Service Management

Conclusion: Organisations that surpass the tipping point of Cloud migration must ensure the investment in Cloud talent keeps up with the business demands for effective Cloud solutions.

IBRS sees the centre of excellence (CoE) as the most qualified skills base to align business and operational needs, but the CoE is also well placed to identify Cloud skills sources to support upcoming Cloud development opportunities.

At each phase of the Cloud maturity cycle, the CoE is best placed to research and advise the executives and business stakeholders of where new investment should be provided to extend the Cloud talent pool. The resourcing strategy should contain flexibility and agility to support short-term project needs and ultimately more permanent IT operational demands.

Be warned that complacency and market pressures will place your next Cloud migration or Cloud optimisation project at risk if your Cloud skills gap doesn’t have a resolution plan.

Conclusion

Whilst many enterprises have successfully implemented a bring your own device (BYOD) mobile policy, many have put this in the too-hard basket fearing a human resources (HR) backlash.

Revisiting the workplace mobile policy can reduce operating costs associated with device loss, breakages, and unwarranted device allocation. IT service delivery operating costs have been increasing annually as more sophisticated and expensive handsets hit the market. Meanwhile, mobile applications are creating increased security concerns which add to asset management and monitoring costs.

Now is the time to take stock and transform the organisation’s mobility space by creating a shared responsibility with staff. Mobile phone allowances are fast becoming the norm with a multitude of different models now being adopted. Choose the one that delivers cost savings across the board as there are both direct and indirect costs associated with each option.

Conclusion

The COVID-19 pandemic has, in many cases, forced the workforce environment to shrink to the walls of worker’s houses for at least nine months. While some services such as shopping, online learning and telemedicine proved to be useful when made available remotely, many other services were not suitable to run effectively outside the traditional work environment (e. g. those with inadequate network capacity). Organisations should study the feasibility and cost-effectiveness of deploying additional remote services that are critical to improve business performance, increase service efficiency and reduce the cost of doing business.

Conclusion:

For IT departments who see no difference in the way they operate now under IT infrastructure library (ITIL) 3 vs ITIL 4, there should be an immediate scrutiny of the documented process and methodology of addressing customer requirements. ITIL 4 practices need to become part of the fabric when engaging the business on digital solutions as best practice can easily come from, or be influenced by, vendors outside the business. The outcome for IT is routinely playing catchup when it comes to selecting the best value IT solutions for the business and customer application.

ITIL 4 moves the conversation from simply an IT solution to a holistic framework that aligns service to business requirements. The framework incorporates the guiding principles, four dimensions of service management practices that can evolve and adapt to the increasingly digital landscape now expected by customers in a mobile, 24/7 world. Business requirements, when analysed through the ITIL 4 lens, can create responses with a supportable and reliable business case for change.