Delivering a frame future-fit vision for a Client's IT Service Management

The client operations team was responding to the needs of the enterprise and had committed to improve the performance and cost effectiveness of its services.

To be successful, The client operations team required the Operational Excellence & Controls (OEC) organisation to evolve its services and standards to provide meaningful impact across all IS services:

1. Support / reinforce the organisation’s transformation goals and progress
2. Align with new requirements asservices, particularly in IT, migrate to new delivery models
3. Adopt next generation practices based on competitor peers and advanced enterprises in other industries

OEC was focused on actions that deliver tangible results.

To achieve its goals, OEC was seeking assistance to determine how leading organizations create service delivery impact through OEC services, including the identification of ‘opportunity’ gaps in OEC’s current delivery model, prioritization of opportunities based upon ‘business case’ value and establishment of a roadmap for execution.

While the scope of OEC services includes Risk & Controls, Service Performance, Business Excellence Reporting, IT Tooling, IT Service Management, and Service Information Management, OEC had determined to focus initial efforts on IT Service Management.

The approach to this engagement included a combination of internal interviews, market research, peer interviews, and analysis:

• Frame future-fit vision for IT Service Management
  • Conducted internal (OEC and non-OEC) interviews to confirm OEC ITSM future-fit vision and objectives
  • Conducted external (CPG peers and other industry leaders) interviews to assess future-fit practices
  • Identified priority pain points and misalignments with vision
• Identify and assess impact and prioritisation of actions
  • Assessed future business needs and technical requirements that will drive future ITSM process and Service Information strategies and developed five foundational objectives for OEC
  • Documented impact potential of possible opportunities and prioritised actions to address
• Define a strategic roadmap
  • The strategic roadmap was designed to set out opportunities to increase value delivered today and to implement the transformed OEC vision which would support the evolution of IT services and business needs

6 Wavestone consultants were involved in this project (3 from US, 2 from UK, 1 from India). Wavestone met and interviewed 25+ key stakeholders from OEC and non-OEC organizations during the assessment phase. We had a chance to understand different needs and pain points, which were clearly reflected on our final deliverable, Strategy Roadmap. Wavestone gained strong credibility from the client throughout the relevant activities performed for this project.

Wavestone presented a strategic roadmap with all the following opportunities and prioritised actions to increase value delivered today and to implement the transformed OEC vision which would support the evolution of IT services and business needs:

• Recommended areas for improvement in the current OEC model to add further value to the current operating model
• Following the trend of Market, new capabilities required within ITSM teams to ensure they maintain effectiveness and relevance