IT Service Management
Where’s the value?
Today the big question for organizations looking to make smarter investments in information technology is whether the IT organization is delivering services that enhance business outcomes? Yet it's surprising how many IT teams remain focused primarily on the technology itself. The most effective IT leaders are shifting their attention to the quality of services they provide, improving their relationships with - and value to - the business.
For those looking to put their efforts on the fast track, an IT Service Management (ITSM) approach built on IT Infrastructure Library (ITIL) can deliver significant benefits. When tailored to meet your specific goals and environment, ITSM can help accelerate your efforts to transform IT resources into business-focused services while improving efficiency and effectiveness. Smarter growth in IT. Technology that really delivers on business goals. ITSM built on ITIL can help bring these elusive goals within reach by offering standard policies, processes and functions. Learn more about this market offering.
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Meet our people
- Eugene Polgar, Director, Deloitte Consulting LLP
- Data Center and Infrastructure Optimization
- Enterprise Architecture
- IT Strategy and Effectiveness
- Outsourcing Advisory Services
- Technology Program Management
Learn more about the market offering
A matter of focus
Some organizations today aren’t seeing the value they expected from their ITIL and ITSM efforts. Many simply don’t know where to begin, while others have pursued small improvements that don’t add up to a big impact. Still others are left wondering how to jump-start their ITSM initiatives in the face of tightening IT budgets.
Because ITSM hinges on the ability of the IT organization to be tightly connected to the business, these efforts require an intense level of focus and clarity. Without this, IT teams run the risk of trying to tackle more issues than they can realistically manage.
How we can help
The transition from a technology-focused operation to one that runs based on a portfolio of services requires a sharp focus on business-driven IT strategy, organizational capabilities and planning and delivery processes - not to mention all the technologies at work behind the scenes. That’s where we can help. Using our deep technology experience combined with practical business strategy, our team helps develop specific services to help organizations achieve performance goals through ITSM- and ITIL-based solutions that can deliver more value for their business.
Our services are designed to help organizations in the following areas:
- Service strategy. Service portfolio construction, cost modeling, cost realignment, ITSM architecture, ITSM operational strategy and sourcing.
- Service design. ITSM solution design, service catalogue construction, ITSM technology strategy, service modeling and service infrastructure design.
- Service transition. ITSM solutions implementation, process adoption, ITSM training strategy and the determination of whether a planned service or application solution is operationally ready.
- Service operation. Short-term strategic staffing focused on roles such as process owners and service managers.
- Continual service improvement. ITIL assessment, service assessment, service reporting, service risk analysis, COBIT and ISO 20000 readiness.
- Cost transparency for directing IT investments
- Higher quality IT service delivery
- IT decisions and priorities aligned with business outcomes
- Increased business satisfaction with IT services
- Protection of investments made in IT services and initiatives
- IT behavior focused on business outcomes – not technology
Six ways to get more value now
Successful ITSM initiatives forge a tight connection between the IT organization and the business. Here are a few important lessons learned from organizations that have managed to achieve this:
- Consider the service lifecycle. Many ITSM efforts have focused on improving a few processes in the IT operations and support areas. While redefining some processes can be valuable, the true benefit from ITIL is realized when the full service lifecycle is considered.
- Target specific business problems. ITIL offers a way to solve countless problems - including many that probably aren’t relevant to your organization. That’s why it is important to start with a clearly defined set of business problems. Don’t implement ITIL for the sake of ITIL.
- Anticipate the impact on the organization. ITSM initiatives can change how people are asked to do their jobs. As a result, managing organizational change is just as important as the technology improvements you’ll be putting into place.
- Think beyond technology. This isn’t just about technology. It’s also about people and processes - and how they all work together. You have to think holistically when implementing an ITSM initiative.
- Don’t give them the same old song and dance. ITIL-based initiatives can fundamentally change how IT operates. If you try to spin this simply as “better processes,” you’ll increase the likelihood that your organization won’t get the value you expect. Help people understand why the changes are being made, and what’s in it for them.
- Get close to the business. If you aren’t ready to engage the business, then you aren’t ready for ITSM. This is about serving the business better, and that means spending a lot of time understanding their needs today and what their goals are for the future.
IT Service Management in action
- A large state government IT organization was able to consolidate processing facilities, reduce supplier costs and bring its operational practices under control by standardizing on ITSM practices.
- Using ITSM, an international government agency created a strategy to procure and manage outsourced IT services, streamlining the efficiency of its procurement processes.
- A large media entertainment company developed a shared services organization to support its business units by establishing a vision and portfolio of supporting IT service and operating models.
- ITSM configuration practices allowed a federal agency to negotiate a $1 billion cost reduction in a problematic outsourcing contract.
As used in this document, “Deloitte” means Deloitte LLP and its subsidiaries. Please see www.deloitte.com/us/about for a detailed description of the legal structure of Deloitte LLP and its subsidiaries. Certain services may not be available to attest clients under the rules and regulations of public accounting.