IT and IT services are becoming an increasingly bigger component of organizational change efforts. In the age of “everything as a service” (according to ServiceNow), big data and the digitization of previously analog systems and processes, hardly any major organizational change today goes down without a significant IT component.

More than ever, this requires IT service management to understand and define the value that a particular change and the underlying business processes are supposed to deliver in the form of business service requirements, the respective design of those systems and the transition from current state to the desired, future state.

Where this change process often times breaks down is not so much at the technical level than at the process level – bridging the gap between what the business needs (and would actually make a difference to performance) and the implementation of the technical solution to support it. At the end of the day, it’s the improved performance of our IT users and the way in which they deliver value to our customers that determines the ROI of our IT change initiative. Especially in highly automated and work-flow-driven processes, IT (service management) is often times the key “enabler” of that improved performance. This is where many IT functions struggle because of their natural focus on technology over process.

If IT truly wants to be a change agent in the business, it will have to think beyond applications and infrastructure and embrace a role of internal process advisor and change agent. This doesn’t only entail translating business requirements into work-flows and measures, but really getting down to the critical and performance-changing behaviors of its IT users that it is trying to support and enable… before thinking about the IT solution itself. Organizational change is about behavior change.

One way to go about identifying those critical behaviors is by looking for best demonstrated performance in your organization with respect to a particular area of the business, say for example customer service. When using this approach we want to identify distinguishing behaviors from exemplar performers that could be scaled across the business and therefore lift the performance of the entire business. We can then use this to build better processes around it and ultimately design our IT work-flow to support it.
So rather than starting with features and functionalities, start with talking to your best performers and identify what they do differently. Then ask them how IT could help them to do their job more effectively and efficiently.

Christoph Goldenstern
VP of Strategy, Marketing and Products
Christoph helps organizations develop excellence in strategy, service, process and people

The KT problem solving approach is used worldwide for root cause analysis
and to improve IT stability