To pull the first line from this article: IT infrastructure and operations (I&O) teams are becoming less relevant. Now, after you get past that statement, consider a few of the points that Phil LeClare makes to back it up: we are now in the age of the consumer, according to Forrester, where BYOD and SaaS is a much more common practice. This means that workers are bringing their own equipment to work, and they don’t need corporate IT to give them the laptops and smartphones they used before. This isn’t to say that ITSM still can’t provide a service to the business ““ but it must change in order to fit the new landscape:
For starters, forget ITSM and focus on its evolution–that Forrester calls, “Service Management and Automation” — that is more customer-centric, service-focused, and automated operations. Dropping the “IT” from ITSM reinforces that the customers and services comes first. Adding automation allows you to be faster, cheaper, and at a higher quality.
But this is much more than a rebranding exercise. You need to understand and internalize the trends, develop the business case, and assess how prepared you actually are. Based on this insight, you then need to carefully plan your people, process and technology. From there you have implement, from hiring new skills to selecting the right vendor, and developing a governance model to enforce the right behaviors. And to continually improve, you need to focus on metrics, peer comparison, and change management.
Using Forrester’s “playbook”, Phil LeClare explains how ITSM must discover trends, Plan to build strategically, act with the plan in place, and optimize by managing performance and developing meaningful metrics. By utilizing some of the elements of ITSM — such as change management processes, while still embracing the future of IT, ITSM teams can continue to provide a service and stay relevant.