I guess, like me, you’ve been watching the TV coverage of the Olympics. I managed to attend just one live event – the football semi-final at Old Trafford. I’d hoped for a Team GB appearance but, alas, they were knocked out one round earlier.
Football aside, I’m sure you were struck, as was I, by the total dedication, commitment and perseverance of the athletes. They have clearly worked relentlessly at improving their performance – day in, day out striving to be better, faster, or stronger than they were the week before or the month before. And yet, on the day, many of them found even greater reserves to deliver personal best and record-breaking performances.
In the IT service management world we rarely gain plaudits or gold medals for outstanding performance. In our world, outstanding performance simply means that the service we deliver has been delivered reliably; consistently; without drama; without fuss; day in day out. Boring is good!
That doesn’t mean that we haven’t needed to put effort in to deliver first-class services. Like these wonderful athletes, we will have worked hard at continually striving to improve what we do and how we do it.
Lasting improvements come from small, incremental steps – taking care to consolidate the progress made before moving on to the next activity. That way we can be more certain that we won’t slip back into old ways.
However, even greater gains can be achieved if we set about CSI with a purpose. We need to think about transforming what we do, rather than continuing to do the same things just more efficiently.
We should consider the outcomes that are valuable to our customers, and consider how these may have changed over time. We need to look at what markets and customers our organisation is serving, and whether these will continue to be right in the future. This will help us move from the ordinary “doing things right” to the exceptional “doing the right things” – an essential element of a successful Service Strategy.
Many ITIL professionals, I talk to, find it difficult to have a conversation with representatives from the business about ‘what they need’ or ‘how best services should be adapted” to deliver the value and outcomes they need to achieve together.
If we can persuade our customers that we’re working on “doing things right”, and demonstrate a track-record of consistent high-performance, we can use that credibility to open up the conversation and ask the challenging question “are we doing the right things?”
Ask the question. You’ll be pleasantly surprised at how fruitful and purposeful the responses are.
Stuart Sawle http://www.sysop.co.uk