AXELOS, the official ITIL accreditor, asked for specific feedback about ITIL’s business value in 2017.
- In your service management experience, how much of a foundation does ITIL provide?
The challenge is less what ITIL provides than what people, especially management, believe ITIL provides. The large majority of the management teams that we work with have very limited exposure to what ITIL in fact is really about; their lens tends to limit the focus to transition and operations,, and they miss the forest for the trees by mistaking the objective as process adoption (or worse, tool adoption) in lieu of a service lifecycle focus on customers and outcomes.
- How has ITIL made a difference in your organisation, or organisations you’ve worked with?
ITIL allows organizations to begin to develop clarity on roles, responsibilities, and establishes coherent and consistent approaches to performing the work of serving customers. In my experience the single biggest challenge organizations face is clarity around who does what to whom and when. By establishing simple processes (and process interfaces) and struggling through the creation of RACI models, most organizations see a pronounced improvement in performance, if for no reason than there is deep clarity about who is on the hook for what, and that clarity results in action and accountability.
- How relevant is ITIL today and how do you think it complements other frameworks?
Since so few organizations have fully adopted the ITIL service lifecycle, the promise that ITIL brings of improved quality, consistency, and strategic value largely remains an opportunity yet unfulfilled. Having said that, ITIL serves as an excellent framework for organizing other frameworks into an overarching service model; it easily integrates Scrum, DevOps, TOGAF, ISO/IEC 27001, LEAN, Kanban, and other best practice frameworks, models, and quality systems. It is itself also easily aligned with governance frameworks like CObIT.
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