Over the course of numerous deployment dialogs and multiple research projects starting with last year’s work on “ITSM futures,” I have been tracking a still largely unheralded phenomenon: ITSM teams in many organizations are evolving to take a leadership role in helping all of IT become more efficient, more business aligned,
While service catalogs are not new, they are becoming increasingly critical to enterprises seeking to optimize IT efficiencies, service delivery and business outcomes. They are also a way of supporting both enterprise and IT services, as well as optimizing IT for cost and value with critical metrics and insights. In this blog we’ll look at how and why service catalogs are becoming ever more important both to IT organizations and to the businesses and organizations they serve.
Cloud computing can speed up deployment, reduce costs, and increase efficiency and connectivity. It can open up new ways to get computing work done, but more importantly, the inherent connectivity can change the way employees interact with each other and with customers. It can also change the way companies interact with suppliers and partners.
Both the “rules” and the “roles” governing IT service management (ITSM) are evolving to support a far-broader need for inclusiveness across IT, and between IT and its service consumers. Recent EMA research, “What Is the Future of IT Service Management?” (March 2015), exposed a number of shifting trends that might surprise many in the industry.
This is the first of a three-part series on change management. In this blog, I’ll try to answer the question, “What is change management?” from both a process and a benefits (or use-case) perspective. In the second installment, I’ll address best practices for both planning for and measuring the success of change management initiatives. I’ll also examine some of the issues that EMA has seen arise when IT organizations try to establish a more cohesive cross-domain approach to managing change.
In my last blog, I discussed how IT service management (ITSM) roles (and rules) are becoming more operations-aware. The blog examined a number of key game-changers for ITSM, including a growing requirement for shared analytics; the rise (not the demise) of the CMDB/CMS and service modeling; cloud as both a catalyst for innovation and a resource to be managed;
By Dennis Drogseth
EMA, Vice President
In my last blog, I talked about “IT Cultural Transformation and the Elimination of Technology Silos.” That blog keyed on four key areas of advice, which also provide a useful foundation for the topic of “Governance and Optimization.” These key areas include:
By Steve Brasen
EMA, Managing Research Director – Enterprise, Mobile & Endpoint Management
In a perfect world, all business processes would be automated and all work tasks would be accomplished with the click of a button. This idyllic work experience seems to be the realization of Plato’s utopia…or,
As demands for IT automation, self-service, and dynamic operations grow, effective service management becomes an increasingly important facet of acompany’s success; yet, many IT departments are struggling to meet these demands. It’s for this reason we’ve developed the HEAT Service Management solution, an incredibly flexible application that makes all aspects of service management,
By Jim Frey, EMA
As with many new technologies, there are downsides and upsides to the whole cloud revolution. On the downside there is a long list of challenges that prevent the full promise of cloud from being achieved. But the upsides are significant, particularly from the cost and agility perspectives,
In today’s digital age, companies increasingly utilize various external platforms to store and access corporate data. In fact, according to Forbes magazine more than half of all companies in the United States now use some form of cloud computing to conduct daily operations. Executives communicate via email on smartphones, employees access corporate systems on laptops from various locations,