theory this means that customers and vendors will be able to “spin up” core business services quickly in a multi tenant environment.  

It is an interesting acquisition, as vendors are starting to address the fact that for “cloudonomics” to be achieved by their customers it is important that they ease the route to cloud adoption. While this acquisition is potentially a good move for Citrix I think it will be interesting for I&O professionals to see how they plan to integrate this ease of deployment with existing business service management processes, especially if the EMS-Cortex solution is going to be used in a live production environment.

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