I live in the foothills of the Pennines. Just a short walk from my house, up t’hill, is a pub/restaurant that has superb views of the Roche Valley and further beyond to Merseyside and East Lancashire. Not for nothing is it called the Fair View.
One summer evening, I decided to take some friends there for an early dinner. We walked in to an almost empty restaurant and asked if the upstairs facility (with better views) was open. “Not on Tuesdays” was the response. “OK”, I said, “we’ll eat downstairs”.
“Have you reserved a table?” I was asked only to be turned away from the almost empty restaurant when I said I had not. This was no up-market gourmet establishment. It was a cheap and (not so) cheerful family joint. Needless to say I’ve never been back. To this day, I cannot fathom what possessed them to turn away six hungry customers.
Sometimes I’m asked to summarise just what IT Service Management is all about. It’s a very difficult question to answer in just a sentence or two and the answer is likely to vary depending on the background of the person who is asking.
ITIL® provides a framework for the best-practice management of IT services. Its starting point is the shared understanding of what the business’s goals and objectives are and how IT can help in their achievement. It emphasises that IT exists to support the achievement of business objectives and that well designed and delivered IT services are a vital element of this.
When I’m speaking to service management students, I emphasise how crucial “good IT” is to the well-being of the business – how important are the skills and capabilities of the IT team.
At the same time, I emphasise that the IT team rarely generates direct revenue for the business. They don’t manufacture the products the business sells. They don’t achieve sales to the business’s customers. They aren’t in the supply chain for the business’s goods and services.
Their role is to support their colleagues that do!
For the most part, the colleagues at “the sharp end” cannot do their jobs of manufacturing, selling or delivering the products of the business without IT. It is up to IT therefore to ensure that the IT services are there, fit for use and fit for purpose whenever the business needs them.
And that’s where somewhere we go wrong, failing to see our colleagues as customers. We obstruct rather than facilitate. We cite the change process as the reason we can’t help expedite a change. We quote the SLA’s “agreed service hours” as to why we can extend them today.
Our processes need to be enablers of service to our customers not barriers. Successful IT service management is more about a customer centric service culture than it is about processes and targets. Let’s not let down those revenue earners that depend on us. They bring the pennies in – not us!