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As we assess the current state of IT Service Management (ITSM), one of the most obvious places to start is by asking those involved in the discipline how mature their practices and technologies truly are. ITSM is hardly a new niche in the world of IT, but it is one that has tended to evolve very organically in most organizations. So, mileage can vary, even at very large organizations, as to how far along they are in formalizing processes, standardizing technology and keeping that technology stack updated.
Nearly half of the organizations recently surveyed state they are on the low end of the maturity scale, and only about 8% believe that they operate with a very high level of maturity where their ITSM technology is fully optimized. Their IT group offers best-in-class service delivery through a formal program. At the same time, looking at the glass half full, the good news is that the majority-by-a-hair at 51% report a decent level of maturity with automation and at least some best practices in place.
Nevertheless, the results point to the fact that opportunities to improve performance and contain costs in many areas exist at most organizations.
Once organizations reach mid-to-high levels of maturity in IT Service Management, they are more likely to feel comfortable branching out into other departments. However, beware – often this becomes an obstacle to true Enterprise Service Management (ESM), as many IT organizations will stall the momentum because they are waiting until they are perfect.
The irony in this approach is that the other groups typically do not need as much functionality – for instance, change management and asset management are not used… why wait? *figure 2
Many organizations wait because the IT team is terrified of supporting all these different departments. Therefore, it is essential that you roll out a no-code solution. This will allow departments to easily add new forms, add fields, move fields and create workflows – without any coding, scripting or support from IT.
As IT organizations plan for the future of service management, the overwhelming trend they’re preparing for is digital transformation. Approximately 51% of survey respondents report this as the most critical trend barreling for them in the next couple of years (Figure 8). This indicates that ITSM leadership will need to be cognizant of how their service platforms and workflows integrate with user technologies and, more appropriately, tie data and services together on the back end. This will be crucial in creating seamless digital experiences that drive transformation investments.
This push for end-to-end service is echoed by the next two critical trends, each named by 38% of respondents. Those are integrating ITSM and project management on a single platform and extending ITSM to other departments through broader ESM initiatives. Like the digital transformation trend, these two trends are also driven by the more tightly coupled and complex technology platform relationships needed to build digital ecosystems that enable critical business functions. ITSM groups must ensure that disparate platforms like Salesforce and DocuSign are well integrated to provide valuable functionality across numerous groups like business development, HR and legal.
Currently, only about 3 in 10 organizations have a formal ESM program to leverage ITSM principles outside of IT. However, work on this front is clearly underway. Even though many of them may not have an ESM program on the books, half the organizations have extended their ITSM or ticketing platform for use in managing work in other departments. Approximately a quarter of organizations say they’ve deployed ESM in more than two departments outside of IT.
The good news is that a majority of organizations have, at the very least, started their self-service journey by developing a user knowledge base and by putting an end-user portal in place. Approximately 81% of organizations have a knowledge base of some sort and 56% of respondents run an end-user portal for self-service.
Beyond checking the box for these basics, however, organizations are still struggling to make the most of these processes. Among those with a knowledge base, approximately 47% of them admit that their knowledge base is very rudimentary with only basic information. Another 47% say that while they do have a large library, the content is either outdated or it does not include crowdsourced input from users, thereby not meeting their needs. That leaves only about 6% of those with a knowledge base that is fully maximizing their investment.
Meanwhile, among those with an end-user portal, just about 3 in 4 of them include some sort of search and service catalog. Most portals haven’t moved much beyond that basic functionality, however. Only a third of organizations have created rich, in-depth content for the portal or engaged in knowledge-centered
The extension of ESM seems to be fairly evenly spread out across a number of different departments, with security and compliance, finance, HR and facilities being the most likely areas to be serviced by ESM (Figure 9).
ESM is a powerful approach that can help organizations improve their overall service delivery capabilities. When combined with ITSM, ESM can provide several benefits, including:
Improved alignment between IT and other business functions: By incorporating ESM into your ITSM strategy, you can create a more cohesive approach to service delivery across your entire organization. This can help to break down silos between departments and improve communication and collaboration.
Increased efficiency and productivity: ESM can help to streamline service delivery processes, making them more efficient and reducing the time and resources required to complete tasks. By automating workflows and eliminating manual processes, you can also free up staff time to focus on more strategic activities.
Better visibility and control: ESM tools often provide advanced reporting and analytics capabilities, which can give you greater visibility into your service delivery performance. With this insight, you can make data-driven decisions and identify areas for improvement to optimize your service delivery processes.
Enhanced customer experience: ESM can help you to deliver a more seamless and consistent customer experience across your organization. By standardizing your service delivery processes and providing a single point of contact for all service requests, you can improve customer satisfaction and loyalty.
Improved agility and scalability: ESM can help your organization to be more agile and adaptable in response to changing business requirements. By providing a flexible and scalable service delivery framework, you can quickly respond to new demands and opportunities and ensure that your services are always aligned with your business needs.
Given the need for better ITSM performance and discipline, and better integration of systems with ITSM, as well as the desire to expand into ESM, this state of aging ITSM infrastructure presents an opportunity for organizations to reevaluate the tech backbone of their service management practice in order to align it with future priorities such as:
Want to learn more about the state of ITSM and ESM? Check out the full report here.
Enterprise Service Management (ESM), a holistic approach that extends the idea of IT Service Management (ITSM) to other parts of an organization, can streamline workflows and
As an IT leader, you’re consistently challenged with optimizing performance, reducing costs, and delivering value. One of the most effective ways to achieve these goals
As anyone in the IT industry can attest, automation has changed the way we do things. It’s brought about efficiency and cost savings like never
TeamDynamix’s award-winning SaaS cloud solution offers IT Service and Project Management together on one platform with enterprise integration and automation.
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