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It’s the Organization,
             Stupid!

John M Walsh
www.johnmwalsh.com
Session: It's the Organization, Stupid!
Target Audience
   Those of you:
     –  looking to choose a new Service
        Management solution
     –  having recently selected Service-Now
        and would like to hear from those of us
        who have implemented S-NOW
     –  extending their current use of Service-
        Now
Introduction

•  About John M Walsh

•  Current Assignment

•  How Service-now.com came into the
   picture
About the topic?

1992 US Election Slogan




                      “ It’s the Economy, Stupid”
About the topic?                     20	
  years	
  on	
  ...	
  
                                      It’s	
  s/ll	
  the	
  Economy,	
  Stupid!	
  

“ It’s the Organization, Stupid”




                     Informa(on	
  
Scope of “Organization”
           •      Culture	
  
           •      Strategy	
  
           •      Org.	
  Units	
  
           •      People	
  
           •      Training	
                           •  Tool	
  
           	
                                          •  Suppor/ng	
  technology	
  
                                      Informa(on	
  




•  EA	
  Principles	
  
•  Policies	
  
•  Process	
  &	
  Procedures	
  
Service Management Program
Typical characteristics:
  –  Large part of (Service) organization is
     involved (direct or indirect)
  –  Usually triggered by IT
  –  Current processes are reviewed for upgrade
  –  New processes may be added
  –  Interfaces to other processes/Tools in scope
  >> Implies Change within the Organization <<
Approach tools: The Business Focus
                               	
  
                 Business	
  Strategy	
  
              What	
  does	
  Business	
  want?	
  
                               	
  
                               	
  
                Business	
  Capability	
  
               What	
  does	
  Business	
  do?	
  
                               	
  
                               	
  
              Business	
  Value	
  Stream	
  
            How	
  does	
  Business	
  Operate?	
  
                              	
  
                              	
  
               Business	
  Knowledge	
  
             What	
  does	
  Business	
  Know?	
  
                              	
  
                              	
  
                    The	
  Organiza(on	
  
           How	
  is	
  	
  Business	
  	
  constructed?	
  
                                  	
  
Approach tools: The Change Focus




        John	
  Ko@er’s	
  8	
  Steps	
  for	
  Leading	
  Change	
  
When Business meets IT
   •  Social Media rocks ...
   •  Technology becoming a commodity
   •  IT is more Agile
   •  Business knows what it wants and
      how to get it
   •  Organizations (Business and IT)
      struggle to capitalize
Why the focus on Organization?

•  Service-now Technology best of the breed
   of Process implementation tools
•  ITIL Processes well outlined compared to
   other processes
•  Biggest variable is the organization
  –  Often underestimated
  –  Not understood
  –  Misinformed
Service-now and the Organization
•  Service-now attracting companies
   interested in a Service Management
   solution … which are
  –  Mostly IT focused … and have
  –  ITIL Business Processes scope … and want to
  –  Replace old Tool with new Tool
•  But Service-now has much more to Offer
   than just a Service Management platform!
Rethink the Organization’s needs
•  Suppose a technology framework exists
   that:
  –  Is modern
  –  Easily implements a Business Process
  –  Integrates with your existing technology
  –  Evolves with the environment
  –  Models your Organization
     •  Users, Groups, Managers …
Rethink the Organization’s needs
How to optimize your investment:
  –  Scope of Use
     •  Horizontal across the organization
     •  Vertical within the organization
  –  Way of using it
     •  Inter-process
     •  Intra-process
     •  Interoperability
Most common issues
•  Driving Strategy is not always that clear
•  An EA approach is often lacking
  –  No one has a handle on overall process needs
•  Tool selected and labelled as a Service
   Management Tool
•  Process centric / Technology centric issues
•  Starting too quickly with the Tool
•  Vendor locking
9 Key Lessons Learned
1	
     Dare to set the bar high enough

    Challenge and Clarify:
        –  Related Strategy initiatives
        –  ROI related to Scope of Use. Not just ITIL or IT
        –  Stakeholder involvement
        –  Vision Statement for the initiative
        –  Executive buy-in
Discover the ITIL Business Process
2	
  
        scope

         –  Establish/Be part of a "Coalition Team"
         –  Work with your EA (or equivalent) Team to
            determine scope
         –  Move away from an IT-centric solution
         –  Set priority based on needs, quick wins and
            complexity
Establish broad-based Team
3	
  



         –  Select right Team from both Business+IT

         –  Invest in building the “winning team” to
            make it happen: Think:
            •  Tool Expert
            •  Process Managers
            •  Power Users
            •  Quality (CSI) Manager
4	
     Seek Approval at all levels

          –  Approval is recognition which creates
             Confidence and Trust
          –  Approval at Management level well
             documented but …
          –  Approval by power Users, often informal is
             key to success
Implementation approach should be
5	
  
         easy to communicate
                                                                                                                             Deploy	
  
                                                                                                                             • Deploy	
  Process	
  
                                                                                                                             • Pro-­‐ac/ve	
  Support	
  
                                                                                      Transi/on	
                            • Repor/ng	
  
                                                                                      • Workflow	
  
                                                                                       implementa/on	
  
                                            Design	
                                  • Integrate	
  with	
  Landscape	
  
                                            • Define	
  Policy	
                       • Training	
  
                                            • Define	
  Process	
  
                       Ini/a/on	
  
                       • Scope	
  
                                            • Roles	
  &	
  Responsibili/es	
  
                                            • Process	
  Interfaces	
  
                                                                                                                               Deploy	
  
    Process	
  a	
     • Stakeholders	
  
                       • Awareness	
  
                                            • Tool	
  Interfaces	
  
                                                                                             Transi/on	
  
                       • SWOT	
  

                                                Design	
  
                       • WBS	
  



    Process	
  b	
        Ini/a/on	
  
                                                                                   Act	
               Plan	
  

                                                                                             CSI	
  
                                                                                  Check	
               Do	
  
Define a suitable Framework and
6	
  
        Test it!

        –  Fit it to the Technology/Process balance
        –  Link to Strategy and other processes
        –  Make it attractive and appealing to read. Not
           easy!
        –  Get Stakeholders to Verify the Process and
           Approve it
Start with implementation only
7	
  
        on agreement of the Process
         –  I Know. It’s obvious. But why do so many fall
            at this fence?
         –  Process (Procedure) needs to have the right
            level of detail
         –  For Larger organizations, need to be strict
         –  Get Stakeholders involved early in the
            process
         –  Don’t get bogged down in the details
Get Stakeholders to validate
8	
  
        the Process

        –  Project Team are not be best to validate.
        –  Take time to do early Usability testing
        –  Remind Stakeholders of their responsibilities
        –  Control scope creep at this point
After Going Live, the work is not
9	
  
        over. Time to promote and improve.

        –  Promote the Process
        –  Promote a spirit of continuous improvement
        –  Remind ourselves of why the process was
           implemented this way and what we
           expected to achieve.
        –  Don’t Stop until you achieve your Goals
Final Remarks

   •  Tool not the issue
   •  Processes not the Issue


    Politics - Habbits - Vision - Culture - Scope - Sponsorship
    Approach - ROI - Spirit of Improvement and Will to Succeed
              Can we make a success of IT?
                 Y E S W E C A N :)
It's the organisation, Stupid
Thank You
                                            John M Walsh
                                          Enterprise Architect


For	
  more	
  informa/on,	
  feel	
  free	
  contact	
  me	
  at:	
  
	
  
e-­‐mail: 	
           	
  info@johnmwalsh.com	
  
Web	
  site:	
  	
     	
  www.johnmwalsh.com	
  
	
  
	
  
	
  
	
  

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It's the organisation, Stupid

  • 1. It’s the Organization, Stupid! John M Walsh www.johnmwalsh.com
  • 2. Session: It's the Organization, Stupid!
  • 3. Target Audience Those of you: –  looking to choose a new Service Management solution –  having recently selected Service-Now and would like to hear from those of us who have implemented S-NOW –  extending their current use of Service- Now
  • 4. Introduction •  About John M Walsh •  Current Assignment •  How Service-now.com came into the picture
  • 5. About the topic? 1992 US Election Slogan “ It’s the Economy, Stupid”
  • 6. About the topic? 20  years  on  ...   It’s  s/ll  the  Economy,  Stupid!   “ It’s the Organization, Stupid” Informa(on  
  • 7. Scope of “Organization” •  Culture   •  Strategy   •  Org.  Units   •  People   •  Training   •  Tool     •  Suppor/ng  technology   Informa(on   •  EA  Principles   •  Policies   •  Process  &  Procedures  
  • 8. Service Management Program Typical characteristics: –  Large part of (Service) organization is involved (direct or indirect) –  Usually triggered by IT –  Current processes are reviewed for upgrade –  New processes may be added –  Interfaces to other processes/Tools in scope >> Implies Change within the Organization <<
  • 9. Approach tools: The Business Focus   Business  Strategy   What  does  Business  want?       Business  Capability   What  does  Business  do?       Business  Value  Stream   How  does  Business  Operate?       Business  Knowledge   What  does  Business  Know?       The  Organiza(on   How  is    Business    constructed?    
  • 10. Approach tools: The Change Focus John  Ko@er’s  8  Steps  for  Leading  Change  
  • 11. When Business meets IT •  Social Media rocks ... •  Technology becoming a commodity •  IT is more Agile •  Business knows what it wants and how to get it •  Organizations (Business and IT) struggle to capitalize
  • 12. Why the focus on Organization? •  Service-now Technology best of the breed of Process implementation tools •  ITIL Processes well outlined compared to other processes •  Biggest variable is the organization –  Often underestimated –  Not understood –  Misinformed
  • 13. Service-now and the Organization •  Service-now attracting companies interested in a Service Management solution … which are –  Mostly IT focused … and have –  ITIL Business Processes scope … and want to –  Replace old Tool with new Tool •  But Service-now has much more to Offer than just a Service Management platform!
  • 14. Rethink the Organization’s needs •  Suppose a technology framework exists that: –  Is modern –  Easily implements a Business Process –  Integrates with your existing technology –  Evolves with the environment –  Models your Organization •  Users, Groups, Managers …
  • 15. Rethink the Organization’s needs How to optimize your investment: –  Scope of Use •  Horizontal across the organization •  Vertical within the organization –  Way of using it •  Inter-process •  Intra-process •  Interoperability
  • 16. Most common issues •  Driving Strategy is not always that clear •  An EA approach is often lacking –  No one has a handle on overall process needs •  Tool selected and labelled as a Service Management Tool •  Process centric / Technology centric issues •  Starting too quickly with the Tool •  Vendor locking
  • 17. 9 Key Lessons Learned
  • 18. 1   Dare to set the bar high enough Challenge and Clarify: –  Related Strategy initiatives –  ROI related to Scope of Use. Not just ITIL or IT –  Stakeholder involvement –  Vision Statement for the initiative –  Executive buy-in
  • 19. Discover the ITIL Business Process 2   scope –  Establish/Be part of a "Coalition Team" –  Work with your EA (or equivalent) Team to determine scope –  Move away from an IT-centric solution –  Set priority based on needs, quick wins and complexity
  • 20. Establish broad-based Team 3   –  Select right Team from both Business+IT –  Invest in building the “winning team” to make it happen: Think: •  Tool Expert •  Process Managers •  Power Users •  Quality (CSI) Manager
  • 21. 4   Seek Approval at all levels –  Approval is recognition which creates Confidence and Trust –  Approval at Management level well documented but … –  Approval by power Users, often informal is key to success
  • 22. Implementation approach should be 5   easy to communicate Deploy   • Deploy  Process   • Pro-­‐ac/ve  Support   Transi/on   • Repor/ng   • Workflow   implementa/on   Design   • Integrate  with  Landscape   • Define  Policy   • Training   • Define  Process   Ini/a/on   • Scope   • Roles  &  Responsibili/es   • Process  Interfaces   Deploy   Process  a   • Stakeholders   • Awareness   • Tool  Interfaces   Transi/on   • SWOT   Design   • WBS   Process  b   Ini/a/on   Act   Plan   CSI   Check   Do  
  • 23. Define a suitable Framework and 6   Test it! –  Fit it to the Technology/Process balance –  Link to Strategy and other processes –  Make it attractive and appealing to read. Not easy! –  Get Stakeholders to Verify the Process and Approve it
  • 24. Start with implementation only 7   on agreement of the Process –  I Know. It’s obvious. But why do so many fall at this fence? –  Process (Procedure) needs to have the right level of detail –  For Larger organizations, need to be strict –  Get Stakeholders involved early in the process –  Don’t get bogged down in the details
  • 25. Get Stakeholders to validate 8   the Process –  Project Team are not be best to validate. –  Take time to do early Usability testing –  Remind Stakeholders of their responsibilities –  Control scope creep at this point
  • 26. After Going Live, the work is not 9   over. Time to promote and improve. –  Promote the Process –  Promote a spirit of continuous improvement –  Remind ourselves of why the process was implemented this way and what we expected to achieve. –  Don’t Stop until you achieve your Goals
  • 27. Final Remarks •  Tool not the issue •  Processes not the Issue Politics - Habbits - Vision - Culture - Scope - Sponsorship Approach - ROI - Spirit of Improvement and Will to Succeed Can we make a success of IT? Y E S W E C A N :)
  • 29. Thank You John M Walsh Enterprise Architect For  more  informa/on,  feel  free  contact  me  at:     e-­‐mail:    info@johnmwalsh.com   Web  site:      www.johnmwalsh.com