Transforming IT Services
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The document discusses the transformation of IT departments from traditional roles to strategic partners within organizations, advocating for an 'IT as a Service' (ITaaS) model. It emphasizes the importance of alignment with business needs, focusing on delivering value through structured methodologies while avoiding the pitfalls of rigid approaches. Key components include fostering collaboration, standardization, and a culture of innovation, aiming for agility and customer satisfaction.
Transforming IT Services
- 1. IT Business Model Transformation Defining IT as a Service
- 2. DEFT MINDS WITH A PURPOSE IT departments are uniquely positioned to help organizations become successful. But the reality is IT departments are getting sidelined by business units opting to take on IT-related ventures alone. We are strong believers in transforming the function of IT within companies to a more strategic role. The DeftBridge Group facilitates IT organizations to focus on building IT services that solve problems users actually value through a structured methodology. 2
- 3. BRIDGE THE GAP What We Do Delivering inadequate services causes users to find alternate solutions, while over-delivering wastes corporate capital. Through our A3 methodology (Assessment, Activation, and Acceleration) we focus on listening and learning, rather than a build-first approach. With our framework you don't spend precious time, energy, and reputation discovering what users value. Save resources and focus on executing, building and scaling what users truly value. 3 What You Receive • Lightweight and flexible framework, but still process- and outcome- driven • Qualitative and quantitative models • Business model-driven metrics that matter • Access to experts in analytical modeling, demand generation, and Lean IT service design • Quick decision-making: proceed, pivot, or abandon
- 4. ITaaS is NOT: IT as a Service is not a technology shift ITaaS is: IT as a Service is an operational, organizational and cultural shift to running IT like a business and optimizing IT production for business consumption. Transitioning to IT as a Service Transition to an enterprise ITaaS model is a journey that includes: • Building trust and collaboration • Aligning IT organization with customers • Developing technology models that employ governance, controls, trust and compliance • Implementing standardization and automation wherever possible • Developing self-service catalogs and financial transparency • Applying new business and technical skills and roles • Implementing service-oriented processes • Delivering self-contained business driven solutions TECH
- 5. Traditional IT – Focus on IT Productivity - IT as a Cost Center Service Provider – Focus on Business Productivity – Automation, management tools improves productivity, quality of service and reliability Service Broker – ITaaS focusing on the end-to-end services that support the business mission. Leveraging and sourcing service elements with a goal of providing reliable, agile, flexible and cost-effective services ITaaS – Running IT Like a BusinessPEOPLE&PROCESS SERVICE BROKER Business Outcome Driven BUSINESS INNOVATION OpEx and Agility thru ITaaS SERVICE PROVIDER Business Service Driven BUSINESS PRODUCTIVITY QoS and Reliability through Automation and Management TRADITIONAL IT SLA Driven IT PRODUCTIVITY CapEx Savings thru Consolidation STANDARDIZE AND CONSOLIDATE VIRTUALIZE AND AUTOMATE SELF-SERVICE AND METERED ON-DEMAND AND SCALABLE CONTESTABILITY AND HYBRID TECHNOLOGY MODEL
- 6. Well defined “Black Box” services comprised of the people, processes and technology required to deliver business outcomes, employing governance and trust across the full stack IT as a Service Service-Oriented People Process Technology Culture Trust, Alignment, Value, Innovation Communication & Collaboration - IT must work with the business on a continual basis. Building a culture that encourages this automatically matures IT and enables it to align. Marketing IT’s value – This is about doing and TELLING. IT should not be hesitant to advertise its successes. Visibility & Accountability - IT needs to be transparent to the business and own its opportunities to improve. Innovation - Order takers are not respected. Idea makers are. Innovation is an important part of aligning IT with the business. Timeliness - Speed of service can be as important as quality. Business First – There are no technology projects, only business projects. There are no technology professionals, only business professionals with a technology skill set. Organizational structure, roles & responsibilities, skillsets and capabilities Service Management processes, governance, project management, solution development lifecycle Private, Public, Hybrid Cloud Solutions Software, Tools, Infrastructure What is IT as a Service?
- 7. Traditional Service Provider Service Broker Consolidate workloads and virtualize infrastructure Quality of Service and Reliability through automation and management OpEx, Accelerated agility and flexibility High Level Transformation VM Resource Management PaaS Use Case Pilot Self-Service PaaS for Dev Team Self-Service IaaS IaaS Use Cases AMI Standardized PaaS Portfolio IaaS Portfolio DevOps & Release Automation Pilot Hybrid Cloud Contestability DevOps & Continuous Compliance Service Broker Pricing Models & Chargeback App Migration Portfolio Optimization Monitoring & support model Customer Engagement Pilot Request Mgmt. Pilot Change Mgmt. Pilot Onboard Shadow IT Standardize & consolidate Virtualize & Automate Self-Service & Metered On-Demand & Scalable Contestable & Hybrid Optimize Siloed SLA & Process Driven Collaborative Converged Aligned with Business Business Service Driven Black Box Services Cost Transparency Service Level Commitments Business Outcome Driven Optimize Brokerage and Portfolio Management TECHNOLOGY MODEL PEOPLE, PROCESS & SERVICE ORIENTATION Customer Engagement Process
- 8. • Jumping to the “end” before building out core foundational capabilities • Assuming “the project” has a beginning, a middle and an end. This is ongoing and iterative • Attempting to transform in a rigid, waterfall style rather than quick, adaptive learning cycles • Believing that once implemented, “the solution” will function as smoothly as planned • Confusing functionality with capability – One is a feature, the other is the know-how and means to use it • Confusing tool with solution – One is technology to be applied, the other solves a business problem by transforming the people, processes, technology and culture to support the business outcome • Failing to engage, motivate and consult the customer before, during and after initial technology solution launch • Not planning for the period after the technology solution has been launched. Why would people use it? Which bits are most important? What does success look like? Common Mistakes
- 9. www.deftbridge.com info@deftbridge.com (866) 940-7171 1906 Wyandotte Street Kansas City, MO 64108 CROSS THE BRIDGE 9