Complexity and chaos surrounds us, requiring an ever increasing rate of change to remain current. This comes at a cost, including making the wrong decisions, and organisations are struggling to keep up.
Throwing more technology at our problems is not a sustainable way to solve them. Our ways of thinking and working need to adapt. But what does this look like? How can I do this and where should I start?
In this blog post, we’ll provide an overview of a framework that attempts to address these questions.
Despite ubiquitous technology, productivity growth in New Zealand has been falling throughout the last decade. Is complexity and chaos holding back disruptive tech?
IT departments have overcome complexity before
IT has overcome complexity in the past through the discovery of ‘Service Management’, which has given departments structure and common ways of working to cope. We know that IT is becoming more integrated with the rest of the organisation - a number of clients report that IT is now a direct customer service provider. This means IT ways of working need to be aligned with the rest of the organisation, and vice versa, under a common framework.
There is currently no accepted framework for doing this, and we can’t simply re-brand IT guidance as “enterprise” and expect our business colleagues to run with it. As the boundaries between business and IT continue to blur, we need to think holistically and develop a common language and a framework that works across the whole organisation. We need to think Enterprise.
Organisations have realised that IT ways of working can be applied across Facilities and HR for example to create Enterprise Shared Services. We propose the Enterprise Service Management goes much further and should be taken to mean a holistic framework that covers the whole enterprise (all areas of business including IT)
A framework for the digital organisation
IT Service Management (ITSM) frameworks, methodologies and philosophies such as ITIL, SIAM (Service Integration & Management), IT4IT and DevOps provide us with good practice. They all share common themes, approaching our challenge from different angles. However, none claim to be enterprise.
To begin our attempt at a unified framework for the organisation, we’ve taken industry leading ITSM frameworks back to their core principles and combined them with our practical industry experience to attempt to show how good industry practice is related, and why it is there.
Our resulting framework for Enterprise Service Management (ESM) aims to describe how organisations operate, with a goal of value creation in line with the organisation’s mission. Most importantly, by showing how this good practice is related and why it’s there, ESM can help organisations prioritise what is important, and work to optimise the value created.
At a time when the world is becoming more chaotic, with new techniques and technology vying for our attention, ESM can provide a source of elegance and structure. Not simply theoretical, it also provides a framework for turning theory into action and seeks to offer a blueprint for any CEO (incumbent or aspiring) to shape their organisation and realise their vision.
Some of the target benefits for the Enterprise Service Management framework
You can download a copy of the framework here:
We hope that this framework is an interesting and thought provoking read and look forward to receiving feedback on it from the community. We would be happy to discuss and take thoughts on how to evolve it.
If you have any feedback, or would like to discuss how ESM can help your organisation, please reach out using the contact details below.
The framework was presented at the British Computer Society’s Service Management and Asset Management conference on Monday 5th October. You can watch the presentation in the video below.
Matt Dalton, Partner, Enterprise Operations
Matt is a Partner in the Enterprise Operations team within the Consulting Service Line of Deloitte. His passion is advising on and driving technology enabled change, and sponsorship of the ESM framework was a natural decision. He speaks from experience having worked with a variety of clients on programmes and projects throughout Europe, Australia and New Zealand. Matt has worked within a range of industries and technology disciplines over the last 18 years and leads both the National and Asia Pacific ServiceNow practice as well as the National Technology Strategy/Transformation practice.
Mark Harrison CITP, Manager, Enterprise Operations
Mark is an ITIL4 Managing Professional and Chartered IT Professional (NZ) with 8 years of service delivery and management experience. With technical experience configuring ServiceNow, to managing a multi-million pound programme of work in the UK, this breadth and depth of experience translated naturally to Service Management implementation and advisory work. Lead author of the framework for Enterprise Service Management, Mark is a global thought leader within Deloitte on Service Management and taking IT good practice out to the wider enterprise.