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?.
I delivered an
SM simulation for a client in the middle of a tropical paradise in Brazil
last week. It is a hard life but I guess someone has to do it. The countryside
around was stunningly beautiful, and the views driving there even more so. I
was reminded of the great Frank Keating’s reporting from an English cricket
tour of the West Indies
for readers in a cold
and wet British winter; his opening line to his readers: “Another day
Frank, I was there to work, and work I did –another successful and fun game – I
always enjoy how much the delegates enjoy the experience; we should all have more
work that actually makes people happy.
We had a mix of
nationalities and cultures on the game – a real challenge but one that brings
its own extra flavours. I was thinking about those cultural variations on the drive
back to São Paulo
airport – and I realised there is much more to culture than the obvious things
My driver was a
very nice man – a pleasure to share a space with, just enough English to
converse, comfortable with silence and caring enough to return from a rest stop
with an unsolicited bottle of water for me; plus a cheerful insistence that I
try local specialties that I might not have seen before So, all-in-all, clearly
he is a man who wants me to be comfortable and survive the journey.
So, why did he
frighten the living daylights out of me at irregular intervals on the way?
Simply by behaving normally for his culture: using road verges to pass trucks
at high speed on the wrong side, overtaking in the middle of road works, driving
at high speed within inches of other vehicles. While this seemed reckless to my
culture, it is everyday for Brasil. It made me realise that as well as the
social variations, culture extends to acceptable risk – what would just result
in a late arrival in western Europe is met with a calculated risk to get past the slow moving
obstacles, a culture that values speed over safety perhaps? Or more likely just
the inevitable reaction to the extreme traffic volumes and conditions there. I
didn’t see it as a better nor a worse attitude, just a different one – and
there being differences left in the world is something I, for one, feel is an
unmitigatedly good thing.
many Brasilian taxi drivers before, so I was not surprised, but what did amaze
me was how quickly and unnoticed that culture got into my thinking and
unconscious actions. Back in the UK, driving home from the airport I
found myself changing lanes MUCH more than I usually would. Not too recklessly
I hope, but it took a while before I was back to my normal UK driving
So if we copy
cultural elements so quickly after so short a visit – and that copying spills
over into our next situation, do we do that with our customers too? Do we bring
the needs of the previous customer we worked with to our next, even if it isn’t
the right culture for them? Maybe this is just one more thing for us to watch
out for in our business relationships?
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.
I’ve had a recent burst of situations where things just seem to be difficult for no obvious reason, and maybe that has made me even more cynical than usual - yes, it is, just about, possible. My first assumption – of course – is that these are yet more examples of bad service management. Each is one more case of services not being matched to customer requirements, but then maybe a sneaking suspicion creeps in: are they really deliberately designed to deliver what the real customer wants, rather than the apparent one (or user as ITIL might call them).
Of course we have all experienced this to some extent: the complaints department that is very hard to contact, with a premium rate phone number and an interminable set of IVR choices before you can get anywhere near a real person – all costing you £1.75 a minute to listen to. Typically we give up in disgust just after we have spent more on the phone call than we spent on the product we are trying to complain about. While the first thought is that the supplier hasn’t thought through how they need to be contactable, second thought makes you realise that they don't want people being able to complain easily. And if you have an angry customer who is unlikely to buy more from you, then you might as well make what money you can out of them calling you to complain and tell you they won’t buy any more. So maybe this is actually clever design – to meet the primary customer’s requirement?
Sometimes you just aren’t sure – I was also watching someone applying for a visa – for a well known country in North America. It reminded me very much of the classic customer complaints system I just outlined. Rather confusing instructions, no web-based option to book an appointment – only telephone at £1.23 per minute (plus ‘network extras’ whatever they might be), and then surprise, surprise a computerised voice – talking slowly - offers you some options. Appointments are issued, it seems ‘en block’ and you are warned you must queue outside, whatever the weather. Oh, and no mobile phones or any other electrical items can be taken into the building, and, no, there is no facility to leave them anywhere safe while you go in.
So, is this bad service build, or is it carefully designed to reduce the number of applicants? After all, the people who need visa are – by and large – from less affluent countries, and won’t spend that much when they get there. Could be the whole service was carefully designed to discourage.
Now I suspect the real truth is a perfectly justifiable need for security and a sensible imperative to reduce costs. But it does perhaps make you realise that it is oh so easy to get sidetracked and judge things only by what are actually the second level measures and deliverables, rather than being sure we tie everything back to our organisation’s overall visions and objectives.
It is not always as easy as it sounds – especially in large companies where day-to-day operations can be a long way from corporate targets. For example, focusing on selling widgets that work, continue to work and get fixed quickly should they fail means that you probably just focus on ensuring your direct customers are happy widgetters. Yet if the profit margin on widgets is low, the market difficult and competitive and your widgets do tend to break more often than other manufacturers’…well then the best contribution to your corporate objective of maximising shareholder return is, quite correctly, to get out of supplying widgets altogether. Even if that means abandoning your long time faithful widget customers, well, if you have got your overall prime objective right, then abandoning them is right for the company.
We see the same thing with internal services, is that travel booking service there to make it easier for you to spend the company money on travel, or is it there to make sure you only go through with it if you really need to go? If reducing costs is what the owners of that service want, then ease of use is a bad thing.
Secretly though, I suspect a lot of bad service really is just that. But – it can be a fun game to play next time you get bad service. Is it really bad, or is it targeted to drive you away because that’s what they want? Is it hard to buy something because of incompetence or because the profit margin is too low?
Next time you get awful service, maybe it is worth congratulating the service provider about their commitment to higher objectives, maybe even ask them if they would be so kind as to tell you the corporate objectives they are rigorously pursuing; so you can write to their CEO and congratulate them too on how well their staff strives to reduce unhelpful customer satisfaction. Or then again, they may not be so pleased to hear from you after all, and just leave you with an expensive IVR system to listen to.
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?
Last week the IBM attended the UKI itSM Forum and what a
great event it was! Some really thought provoking and motivating sessions, as
well as some truly interesting conversations with our clients and
Below are a few of the highlights from the sessions attended
- would be great to hear anyone else’s thoughts on what their key take-home
messages were from the event.
Session 1 – Introduction by Barry Coreless – Chairman of the
Barry talked about how he sees the future of ITSM – the
growing automated and ever more complex tool sets, and an ever increasing
bewildering array of devices. The main
take home message for me was that he believed that organisations that linked
best practices and industry disciplines are the ones that will truly succeed.
Session 2 – Keynote from Baroness Tanni Grey Thompson DBE
A fantastic motivational speech from Tanni – including memorial
statements like “if you are going to spend time thinking... then think BIG!” She spoke about why it is important to think
about how you can be the best you can be and how individual success if not
always about the individuals themselves, but about the team they have around
them. Tough times call for tough
choices, she continued, and it is how you deal with these, improve and move on
that is what will make you successful.
Session 3 – our own Ivor Macfarlane – Can IT people be
Ivor was introduced as a man whose middle name was “ITIL”
and clearly his reputation preceded him, as we had a full house with over 60 of
the 300 delegates in the room. Ivor spoke
about how Service Managers generally have a low profile, and are orientated to
achieving another person’s hopes and desires.
He carried on the debate by saying that the best attribute a Service
Manager can have is to be invisible! Continuing
that if management don’t empower you as a Service Manager then your stuffed! A final take key message was then given, “Go
to the board – change the change process!”
Session 4 – An interactive panel session hosted by Don Page
Some really interesting stats came up in this session to the
questions asked to the delegate audience my favourite 3 below:
1. 1. Cloud Computing is here to stay – what effect
will it have on ITSM?
Major – 43%, A
bit – 36%, A little – 17%, No Opinion – 4%
2. 2. Your business now understands and is taking
seriously the importance of ITSM as an essential business enabler?
Very Seriously – 12%, Lip Service
– 42%, We don’t talk to them and they don’t take us seriously -20%, Don’t Know–
9%, Don’t Care – 17%
3. 3. Should organisations encourage Social Media to
facilitate communication between IT and end users?
Actively encourage and support –
45%, Natural Course – 37%, No -13%, Don’t Know – 2%, No Opinion – 4%
Session 5 – Stephan Mann – Forrester Research - “Anyone
questioning your value?”
One of my favourite sessions from the event, very
interesting to hear an analysts point of view. He started by stating that
Service Managers can’t deal with the value because we don’t understand the
cost, there is little transparency IT costs and the value it brings. He continued saying that costs are
continually being cut, whilst the demand for IT continues to grow. He told
delegates to take an honest look at their ITSM capabilities and short comings,
in context of what business needs, then link IT services to business
outcomes. Final message for me was “Cost
is important but value is more important... if we could demonstrate the value
they would be encouraging us to spend more”.
Session 6 – Martin Neville – Flattening the Curve
In the last session of the day, Martin discussed what companies
should be looking for from their tool providers, and that the best tool providers
are proactive not reactive. He set out ground rules for both sides – be honest
from the start, early efforts pay interest in the long term, perception is reality – stats do not lie, the
time to innovate is at the start – not when things are looking desperate, short term contractual wrangling will damage
the relationship long term and most importantly KEEP talking!
Session 1- Nigel Mear –Solid Air Consulting - Answers on a postcode
Nigel spoke about how vision is our most valuable asset and leadership
is an act, rather than a position. We
need to show up and engage! It needs to be a progressive improvement, baby
steps are ok, and it needs to be realistic, achievable and practical – don’t
aim for perfection, do something practical.
His take home message for me really was for success, we have to
acknowledge the reality of uncertainty.
Session 2 – Christian F Nissen – CRN People, Denmark –
Acquisition and Implementation of ITSM Tools
Another really interesting session, starting with the
question should organisations use a SM suite of tools from one vendor, or best
of breed tools from various vendors and attempt to integrate them. The answer is not as simple as it seems! He
emphasised the importance of running a Proof of Concept before ever fully
implementing a new tool. Organisations
need to ask themselves, is this vendor that is sleeping or evolving and
Session 3 – Dennis Shields - The 2010 Machine
My final session of the day, Dennis opened the session by
explaining people like direction, but believe their managers are out of touch. Bad
management however means the unit will not function properly. People need to be
given clear and fair directives, otherwise efficiency plummets and costs
escalates, we need to take a long term perspective if the company and its
infrastructure is going to be successful.
In summary, fantastic event, and can’t wait till next year!
I was driving back from Heathrow on a recent Saturday – having gone there to collect a visitor. On the overhead information signs on the motorway was an illuminated warning sign. I had never seen this sign before, but immediately clear that this was warning me that there was an accident ahead. This exploration of graphics rather than words seems a very sensible step for a country that welcomes foreign visitors – and more so in the run up to the impending Olympics.
I have been (thanks to my work) to many countries. Some (like Brasil and Egypt) I would not dare to drive in, some (like China) I am not even allowed to drive in – but in many
I have rented cars and driven without significant mishap. But always when driving I am grateful for intuitive signage – and also very appreciative of the standard road signs across Europe. In fact it wasn’t till I got to Quebec and saw my first ‘Arête’ sign that I fully realised how much I had taken for granted the standardisation in road signs across the language range of Europe. (For those not familiar with European road signs – they say ‘Stop’ in all the EU countries, even France.)
The places I find it hardest to drive around are the ones that rely on long wordy description to convey messages to drivers. Now when this happens somewhere like Poland, I have no chance and just have to guess – or more often follow they guy in front and hope that they know what they are doing. But even in the US, where they seem committed to this kind of thing, where the language is similar to English, I find it very difficult to get the message quickly without being distracted. By the time I have read all the words I have often missed the chance to do what it was telling me.
The need for intuitive communication has been around for a long while – a great example of somewhere that has seen the need and met it well for many years is Amsterdam airport, as a transfer hub, it is specifically targeted at delivering services to the widest range of languages. Their use of intuitive graphics has been impressive for over 20 years. And of course it has to be because people transferring planes at Schipol do not have the opportunity to attend a training course on how to navigate the airport.
Nowadays that luxury of training people in how to use things is getting rarer and rarer – we have to be able to use things we have never seen before, most notably things appearing on our PCs when we use services over the internet. But also those PCs themselves and the services we use at work – I don't know the figure but it sure feels like there is much less user training than there used to be.
So – great to see the UK government getting on board with intuitive communication; surely as service managers we all need to think of how to get messages across to our customers and our users quickly and reliably. Oh, and cheaply too, your CFO will love the reduced need for training – and pretty soon are likely to be questioning the need for expensive training for something that doesn’t deliver immediate intuition.
is the only truth you believe
That’s a paraphrase of many quotes – but
whichever famous quote peddler you choose, it is surely a mantra of sorts for
successful service management. To me it
neatly addresses two key points:
- It is no good meeting all the metrics that you set for yourself
if that only makes your performance look good to you – it’s the customers’
opinion that matters because they are the ones providing the money to make
it happen – and they may well stop doing that if they aren’t impressed
- What people perceive is based upon their situation and
knowledge as well as your facts.
I had some first-hand instruction on this
recently that helped my understanding. Both were a little funny at the time but
maybe with some serious messages.
Firstly two different perceptions of what
must have looked very similar situations to a detached observer – driving last
year down a fast dual-carriageway road.
Both times I was on my way to my father.
- First time an ordinary sunny day. I am driving at ‘about’ the
speed limit of 70 miles per hour – and a car comes hurtling up behind me
and sits a few metres behind me with the driver clearly impatient that I
am holding him up. I ventured an opinion as to his personality –
considering him less than sensible, some pushy-salesman type, and
certainly not deserving of my moving quickly out of his way
- Two months later I am driving down the same road – only this
time I have been summoned to my father’s hospital bedside by medical staff
with the line ‘I think you should get here as soon as you can’. Now I am
doing a lot more than 70mph, and find myself slowing down to 75 and
hanging on other cars’ back bumpers amazed at why people can’t simply get
out of the way – surely they can see I have to go quicker than that.
So – good guy or bad guy? Depends on what
you know, and that depends on what you are and what has happened somewhere
The other one, I feel the need to share all
hinges around those daily gifts we get form our dogs. Each day I take our dog
for a walk in the field behind the house. The field is just the other side of
the fence and hedge around the back garden, but to get there you have to go out
the front, down the road through the alley and back – about 300 metres or so.
Now dogs, being dogs, use the daily walk for relieving themselves and people,
being only people, are left to pick it up in plastic bags and carry it. But
since our walk takes us back down the other side of that garden fence, rather
than carry the little bags round the field, I toss them over the fence and into
our garden, to pick up and dispose of when I get back. So, I am doing this when
I realise I am being watched, by another man out walking his dog. Thinking
about it afterwards he just sees someone flinging doggy doo over a fence into someone’s
garden. He did not speak, but did manage a look that clearly had me well below
pond-scum in any kind of social acceptability league table.
OK, so some examples of skewed judgement
based on incomplete knowledge, we all have lots of them – and please feel free
to send in any good ones that have happened to you.
Very few of these matter in everyday life –
we shrug and move on and usually never see the misunderstanding or
misunderstood person again. But when it matters we need to establish
communication to get some idea of the events that drive perceptions of those
who we will interact with long term. This is why we know things about those we
live with and care about – their favourite colours, the foods they like and
dislike, which football teams they support and lots more. That is worth doing
because these people matter to us, and because this makes both their life and
ours more pleasant.
So apply this to work, how much more
pleasant – and easier – will your life be if your customers are happy with you,
if they understand what you are doing and you understand what they care about.
That simple idea is at the core of a lot of my work these days – in the
simulation games and the presentation at events. It certainly underpins the
talks I am slated to do at IBM’s Pulse and itSMF Norway in March.
If I go back to the first set of two
bullets I wrote at the start of this piece, they are trying to say that you
need to know how your customers – and maybe other stakeholders – are feeling today. This will drive how you address
things. So customer perceptions influence prioritisation – standard best
practice stuff. What I was trying to point out in my driving example was that
those perceptions and attitudes are anything but fixed. Just because you know
what mattered yesterday, doesn’t mean you know what will matter today or
tomorrow. There are clues and signs you can look for – find out what things
affect your customers attitude and monitor those yourself. Again that is
something we can do fine at home – we are aware of some of the influences that
change attitudes and perceptions on our loved ones – be that exams the next
day, football on the TV tonight, or a fight with a friend.
Maybe what we need is more formalised
gossip at work – because it is often the conversations that don't seem to be
about work that tell us most about how our customers will react – and more
importantly how they want us to react. One thing the 21st century
has brought us – big time – is new ways to gossip, or should that be freely and
rapidly exchange more information than we ever dreamed was possible. So, maybe
this is just one more business benefit of social media, one that delivers its
success by not being so obvious?
Actually, I don't care how you gather more
understanding of your customers concerns and perception influencers use every
means you can. You could do worse than simply going to visit them, talking and
listening. Set yourself a target perhaps – name one thing that would change
your customer’s priorities, and then ask them if you are right.
I was teaching an ITIL course last week –
with the managers’ bridge route to the ITIL expert about to close, there was a
sudden need for a trainer and I got the
chance to pick up a training gig in Dublin
. Well, on the edge
actually – in Blanchardstown. Turns out that is place to make you question your
presumptions about a country – the view from the hotel window (as you can see)
could at first glance have been most any mall in any US
town. And after being used to
seeing an Irish Bar in every town I go, this time I spent 4 days without even
seeing a pub! So, not your typical Irish trip, but both pleasant and useful
For all its economic challenges it is good
to see Ireland
still as friendly as ever – a modern multi-cultural EU country now, certainly
more expensive than ever before, but still they understand the craic. It is nice
to be in one of those towns where you are expected to sit in the front seat of
the taxi and talk about life and its meaning and pleasures – and even though my
drivers were from Hong Kong, Africa and Ulster
rather than Dublin,
still it all felt very Irish and human sized.
But I had a great time work wise too, a
rare opportunity to focus again on the ITIL material, a reminder of some parts
I had all but forgotten – including some it seems I wrote myself. Most
important though was the chance to talk with the others on the course, getting
an insight again into how this stuff works in the real world – the delegates
all being part of our managed service accounts and delivering real service
management to real customers on a day-to-day basis.
I guess I need that reminder now and again:
writing, talking – even thinking – about things is good and important stuff,
but if we lose sight and touch with actually doing the things we talk about
then inevitably we will get that writing and thinking and planning wrong. I was
lucky enough to visit some real service management workers the week before
also. That was in Abu Dhabi – a different
culture from Ireland
for sure but mostly the same issues that people in our industry face like
resistance to change and even more resistance to change management; where to
start, how to measure, the need to derive pragmatism and realism from the
theory in the best practice books.
So - a couple of weeks of good lessons for
me, and I hope for my students also. I had a good reminder of the need to keep
real, to encourage reality above ideals. I learned not to presume how a place
will be, nor to be too concerned if it looks a little different to begin with. Despite
appearances, service management issues have more in common than you might think
– across counties, cultures and industries – which gives us all a large
community of colleagues to discuss matters with and to exchange ideas and
conversation. I guess that is what we look to organisations like itSMF to
facilitate in the widest sense: service management craic.
Anyway – I am looking forward to keeping in
touch with service management reality – through talking to and working with
people in real service management jobs, be that through training, conference
discussion or more directly. We all need that good mix of ideas and
Next week, I'll be attending my first Pulse conference, and I have a full slate of activities planned:
- On Sunday afternoon, I will be participating in our ISM Simulator Workshop session. The workshop facilitator will be our own ITIL 'rock star', Ivor MacFarlane, and the audience will be made up of IBM customers and business partners. The workshop participants are in for a terrific one-of-a-kind interactive learning session that will confuse, frustrate and challenge them. Ultimately, they will come away with a better understanding of how to significantly bring IT services into better alignment with their business goals and strategies. And they'll also come to realize that those goals can be much more easily pursued via enhanced visibility, control, and automation—the overarching themes of the modular approach IBM takes with service management.
- On Monday and Tuesday from 11am to noon, I will be attending the Integrated Service Management Simulator Overview breakout session. In this session, you can get a preview of how the simulator highlights the challenges and business value of implementing Service Management best practices, and learn how your organization might benefit from your own team-building and thought-provoking simulator session.
- Finally, I will be working at the ISM Virtual Simulator ped in the Best Practices Zone. In this cutting edge video game, you can experience issues affecting service management and corporate profitability in a simulated organization. You will be given the opportunity to run your own business, and will gain a better understanding of challenges facing different people in a company, the value of processes and tools, and how various parts of the company positively and negatively affect the hypothetical company’s performance.
We look forward to seeing you at our breakout session!...and be sure to stop by our ped and get your game on! And if you are not one of the lucky ones attending the workshop, fear not - - we can also conduct a private Simulator Workshop session for your employees, at your site. If you are interested in your own session, send an email to email@example.com.
As I wrote last week, I am looking forward to delivering more simulations over the next weeks and months, I always enjoy the buzz of working with people rather than sitting in a lonely room hitting keys and listening to the dog snore.
I went through my technologically savvy period some years ago (back in the horse-drawn computer age). For years now I’ve felt that the biggest scope for improvement in service management is through the people part of the famous trilogy of people, process and technology.
It’s important though to be sure that we don't forget it is a trilogy – in a recent presentation I used a picture of a milking stool to make the point: three legs, if you have problems in any one of them you will fall on the floor, spill the milk and fail to do your job.
So the emphasis on people is not because we don't need the technology – it’s because there have always been plenty of people selling the technology hard in our business. And it sometimes seems to me that there are people even keener and more excited to buy it – each one as much a fashion victim as the lady horrified she’ll be spotted in last year’s shoes. But – for sure – we do need good technology. Of course, I work for a software and technology company so I would say that, but that doesn’t make it wrong.
And process is still vital – that is the first level of learning that comes from our simulation games – not knowing what needs to be done usually means you don’t do what needs doing. I remember getting excited by process when I first understood how to see and then improve them. I remember also how much better ITIL V2 was than V1 when we went ‘process focused’ – and how modern and nifty we thought we were.
But again – there is no shortage of process champions, so forgive me if I keep harping on about the people. There are more of us than there used to be pushing the importance of people. Paul Wilksinson, of course, has been – and still is – a trailblazer, although he is still obliged to play the prophet because the vast majority of our industry still needs to be converted to the simple reality; that no matter how cool your IT gadgets and software and no matter how carefully researched your process, if you don't keep the third leg – people – strong and secure then things simply won’t work.
Successful politics is called ‘The art of the possible” and I am aware we – those who believe that people factors are the biggest stumbling block to successful service management – need to play that game too. No point (yet) trying to make everyone totally people focused – our efforts through the simulators and suchlike are to at least get IT managers to realise that the quality of the services they deliver does depend on people aspects. It’s simple stuff really, like people talking to each other, finding out what things matter to them.
Strangely enough, this is the kind of thing we do well and automatically outside work, but somehow it becomes so much harder when it gets all business related – maybe we like to take sides at work, or think the office is too important a place to act human in. What is about being in the office (or Datacentre or shop floor or whatever your work looks like) that strips us of some basic level of humanity? We seem able to talk to our colleagues at work about non-work things – last nights TV or football, fashions, music etc – but not about their work wants and needs.
Of course there are exceptions – we need to capture and promote these to help us get the message across. My favourite is a reversal of the norm I just described. It is from a UKgovernment department where a cricket match between IT and Finance was being played out one evening. Due to Finance’s excellent bowling there was a hiatus since the batsmen were being dismissed faster than the next one could get the equipment on. During this pause the non-striking batsmen (from IT) was chatting about work and they solved a issue that had turned into a long running fight between managers. The managers had stood on principles and formality instead of talking about what was actually wanted. The issue was solved by these real workers getting a mutual understanding through the revolutionary approach of talking and listening to each other.
That’s what we shall be trying to do with the delegates to our simulation sessions – and in other ‘take the people seriously’ initiatives. Do you have some good stories about how much difference it makes when your people are able to understand each other’s perspectives? Be great to hear them. Be even better to catch up at one of the forthcoming simulations, or to see you at Pulse in March and we can talk – and listen - over a beer. J
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?
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.
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.
As may have been noticed from recent blogs I
spent most of the last month travelling. Actually thinking about it, most of my
last 33 years has been travelling for work. So while I might spend much of my
time talking about service with IT professionals; the services that most impact
my life tend to be related to the travel industry. Seems to me that service is
service, and many of the lessons learned in travelling – and watching people
while travelling – are very relevant in all aspects of service delivery, IT
related or not.
What has really impressed itself upon my
mind recently is how receiving services – of whatever kind – can so often make
you feel offended, insulted, slighted or just plain angry. Objective thought
makes it pretty obvious that the intention was actually to deliver good
service, but somehow it can be hard to believe that when you see some of the
symptoms of not thinking things through.
Let’s start with a fairly innocuous and
almost silly example from the Dubai
metro system. This metro is brand new, really impressive, fast, clean
comfortable – and cheap. I can forgive its rather early closing time (11pm) and
late start on the weekend as a necessary acknowledgement of how many taxis and
especially taxi drivers need to continue to make a living – and how much they
may have felt threatened by the new metro.
What I couldn’t help but notice, and that
stuck in my mind more than anything else, were the local information maps displayed
– a good and helpful feature that shows important buildings near enough to walk
to from each station. They show where places are using colour-coded dots, for
example pink dots show hotels. At my local station there were three hotel dots
– so I which hotels were served by that metro stop. But it didn’t tell me which
hotels they were – just that they are
hotels – how much more effort would it have taken to write the names on? And
how much would that final piece of data been worth? I think that’s what bothers
me – when suppliers seem to do 90% of the work right but that missing 10%
destroys 90% of the value.
But OK, I am sure that will be remedied -
eventually. There is, however, a characteristic of physically delivered
services that I see so often – and bothers people so much – that I have tried
to give it a name. Best I have so far is VNS,
Non-Service. I am sure you have
seen it – travellers will see it at airline travel desks and immigration
counters, but all of us see it almost daily at banks, post offices and shops.
Let me set out a typical scenario - one I saw last week (and most times I
travel). There are 5 or 6 customer service desks; two of them have staff
serving the waiting line of customers, one by one. At another desk are two of
the airline or airport staff – every now and then a customer in a hurry goes up
to them, only to be turned away. These people are not attending to customers.
No, it might be that they are doing some critically important task, vital
filing, discussing long term business strategy etc. But why do they do it in
font of the customers? We can see only paid supplier staff NOT helping us, and
apparently not caring. Actually, I think banks are amongst the worse offenders,
frequently seating staff at customer facing positions to do non-customer facing
It seems to me that this is a failure to
think through how customers perceive things. Of course it might make perfect
sense to the planners and HR people – making best use of physical space, having
managers where they can see staff working etc. But – if you feel tempted to do
this, or anything else that customers will see - please think through how it
will look and feel to someone who was NOT there when you planned it.
In fact VNS and other ways to disregard customer
perception – once you think it through – have significant implication and
consequences: whether that is IT applications that decide to archive your
records when at times apparently selected to annoy you the most, scheduled
maintenance that seems to target your busy periods or supervisory staff walking
around apparently doing nothing helpful while customers wait in long lines. The
more complex our world gets, the easier it is to get things wrong. Like the maintenance
slot that is obviously good to the planner in New York but which hits the
obvious usage slot in Dubai (where Sunday is the first working day of the week,
and you want your administration services – like expense reporting – up and
running at the start of the week – which is when business travellers typically
do their expenses.
So if you are planning services that a
customer will see, please do me a favour: try and think how it will be seen and
perceived, putting aside how logical YOU already know it is. As the man said –
perception is reality, try to make your customers’ perception into your
Final story, about how it is possible to
get it right. Many years back, when I worked for the UK Forestry Commission, I
recall talking with our Recreation Planning Officer. He had just designed and
constructed some way-marked walks through a forest he personally knew very well.
Before he allowed them to be opened to the public, he brought his children in,
and walked behind them on the route – noting down everywhere they had trouble
seeing the right way – and then he corrected those faults. I believe that
nowadays this might be called ‘User Acceptance Testing’ – and what it needs is
users, not suppliers pretending they can see it from a user perspective.