ITSM Is the Starting Point for Digital Transformation

Posted by on April 13, 2018


As an amateur fly fisherman, I’ve learned that employing a patient and thoughtful approach to catching fish is key to success on the river. If I try to rush to produce results or ignore the smallest details, I’ll not only reduce the number of fish I catch, but I’ll also decrease the level of enjoyment that comes from becoming adept at this challenging, cerebral sport. At the same time, I need to make sure that when I see an opportunity to cast my rod, I take it quickly—because openings may be few and far between and fish swim away fast.

Over the past 15 years or so, many organizations have bought into the idea that they need to purchase the newest, fastest, and costliest services for each distinct area of their business or their company won’t be able to stay in step with the competition. This fear led many of those organizations to secure an automated system for handling human resources that doesn’t talk to the facility’s other systems—or any other segment of their business. Now CIOs hear about "digital transformation" and "enterprise service management" (ESM) and may think they need to jump in full throttle or risk becoming obsolete.

The problem with this thinking is that real transformative change requires planning and discipline. In an enterprise environment, this means not just updating digital tools and services, but fundamental change in how businesses and teams operate—altering the processes that create, enable, manage, and deliver products and services.

IT Service Management (ITSM)—the activities performed by an organization to design, plan, deliver, operate, and control IT services offered to customers—can help companies begin to successfully move toward a model of transformation and ESM without making their current systems ineffective.

I’m sure it’s not terribly surprising that harmony across the enterprise will not happen overnight. Instead, it’s crucial to look at how value can be added through meaningful integration and augmentation—step by step.

At my company, Cherwell, a leader in the ITSM space, we first analyze our client’s overall business goal or purpose and then we look at their processes. We work with them to bring existing services together with other platforms, which allows for a sensible, cost-effective approach to modernization. This method gives executives insights that they just won't have otherwise that, ultimately, enhance services and accelerate businesses.

Patience is not a term that typically comes to mind in association with digital transformation. However, if you apply the lessons I learned to become a successful fly fisherman to service management, you’ll find that the balanced approach ITSM can provide you might just help you reach your goals. 

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