I went to an itSMF UK
meeting last week. I haven’t managed to get to our local meeting for a while
and I found I was being introduced to new members as someone who has been
around ‘since the beginning of ITL’.
Now that kind of thing, apart from making
me feel old (which is, admittedly, a fair enough feeling at my age) also made
me look back and think on where we (the ITIL community) have come from and
where we are now.
The first thing that occurs to me in
thinking back to the early days of ITIL is that we now find ourselves in a
place that none of us imagined we would. Don’t get me wrong, the original
inventors and drivers of the
ITIL idea were not short on confidence or vision, nor in seeing the benefits
that documenting this aspect of best practice would bring. But I suspect that
world domination of this industry sector by the word ‘ITIL’ was beyond even
their best possible visions.
The key to the expansion of ITIL was that
it quickly became about more than just the books. The ITIL advertising leaflets
produced in the mid 90s coined the term ‘ITIL philosophy’ to represent this
scope of ITIL. I suppose I should confess that I invented that phrase
and also the diagram that went with it – a version from about 1997 is shown
here. The accompanying words suggested that, even back then, less than 1% of
‘ITIL-related sales’ were about the actual ITIL books, and the rest were
The fact that I couldn’t even hazard a
guess at what that percentage might be today indicates a few, pretty
- When I was writing those things in 1996-1998, I felt I could
pretty much ‘take-in’ what was going on related to ITIL, and even know
most of the people developing and delivering new ideas. Nowadays no-one
can honestly claim to be able to do that.
- What is ‘ITIL-related’ has become a much more debatable
concept. Whatever its faults might have been (and there were many) ITIL
was just about alone in its market space. The initiatives kicked-off by
ITIL have spawned fellow travellers, such as COBIT, ISO20000 and others.
The fact that I could easily start a long running – and probably vitriolic
– debate on
the social media pages by asserting which are and which are not ITIL
derived, ITIL alternatives etc indicates that this is now a loosely
bounded region. That makes any assessment of its scale, scope and success
Some other things have changed too.
Nowadays the maturity of the ITIL ideas
means most players are focused on market share rather than growing the sector
itself. That means more competition than there used to be. Nonetheless there
are still lots of examples of that collaboration still easily found. Probably
the best example is the ‘Back2ITSM’ facebook group – a place where free advice,
constructive debate and openly shared thoughts are still the norm.
The itSMF was born in 1991, and played –
probably – the major coordinating role is promoting the idea, importance and
approaches of service management. Like ITIL, itSMF predates the term ‘service management’,
having started as the ITIMF. Even here we have seen a lot more competition
during the last third of its lifetime: both competition from other community
organisations and also considerable internal competition. I hope itSMF will
evolve form this to carry on delivering benefit to its members. I am a bit too
frightened to work out what percentage of my time has been given to itSMF over
the last 17 years – or at least frightened what my employers over that period
might think. But that commitment does make me wish hard for its future health.
So, looking back should makes us appreciate
where we are now – nostalgia can be deceptive for usually the past wasn’t
better; because progress is exactly that – going forward and getting more. And
wherever ITIL is now, IT Service management has come a wondrous way in the last
20 years. Global technology changes have made a difference to that journey;
we’ve seen personal computing and the internet make all but unbelievable levels
of change. We may well see Cloud do the same; personally I think cloud might do
that by freeing us from some of the technical baggage and letting us see and
address real service management issues, without the obfuscation of technology
issues or the opportunity to hide behind them any more.
We’ve seen a move from books being the
go-to source of wisdom when ITIL started to an amazing range of information
sources. Nowadays your typical service management will expect their influences
to come via social media, electronically delivered white papers and the like.
Interestingly, in many cases, they would also expect them to come for free, and
that throws a real challenge on the thought leadership business. If ITIL 4 ever
happens I think it will be a radically different entity from versions1-3.
Where I want to see ITSM going is towards
SM. IT is now so pervasive that it is everywhere, which to me means that ITSM
cannot be a subsection of overall SM anymore because it logically applies to
everything, since all services now depend on IT. Nevertheless, IT has treated
SM well, and – after some effort –has taken it seriously. I hope those lessons
will work their way into broader adoption and we will see an improved – and
critically an integrated – approach to service management across enterprises
because of that. I am driven to optimism in this (not my natural state you
understand so it is noteworthy) by the fact that, alongside this blog, I am
involved just in this same month in a webinar and an article for IBM’s SMIA
series on the idea that IT is now spreading its ideas – and delivering its
technology and specifically its evolved software solutions – to the broader
I wonder what we will be saying in another
20 years looking back – maybe ITIL will survive another 20 years, maybe not,
but I am certain service management will progress and improve.
This week (for any latecomers, I’m writing this on June 8th) is our Innovation event in Orlando. I’m not there but with modern social media it is nonetheless possible to hear much of what is going on. And quite a bit of what is being said there is about “devops”.
So, suitably intrigued, I consulted the modern version of the Delphic oracle (Wikipedia) says about it. And there I found this line “Devops is frequently described as a more collaborative and productive relationship between development teams and operations teams”.
One statement: simultaneously reassuring and terrifying.
Firstly it’s reassuring because anything that works towards the realisation that development and operation are not really separated by any kind of wall has to be a good thing. Of course there are different areas of focus at different times in the life of a service but they all should have the same aim – delivering what is needed in best possible way. We already all knew that, it is so obviously sensible that who would vote against it? The equally obvious fact that we then don’t do it is one for the psychologists and later blogs, but does lead me into my other reaction:-
The horror that we should be 50+ years into IT services before this seems important to enough for people to give a trendy name. How on earth have we survived this long without a “collaborative and productive relationship” between the people who build something and the people who operate it? And bear in mind both those groups are doing it for the same customer (in theory anyway).
To be fair to IT people though, perhaps this is an obligatory engineering practice we have picked up. Who remembers the days when getting your car repaired was unrelated to buying it? You bought it in the clean and shiny showroom at the front of the dealer, took it to the oily shed around the back if it broke. One of the things that has seen a step-change in the car industry – and is also changing ours and most others – is the realisation that we are now all delivering services and not products. So we are finally realising that long term usability and value is what defines success, not a shiny new – but fragile – toy. In fact, thinking of toys we all recall the gap between expectation and delivery of our childhood toys – the fancy and expensively engineered product that broke by Christmas evening compared to the cheap and solid – be it doll or push along car – that lasted until we outgrew it.
The car industry saw that happen – and we now have companies leading their adverts with a promise of lifetime car driving with their latest vehicles – with the mould really having been broken by Asian manufacturers offering 5 year unlimited mileage warranties. That was about selling a self-controlled transport service instead of a car – and really that is what most of us want. Amazing strides taking place on that front, of course, being taken by companies like Zipcar who have thought simply enough to see there is no absolute link between that service (self controlled transport) and car ownership. (Some of us want other things from a car of course – but that just leads us into the key first step of any successful service, know what your customer(s) want.)
Why I get so interested in all this is its basically what I’ve been saying for the last 20 years – my big advantage is that I came into IT from a services environment (I worked in a part of our organisation called ‘services group’) – and I never really understood why IT needed such a large and artificial wall between build and do. ITIL was (in large part) set up to try and break down the walls – initially an attempt to set up serious best practices and methodologies within operations to match what was already alive and well in development (hence the original name of the project – GITIMM, to mirror SSADM).
So … what am I saying? Please take devops seriously if that is what is needed to get better services. The complexity we need to address now means we have to stop maintaining any practices that prevent good ongoing service design and delivery. If giving it a name and a structure helps then let’s go there.
One of the things I am most proud about in the books I have contributed to is that we made up a fancy name for something good people already did (in our case early Life Support) – the intention was to give it profile and then people would add it to job roles and actually start to plan for it and then, finally, do it better.
Of course that brings with it the chance of looking like the emperor in his new clothes once you examine the detail and originality too carefully. But that’s good too – clever and original usually = doesn’t work too well at first. Solid old common sense (eventually) seems to me to offer a much firmer foundation to build on.
We need good foundations because the situation is actually a lot more complicated than we pretend – multiple customers, other stakeholders, users, operations as users – enough for a dozen more blogs, a handful of articles and a book. So … I’d better get on writing – and maybe so should you?
Today we trust computers – literally and
unconsciously with our very lives. I was reflecting on this level of trust when
I got £50 of cash out from my local ATM and declined the offer of a receipt.
Seems I now have total faith the computer systems will ‘get it right’. I’ve
come a long way from keeping all my own cheque books to cross check against
later bank statements.
Now, combining that faith with a little
healthy British cynicism, and triggered by watching the Olympics tennis finals on
TV, a mischievous but irresistible thought came to my mind.
It used to be that when a ball hit the
ground near the line we relied on the human eye to say whether it was ‘in’ or
‘out’. That caused disagreements and discussion – and - in tennis often -
sulking, swearing and the full range of petulant behaviour.
Nowadays that is all replaced by
referencing the technology. When there is doubt – or one of the players
questions a call - then we simply ask the computers. What we get then is a neat
little picture representing the appropriate lines on the court and a blob
showing where the ball had hit. So, problem solved: disappointment still for
one player but, so it seems, total acceptance that the computer is right. After
all it is an expensive system working away inside a very expensive box – must
be right, mustn’t it. Or to put it another way ‘computer says in’, who would
But what occurred to me is this. All we can
actually see is some boxes around the court, and a stylised display with a blob
on it. That could be delivered by one person with a tablet showing the court
lines and them touching the screen where they think it landed. Very cheap and
still solves all the arguments because – naturally – everyone trusts technology
Now – of course, and before anyone calls
their lawyers – I am not suggesting for the merest moment that there is the
slightest possibility of such a thing happening. But it’s fun to think it might
be possible. There is little public awareness of what accuracy the system – and
here I presume it does really exist – works to. If you dig around on the web
you can find out (the answer by the way for tennis is 3.6mm). You also find out
there is some very minor grumbling and questioning going on. But that seem at
geek level – in everyday use the audience stands instantly convinced.
So, thinking it through there are a couple
of interesting consequences to real IT life:
- Once you realise that trust depends on quality of presentation
at least as much as on accuracy, should you focus more on that? Certainly
you have to take presentation seriously, because the corollary is that if you
deliver perfection but don’t make it look good, then no-one will believe
it even though you are right.
- Whose responsibility is it to check – and is it even possible? I
suspect this discussion will take us into the territory of ‘governance’. But
even before we get there it implies that User Acceptance Testing needs to
do more than look at things. Of course yours does, doesn’t it?
I guess my big issue is to wonder how
comfortable we are – as the deliverers of the technological solutions for our
customers – and especially our users - to have such blind faith. Of course,
people being the irrational things they undoubtedly are, that blind faith in
the detail is often accompanied by a cynical disregard for overall competence –
think faith in ATMs and on-line bank account figures with the apparent level of
trust in the banking industry as a whole.
As a little codicil to the story, I registered
with anew doctor yesterday – the nurse asked me questions, took blood pressure
etc and loaded all the data she collected into a computer. The system was
clearly ancient, with a display synthesising what you typically got on a DOS3.0
system. First thought: ‘OMG why are they using such old software, that can’t be
good? Second thought: ‘They’ve obviously been using it for years, so they
really understand it, have ironed out all the bugs and it does what they need. It
ain’t broke so they aren’t fixing it’. But my instinctive reaction of suspicion
of it for not being pretty was there and I had to consciously correct myself.
Would you as a service provider prefer more
questioning of what you package up and present to your customers and users, or
are you happy to have that faith? My own view is that the more blind faith they
have in you, the more the retribution will hurt if things do go wrong. Or
perhaps that’s just me being cynical again?
A while back I wrote a blog just mentioning
devops, and what a sensible idea it seemed – certainly the word ‘devops’ hit
some bells and I got 3 times my normal hits in the first day. At the beginning
of this year (2012 in case you got here late) I wrote a blog inspired by a
discussion with a TOGAF fan; I felt we in parts of the IT world need to talk to
our neighbours a lot more.
I was reminded of these by seeing several
devops write-ups recently (separate articles in itSMF UK and US
magazines in the same month). Both are encouraging and make the unavoidable
point: what devops suggests as a matter of principle is clearly something to
be supported like the proverbial apple pie. It is just so obvious, it has to be right - why would
you not use the people who built and know a new piece of software (or anything
else for that matter) to get it in place and working, and as first point of
call should anything not work as expected?
Both articles argue that ITSM people should embrace
the ideas rather than rush to defend their empires. Devops is not the only
example, but it seems to me that what we might be faced with is set of
driven from disparate firm foundations in our vast ocean of IT
In fact the commonality between the
approaches is massive, especially once you get past a temptation to overly
rigorous application. It amazes me that the same IT people who would never
dream of reading the instructions before using their new technology toys insist
on applying every word of best practice.
If you want an example of how ITIL®
overlaps the base devops concept look at section 6.7, page 236 of Stuart
Rance’s Service Transition book in ITIL 2011.
The point I really wanted to make is that
we need to get above the point of origin and see identification, creation
delivery and operation of service as the real goal and the subject of some
integrated guidance. Everything we have so far shows its origins.
- ITIL comes from operations, for all its gallant attempts to
preach service strategy it is not really getting to the people who
should be doing so because they originate from other parts of IT/business
- Devops is coming from the development community and so
reflects their take on life. Things
like OSLC that will help smooth some of the boundaries are also being
pitched – so far – from the development side
- All of the stuff that I see is coming out of parts of IT, when
to me IT is only a part (albeit a big and important part most times).
I started my career helping organisations
establish and improve services, I got sidetracked into IT and oft-times I miss
that bigger image. I still find it hard to think only of IT aspects and
solutions, but I find I am often talking with people – suppliers and customers
– who are content to be restricted to IT aspects.
In the short term I think what we need is
more selling of the neighbour’s ideas. I want to see devops being evangelised
by someone from the ITSM community, and we need the converse too. Otherwise it
can feel like the recommendations for apple pie are coming exclusively from the
apple marketing board; doesn’t mean they are wrong but they can less than convincing, especially to a cynical audience or to one that has something they feel they must defend. Maybe I have stumbled onto my
subject for next year’s conferences – anyone interested in inviting me?
Well, we are well into 2012 now and we have just about got though the ‘my predictions for 2012’ phase and in to ordinary routines again. Whatever the predictions, like with most years I predict that 2012 will look a lot like an older version of 2011.
There is still talk of recession, companies that struggled for funding in 2011 are no richer, Cloud is still talked about by a lot more people than understand it.
On a personal level 2012 has already delivered some of the improvements planned in 2011 – and I hope the same will happen workwise. Next major thing on my work horizon is IBM’s big service management show – Pulse. Back again at the MGM Grand in Las Vegas we are promised it will be bigger and better than ever. I understand that bigger is important in as Vegas but I am usually even keener on better. Actually though, to be fair I am delighted that ‘my bit’ at Pulse looks like being bigger this year – with not one but two chances to deliver the cloud-readiness simulator on the weekend before the show itself starts. In fact there will be a strong focus on simulator this year with our team being on the exhibition floor to explain what, why and how they can help you.
Of course – like I implied above – this isn’t exactly new, but it is proven. Of course there will be lots of new stuff available – geeks welcomed and catered for. The technologists will – of course – be well catered for with lots of ‘future possibles’ and indeed a vision of some possible futures too. But service management’s primary focus is not on what might happen next year; it has always been about delivering value this year. In fact one of my favourite aspects of service management is how it rests on widely applicable principles, even though how they are applied might alter. For example, while change management processes in a cloud environment might need different considerations to make them most effective –the basics remain. I was working in service management long before I ever touched a computer. I remain constantly delighted to discover that lessons learned 30 years ago in supply and transport are still relevant to the 21stcentury IT based services we manage today.
So, if you are going to be at Pulse come along and tell me whether you agree that old-fashioned service concepts are still valuable – or come and explain why dinosaurs like me should be swept away by the meteor strike that is cloud. Either way – at Pulse or elsewhere – I look forward to good, informed and enjoyable debates. Good to think of the new year building on the successes of the old – at home and at work.
Over the recent Christmas break, I found
myself at lunch with an Enterprise Architect and the
conversation turned – as it does - to the future of the IT industry.
we agreed on the
topic of what IT jobs and attitudes should be over the next 10 years – others at the table disagreed with us – but that’s a topic for another blog
Now I live in a Service Management space, and so clearly I
know that everything – at least everything about creating and delivering IT
services – is wholly contained within a complete picture of service management: because
everything flows from the need for the service – in terms of value conceived,
engineered and then delivered to the customer.
So, imagine my surprise when the enterprise
architect (let’s call him Kevin J) came out
with the phrase – introduced as though it were universally accepted knowledge –
that everything is contained within the concept of enterprise architecture and all other things fit inside that. Well, you would think that one of us has
to be wrong – but maybe not?
Seriously though, I do realise that each
of us has a coloured view of the world. But even when you know you might be, if not actually biased, at least running along familiar tracks rather than striving for
objectivity, it can still be a surprise when you run into what seems a different
Of course – in this instance it isn’t
really a different perspective at all. Human Beings to tend to fit external
matters into handy pigeon holes – and those pigeon holes are inside our own
pigeon house – service for me, EA for Kevin.
Maybe we just need to get all these
different perspectives in one room and get them to agree on which view is
right? I suspect, however, that this has been tried – and failed. Because it
isn’t conflicting theories we are dealing with here. Instead it is that
familiar old chaos machine – people and perceptions. They are all right (and
all wrong too of course, but this early in a new year let’s try and be
Trying to look at the situation
simplistically, it seems to me that we have had lots of good idea over the last
20 years or so that have been helpful – but we live in a complex interrelated world and each
successful approach brings you to an edge or interface where you are dependent
for further success on the neighbours. Human nature makes us jump to the
conclusion that if the neighbours used my approach then they would do better.
Maybe it’s true but maybe it’s not – maybe we have as much to learn from the
neighbours as they have from us?
Let’s analogise that to real neighbourhoods. Is there anyone who doesn’t think things would be better if their neighbours
behaved more like them and adopted their processes,and practices – especially
things like where it is OK to park and when it is OK to be loud? But actually
they have slightly different needs (maybe because of things we don’t have like kids and dogs or a job that requires shift working)
and so they do need to do things differently. But still there is much to learn from
each other; simple stuff like where did you get your fence fixed etc and more
strategic stuff like comparing mortgage plans or discussing the best school
Within our IT/services/architecture kind of
world we have
the same chance to benefit from discussions with our neighbours. And just like
with our domestic neighbours, the best way to get along and help each other is
by accepting others’ perspectives as equally valid. It is good to see
initiatives like devops starting
to encourage this. My major familiarity over the past 20 years has been service
management but I can see both lots to learn from our neighbours like EA and
development and also lots we can help with too.
Have you spoke to your neighbours recently?
And if so was it with a predisposition to teach or to learn?
It is only a week until the 2011 itSMF UK event in London (http://conference.itsmf.co.uk/agenda.html?event=1) where we are hoping to see and speak to many of our well known contacts and to take the opportunity to meet those of you attending that we have not yet had the opportunity to, be it on the IBM stand (F5) or in our session at 10.45 on Monday delivered by Ivor Macfarlane on "Can IT People be Service Managers?".
The event is always a great networking opportunity for those wanting to share their views with their peers and engage in lively debate over the current industry pain points, as well as hear from the industry experts on how they see the market shaping up in 2012 during some of the 40 sessions that are held over the two days.
This year’s session speakers include (but not limited to) experts from Tesco Bank, Deutsche Bank, Heineken, the Met Office, Barclays Bank, BT Global Services and Pepsico, not to mention keynote from Dame Tanni Grey-Thompson (Paralympics athlete with eleven gold medals and six wheelchair marathons) and Mark Hall (Deputy CIO at HM Revenue & Customs).
We encourage you to visit us on the IBM on our stand – F5, where we will be running a series of live integrated product demos, sharing our newest whitepapers and thought leadership papers. All delegates will be welcome to come and discuss with our technical experts where they think Service Management is heading and perhaps learn about new product offerings and the tools IBM has that can help organisations address the challenges they are facing.
Some ideas that we think will be the "hot topics" on our stand:
How ITUP (a free download for you!) can underpin your efforts in building ITIL processes - and how we are already ensuring it stays in line with ITIL now that the 2011 is here
How we have adapted our key SM software to cloud/SaaS. Come and see Tivoli Live!!
People are your major asset - we can help with getting your staff to 'get it' – with tools like simulator – both classroom and on-line versions
And - of course - the Smarter Planet concept - you've seen the adverts on TV, in magazines and elsewhere – now come and talk about what it really means to real people!
Throughout the two days you will also be able to Play IBM’s Watson supercomputer at Jeopardy!... can you beat it?IBM’s Watson is a real time, natural language processing
We will also be attending the annual Awards Dinner on the Monday evening, so would be more than happy to discuss things over a much needed glass (or more) of wine while listening to Lenny Henry's jokes!
Of course we hope to see you as many of you as possible at Ivor’s session on Monday; in case you have not seen the summary on the itSMF UK website, here is what he will be addressing this year:
“The need for ‘people, process and technology’ working together for successful service management is well accepted. Technology is ever more sophisticated and ITIL and COBIT ensure process is taken seriously, but the people aspect of SM does not get the attention it deserves. Successful services rely on more than creating IT applications and installing technology. Bridging the gap needs more than just adding a little extra learning – it needs a genuine change in culture, attitude and understanding.
The changes required involve focusing on every aspect of the service, how it is to be used and why – and how – it is important to the organization. Effectively, this means seeing it from the customer’s perspective. This talk will approach these issues and aims to illustrate some of the key concepts – using analogy and hopefully a little humour to explore the human elements:
• what’s involved
• what prevents it happening
• the key aspects we should build the new culture around”
Of course will be tweeting throughout the day - @servicemgmt - so make sure you follow us and join in the debate there too!
We will continue blogging after the event, so come back and read our take on the highlights from these two fun-filled days.
No trouble spotting the biggest news in
service management this week – with COBIT 5 available. I guess with both ITIL
and COBIT having released new versions over the last 12 months, that should
tell us something about the SM industry. Mostly, I think it tells us that as a
concept and topic to take seriously, service management is not going away any
But I suspect we might reading more in the
next few weeks of the ‘should I do ITIL or COBIT’ type of question. That’s a
shame, because it is still not a sensible question. Both ITIL and COBIT are
expanding their scope of course and that means more and more overlap, but I
can’t – admittedly after quick glance through only –see where any real
Of course COBIT is still a product of ISACA
and it builds upon a philosophy of control and governance. ITIL initially came from
a team set up to advise on approach rather than massive detail and that still
shows even in the 2011 version I think. And I do still believe any serious SM
profession would have both on their (electronic) bookshelf, the way a good cook
will have books by more than one cookery author on their kitchen bookshelf.
Analysing the content, requirements and
fine print can come later – and will open us up to all sorts of interpretation
and contextual adjustment. But some things hit you straight away. The core
COBIT product is available for free and takes up 685k of pdf file. The core
ITIL books cost around £300, weigh five kilos and/or take up 77.4MB of my hard
drive inside a fancy secure Adobe reader to make sure I don't pass them on to anyone
who hasn’t paid their £300. Now I know that there are lots more books around
the COBIT 5 core than give you more detail – and ISACA charges for those - but
still I must confess to liking the idea of free entry to the gig even if it
doesn’t get you that near the stage.
Putting a positive spin on the size
differential and the lack of real conflict, you can see that it shows how the
two products can be seen as complementary: COBIT’s distillation of what should
be done and structure with ITIL’s more wordy guidance.
And COBIT’s heritage shows through with several
pages on maturity assessment – great stuff for the ‘give me a number’ crew.
But maybe the most encouraging thing is the
differences that exist – the pretty clear realisation that frameworks aren’t competition
but different perspectives. Everyone in this business is really concentrating
on helping each other get better at delivering value to the customer. COBIT 5
will help so this is a good week.
Now all I need is a long flight somewhere to
give me peace and quiet to read it carefully.
I am just back from a week working in Tokyo
. For someone who
writes as much as I do about the need to understand customer culture and how
that affects expectations, it is always a good lesson to visit Japan, where the
culture is about as different (from where I normally work) as you get within
the service management world. (Of course culture does get even more different in,
say, certain Amazonian tribes or a primary school playground, but with little
formal ITIL adoption there as yet, Tokyo
is my extreme of difference.)
Although the shadow of the tsunami and very
real loss to the community endures, the human spirit carries on and people
still laugh and enjoy life. One of the pleasant surprises is how universal
humour can be. It is also easy to forget how quickly people’s behaviour adapts
and copies from those around them. You really only notice the extent to which
you adapt when you get back home. For example it took me a while to stop bowing
to people and also to stop smiling at people in the street, restaurants etc –
or certainly to stop expecting them to smile back.
I also got used to things that I would
expect not to cope with easily. Specifically after the first day or so I was no
longer bothered by how much my room on the 16th floor shook when one
of the steady stream of aftershocks wobbled Tokyo. That reminded me of how worryingly
quickly I had got used to seeing young men with machine gums patrolling the
streets while working in Belfast
in 1992. Seems we absorb new technology just as quickly, and it takes very
little time for what seemed new and so different to become everyday life.
People as old as me can remember life without a mobile phone, but already I
find it hard to recall how it felt to be out of contact whenever out of the house or office, let alone that it didn’t bother me to be unreachable.
But coping without things you have got used
to does happen – and it is clear there are some very direct lessons for service
management in Tokyo
today. Obviously in the light of their unfortunate experience and need for disaster
recovery and business continuity they are well placed to be the source of most
of the case studies for the next few years. It may well be a long time before
even the immediate effects stop being so visible – there is an obligation for a
15% reduction in electricity consumption that looks set to last a long while.
That kind of thing has so many knock-on effects you quickly realise how
dependent we are on technology. Not only because it is a shock to go back to
old ways – and waving a fan may be an ancient Japanese tradition but it much less
effective than air conditioning; but because we depend on so much that cannot
function without the technological infrastructure. The power reduction of 15%
has to applied carefully, because so many things – like data centre power –
must be maintained. So the power for things that drive mere comfort is hit very
hard – very little cooling in offices and, for example, my hotel had turned off
That made me think of just how complex our
everyday infrastructures have become, with so much more than electricity on our
critical list. It perhaps should be a compulsory occasional exercise to think through just how many things we
presume will be available – not just the obvious (utilities, access, people etc).
I am sure we would all be surprised at some of the things we tacitly depend on –
and equally sure there are good stories to be told about some of them – any offers?.
People seem to like a thing to be right or
wrong. Yet the older I get the more it seems to me that very few things are
totally right, and that there is rarely only one right answer to real
I was driven to these thoughts by a really good
posting on Back2ITSM from Stephen Mann about Spiderman and the Avengers. He was
concerned with things that change over time and the danger of being out of date
and therefore no longer correct. You
should read that posting – in fact if you are interested in service management
you should get already be looking at this facebook group – very much the place
Anyway, I am not going to repeat Stephen’s
words here – rather I want to follow a tangential aspect of right and wrong
that his posting triggered in my mind.
It’s just that I don’t think that right is
always an appropriate idea, and I think too many people in service management
think there is a right answer to every question. Actually, truth be told, if I
risk making it way too clear that I am a grumpy old man, then I think there is
far too much expectation of there being a right answer in most aspects of
I don’t know if commitment to that concept of
‘one right way’ is something that we are born with or something we teach our
children. I suspect the latter; certainly it is there at an early age. I recall discussions with my girls about
nursery rhymes. Several versions are around – different recordings,
publications etc inevitably with slightly different words in them. All of my
girls wanted to know which one was the ‘right’ version – certain in their own
minds that one of them must be right, and the others therefore wrong.
The more data and information we ‘enjoy access
to’, then the less chance there is of any one set being ‘right’. I have even heard as an explanation that we
now live in a scientific age – that older attitudes to life were less precise.
And yet I was taught – as a science student – that a solution is right for its
context not necessarily in an absolute sense. I recall one electronics lesson
that has always stuck in my mind and served my in very good stead in my working
life, across a whole range of service management – especially in measurement.
It hinged on the lecturer going through the
week’s assignment which involved working out the effective resistance of several
configurations of components. We had all
(and I mean all, from the clever geeks, to the lazy ones like me) worked it out
using the given resistances of each element in a frighteningly complicated
configuration, and come up with a precise effective value for the combination.
The lecturer drew it on the board, then proceeded to wipe out most elements as ‘not significant’
– left about three components and did the calculation in seconds. We all screamed ‘cheat’! He laughed, reminded
us that the stated resistance of the components is given as ±10%, so there was no point in taking
seriously anything that wouldn’t affect the answer by more than a few percent.
I spoke with the lecturer afterwards and he
admitted they did the same exercise every year to get that very point across.
The right answer is one that fits the circumstances, be that imprecise measures,
limited time, lack of profile with management or whatever situation you
establish you are in.
That lesson about being right enough for the
job is one we are losing with modern technology giving us an answer to
ridiculous precision from input that is
often little more than a guess.
That principle of knowing what is needed before
you deliver is – of course – far more universally true than just being about
measurement. But it is easily forgotten in an age that often delivers more
answers than questions.