photo-dave - Fotolia
In part one of his column on IT service management, Harvey Koeppel lays out why -- and just how much -- traditional ITSM practices need to change to help businesses compete today. Cloud, mobile, big data, social media, analytics and Internet of Things are not only reconstructing IT services but reordering entire industries.
Here he offers a checklist for incumbent and future CIOs as they plot an ITSM roadmap for today's digitally enabled, highly disruptive business environment.
- Be a business-savvy CIO. Learn as much as you can about your enterprise, i.e., ask yourself -- and be sure that you can answer -- the following questions: Who are your enterprise's customers? What do customers want from your enterprise? How does your enterprise deliver on its commitments to customers and stakeholders? What are the economics of your enterprise and of its industry? How does your enterprise fare versus the competition?
- Be a tech-savvy CIO. Learn as much as you can about the existing and emerging digital technologies. In particular, focus on how these products and services might either provide competitive advantage or threaten the existence of your enterprise.
- Be a Renaissance CIO. Once you have a good working knowledge of both your enterprise and potentially enabling and/or disabling technologies, assess the impacts and have the right conversation with your C-suite and perhaps even your board of directors. If those conversations are well received, you will become a Renaissance CIO. If those conversations are not well received you will likely become an unemployed CIO, although you will not likely be happy working for such a shortsighted company anyway.
- Be a change agent CIO. Ensure that you, personally, and your key staff have good training in the art and science of change management. In this wonderful age of digital ice cream, the only things that are assured are that things will change -- and that the pace of change will increase. Well-managed change is progress; poorly managed change is an opportunity to dust off your resume.
- Have a digital vision. Your digital vision for your enterprise includes both business and technology components. Embrace and adopt digital technology at a pace that is comfortable for your enterprise. In particular, focus on replacing older legacy applications with cloud products and services where feasible.
- Align your IT roadmap with your digital vision. Ensure that your roadmap includes both inflight and new investments and, as best as possible, identifies returns in a business context.
- Align IT skill sets with your digital vision. Assess your skill set capabilities compared with your major investments and ensure that you have the appropriate skills on staff to accomplish key initiatives. As an increasingly larger share of your portfolio becomes digital, ensure you have identified and acquired relevant expertise in areas like data sciences and analytics, social media, cloud and mobile technologies and cybersecurity.
Let me know what you think. Post a comment or drop me a note at firstname.lastname@example.org. Discuss, debate or even argue -- let's continue the conversation.
More columns from Harvey Koeppel on digitization and the CIO role:
The digital operating model prevails in 2015