1. I have my process and tools but everybody is gone nowChristophe Leenknecht

2. 78% Why? of ITSM Projects fail *Failure rate based on a 2004 UK survey on ITIL-centric service management projects - 2006 Virtual Service Management Corporation 3. Why? Top 10 reasons why: 1. Resistance to change 2. Lack executive buy-in 3. Over- or underscoping 4. Hidden costs: false start and re-work 5. Distractions from your day job 6. What books and certifications cant tell you 7. Implementing standards for a standards sake 8. Lack of ownership 9. Too much focus on tools and technology 10. Too much focus on theoratical concepts 4. So: change, we can? 5. Why Change?Because we need to... Internal factors External factors Growth Democratisation Decreasing profit Humanisation Management-change Technological developments 6. Why Change? Because we need to... sizePHASE 1 PHASE 2 PHASE 3 PHASE 4 PHASE 5 Crisis of large Red Tape Growth through collaborationCrisis ofControlCrisis of Growth through co-ordinationAutonomy Crisis of LeadershipGrowth through delegation Growth through direction smallGrowth through Creativity Start- up young matureSource: process model of Larry E. Greiner Power and Organization Development 7. Why Change? Goals for Change: Cost-reduction Time-reduction Improved decision-process Improved allocation of responsibility Improved quality of products 8. OK,we must change. Why resist?1.Parochial self interest2.Misunderstanding3.Low tolerance of change4.Different assessments of thesituation Source: Kotter and Schlessinger (1979) 9. How to deal with resistance?Six Approaches:1. Education and communication2. Participation and involvement3. Facilitation and support4. Negociation and agreement5. Manipulation and co-optation6. Explicit and implicit coercionSource: Kotter and Schlessinger (1979) 10. How to deal with resistance? ADKAR model: Managing people dimension of change requires managing 5 key goals: Awareness Desire Knowledge Ability Reinforcement 11. The daily practice Include a change programme in your ITSM project A change programme should incorporate following processes: Setting goals and defining the future state Diagnosing the present condition Defining the transition state activities Developing strategies and action plans 12. The daily practice Commitment and leadership from the top Understanding Leadership skills A working environment conducive to change People support what they help to create Reward system should encourage innovation Expect failures and learn from them Hard evidence and data are powerful tools 13. The daily practice Change behaviour by changing processes, structure and systems, rather than change attitudes or corporate culture Choose champions of change Manage individuals who feel that they are going to be worse off implicitly or explicitly In an age of global competition, technological innovation, turbulence, discontinuity and even chaos; change is inevitable and necessary. Explain your organization why it is essential and how it will affect everyone. 14. How to keep ITIL alive ITIL is about people as much as its about technology and process Cultural change is a common prerequisite for success Communication is key in your success 15. How to keep ITIL alive Assess your organisation Assess your ITIL readiness (process & tools) Assess possible hurdles and barriers to cultural change Gain support from CxO levels Gain commitment from CEO, show the benefits of ITIL as catalyst forbusiness advantage and benefit Be pragmatic Do not force a letter of the law ITIL Adapt ITIL to your corporate culture Set a corporate goal for your ITIL initiative E.g. creation of a more customer focused IT organization Training & communication! Awareness sessions Roleplay games Role based training 16. How to keep ITIL alive Stress on the benefits Reduced costs Improved productivity Communication Reduced time to market Competitive advantage Business case @ insurance companyIT quantified net present value of recent deployed IT-enabled products and services. Then estimatedsavings that incident, problem and changemanagement processes would create.After analysis: implementation of ITIL was estimatedto save 10 to 20% in technology support costs over a5-year period. 2007 CXO Media Inc. 17. How to keep ITIL alive: tools Training ITIL awareness training Provide a common language Get the concepts known Stress on the benefits and ROI ITIL Games Get the ITIL concepts in practice in a non IT situation Learn the different roles Role based training & coaching Specific training for each role in a process Involves people, process and tool Coaching 18. And dont forget: it never stops Cultural change Political acceptance Manage resistance Realise participationAdjust to limitations ProcessAdjust steeringGain political Steering supportClarify goalChange structureAnalysesituation Structural adjustmentsStrategic reorientation 19. Thank you! Please visit our booth, for a change...