"Traditional" can be a good thing. Wearing your lucky silk tie that helped you nail your first client or ordering the same meal at your favorite restaurant. Unquestionably, there is a feeling of security and comfort in doing it the way you've always done it – it's predictable. Even if it’s not perfect, you know what you’re getting.
Fast forward into the high-speed IT world of today. This is an environment with so many variables and moving pieces that, optimistically, it can be called a constantly volatile state that requires stable and preemptive operational awareness. Within today’s framework, "traditional" has no place in progressive IT departments. It’s only a matter of time before systems are broken, budgets are dwindling, staff morale is plummeting and end-users are frustrated.
Enter IT services management. Wikipedia defines ITSM as “the entirety of activities – directed by policies, organized and structured in processes and supporting procedures – that are performed by an organization or part of an organization to plan, deliver, operate and control IT services offered to customers.”
It’s a significant shift from traditional IT management methods and it’s the chosen framework for some of the best-run IT departments of today. Why? ITSM is economical, minimal impact and, dare I say, simple.
There are a variety of service offerings in today’s ITSM landscape that have evolved to seamlessly integrate with your infrastructure. They are also flexible enough to adapt to your processes and are so user-friendly that they can easily be part of your everyday activities. From straightforward service desk and incident management to ITIL lifecycle management, these ITSM offerings drive efficiencies and value to their customers like never before.
Although ITSM can be a great tool, and with so many options, you need to carefully choose the platform that meets your organizational requirements. Two crucial considerations are: 1) the offering needs the built-in flexibility to adapt as the world around it changes and 2) many implementations underachieve because they're not audited – measurement tools are crucial.
Peter Drucker, often described as the founder of modern management, once said, “Most companies have good people. The companies that win over the long-term have the best processes.” We like to think he was referring to ITSM.