Long regarded as the set of practice and solutions for ensuring that technology is the best meeting the need of users, the IT Service Management (ITSM) function now serves as the vehicle that will deliver value in today’s rising digital enterprise.
The report depends on a survey of 261 executives around the world IT leaders in large industries and examines the evolving role of ITSM. The research maps ITSM progress besides a maturity model that looks at its progression from IT department enable to the digital catalyst. The ITSM maturity curve discovers that the vast majority of ITSM effort has moved beyond a focus on IT-centric services and are locating a service culture to advance its organization in the digital economy.
Key findings include:
• Most directors agree the IT landscape is changing spectacularly, and it is hard to keep up with the needed skills to support it. A majority, 56 percentage, says the pace of IT change or transformation is going faster “significantly” or close to radically. Skills shortages are the biggest challenge in aligning IT to business services.
• Many industries still spend most of their IT budget and a good deal of teams time keeping the lights on. 37% of survey respondents report that the majority of their IT budgets go to ongoing management and maintenance. Close to half of executives, 47 per cent, indicating they are replying to the challenge of budget and resources going into management and maintenance by turning to cloud-based services.
• Need for a Service Management approach is hurting competitors as a business. Three out of four executives consent that the amount of time, money and resources spent on ongoing management and maintenance versus new project development or new initiatives are affecting the overall competitiveness of their business.
• ITSM plays a crucial role in crucial digital enterprise initiatives. A majority of executives 56 percent indicate that ITSM is either “very important” or close to extremely important in their enterprise’ cloud computing efforts, as well as insignificant data initiative. Fifty-four percent also indicate that ITSM is “extremely important” or close to it in supporting their mobile computing efforts. The ITSM function’s most exceptional contributions to digital transformation efforts are through transparency and productivity.
• IT Service Management activities still fragment within most enterprises. Here 37% of executives indicate their “ITSM effort mainly focused on delivering IT service at this time,” and 41 percentage report their “ITSM effort aligned with the requirements in the chosen business division.”
• Service Management isn’t just for IT technology. As digitization spreads throughout enterprises, it serves the requirements of all department. Service Management has expanded to represent new ways of thinking about how management can be provisioned and made available when and where they require across the enterprise. Two-thirds report their ITSM budgets have developed over the past three years. The uses of a holistic Service Management strategy understood outside of IT.
• Improving operational efficiency and employee output are the most critical business drivers of ITSM efforts. More than two in five respondents, 43 percent say improving operational efficiency is the aim of their ITSM efforts. Cost savings and increased output are the leading benefits of a reliable ITSM approach. More than two in five executives, 42 per cent report they see cost savings in their business procedure. Advanced ITSM site is far more likely to have seen such benefit 49 percent of advanced sites have achieved cost savings, versus 28 percentage of their less-developed counterparts.
ITSM tools still tends to be fragmented but is increasing its role as an enable of the digital initiative that is delivering competitive benefit. Customer satisfaction, employee output and operational efficiency are forward-looking benefit organizations realize as a result of more expansive ITSM engagements.