the four p’s of itsm: people, people, people and people - peter hubbard, pink elephant

Pink Elephant – Translating Knowledge into Results

The 4 Ps of Successful Organisational Change

People, People, People, People!

(Or….the ABC of ICT!)

Pink Elephant EMEA Ltd

Think Differently. Think Pink

The 4 Ps of ITIL People, People, People, People © Pink Elephant 2014 unless otherwise stated. All Rights Reserved.

Introduction – Peter Hubbard

Principal ITSM Consultant

Worked in ITSM for over15 years

Regular speaker at industry events

Worked in all sorts of organisations, large and small.

City of London

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Growing pains.... The Griener Growth Model

3

The 4 Ps of ITIL People, People, People, People © Pink Elephant 2014 unless otherwise stated. All Rights Reserved. 4

Organizational Development Stages

Stage 1

Network

Stage 2

Directive

Stage 3

Delegation

Stage 4

Coordination

Stage 5

Collaboration

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.4. 6

.5, 6

.6, 6

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Operational

Tactical

Strategic


So how do I deliver better value in IT?

SERVICE STRATEGY

Strategy Management For IT Services

Service Portfolio Management

Business Relationship Management

Financial Management For IT Services

Demand Management

SERVICE OPERATION

Event Management

Incident Management

Request Fulfillment

Problem Management

Access Management

Functions

Service Desk

Technical Management

IT Operations Management

Application Management

SERVICE DESIGN

Design Coordination

Service Catalog Management

Service Level Management

Availability Management

Capacity Management

IT Service Continuity Management

Information Security Management

Supplier Management SERVICE TRANSITION

Transition Planning & Support

Change Management

Service Asset & Configuration

Management

Release & Deployment Management

Service Validation & Testing

Change Evaluation

Knowledge Management

CONTINUAL SERVICE

IMPROVEMENT

Seven Step Improvement

5


Process Re-Engineering Changes

Everything!

People

Enhanced skills

Multi-functional teams

Values/beliefs

Cultural biases

Training

Career development

ProcessSingle point of accountability

Logical group of activities

Cross departmental

Defined procedures

Repeatable, consistent

Global standards

Management

Mgmt. commitment

Mgmt. participation

Compensation/rewards

Values/beliefs

Coaching/enabler

Career opportunities

Organizational design

Technology

Teamwork enabled

Service Management tools

Integrated data sharing

Knowledge management

Management information

6


Change Project Failure Rates

1995 Kotter published research showing that only 30% of change

programs were successful

1998 Turner & Crawford published a study showing only 33% of

change programs achieved partial or complete success

2005 Prosci published of study of 10,000 projects and found 29%

were successful

7

2008 McKinsey report indicates that

success rate for change projects is

still just 30%

2011 Standish Group report that the

success rate still just is 34%


So why do change projects fail?

“60% of change projects stumble on precisely the things

they are trying to transform; employee attitudes and

management behaviour” Source: Geoff Wade “Cracking the Change Code”

Kotter: 1995

Mckinsey :2005 & 2008

Prosci: 2005 & 2009

Other studies show that positive attitudes to change are

vital to succeeding in cultural change programs Kotter: 1995

Martin: 1998

Gilmore & Barnett: 1992

Adams, Russell Gaby: 2000

8

AttitudeBehavior

Culture


What is ABC?ABCofICT

What’sthat?

Attitude – how we respond (positively

or negatively) towards a certain idea,

object, person or situation

Behaviour – response of an individual

or group to an action, environment,

person or stimulus

Culture - encompasses all learned

and shared, explicit or tacit,

assumptions, beliefs, knowledge,

norms and values


..that Iceberg won’t stop US! Full steam ahead! Value is our goal

ABC is like an iceberg; a lot of it hidden beneath the surface, and capable of inflicting huge damage!

We embark on

our ITIL journey

to Transform

our ITSM

capabilities and

deliver

business

value

Relevance of ABC?


Emotional Cycle Of Change


1250

people

‘Resistance’ – The Top Ten

Saying ‘Yes’; meaning ‘No’

No management commitment

ITIL is the objective not what it should achieve

Never mind about following procedures just do

what we normally do

ITIL Never work here

Throwing (ITIL) Solutions over the wall and

HOPING people will follow them

IT thinks it doesn’t need to understand the

Business to make a Business case

Unable to specify VALUE for the business

No understanding of Business impact & priority

Plan, Do, Stop…No real CSI

1

2

3

4

5

6

7

8

9

10


Do you see resistance to change by people to be a

major concern to your ITSM implementation project?

Poll Question 1

Pink Elephant – Translating Knowledge into Results

Considerations For

Implementing Service Management


Don’t run before you can walk…

Optimising

1

2

3

4

5

In terms of:

-vision and steering

-people

-processes

-technology

-cultureInitial

Repeatable

Defined

Managed

Pro

cess m

atu

rity

© Crown copyright 2007 Reproduced under license from OGC Figure 8.3 Service Design, page 212


IT o

rgan

isati

on

al

matu

rity Value chain

Business

Customer

Product

/ Service

Technology

Business influence

Easy way to see where you are…

© Crown copyright 2007 Reproduced under license from OGC Figure 8.2 Service Design, page 212


5) Value Chain Focused

Service Strategy

Service Portfolio Mgmt.

4) Business Partner Focused

Financial Mgmt (costing and charging)

IT Service Continuity Mgmt. (Integrated with Bus Cont)

Demand Mgmt.

Transition Planning and Support

3) Business Customer

Focused

Service Portfolio Mgmt. (CSI Focused)

Financial Mgmt. (service based costing)

SLM (Business Relationship Mgmt.)

Service Catalog Mgmt. (Interactive / business customer)

Capacity & Availability Mgmt.

Enterprise IT Supplier Mgmt.

Knowledge Mgmt.

2) Service Focused

Service Portfolio Mgmt. (Project Focused)

Service Level Mgmt. (ola / sla)

Release & Deployment Mgmt. (SVT & Evaluation)

Service Asset & Configuration Mgmt.

Problem Mgmt. (Proactive)

Information Security Mgmt.

Request Fulfillment / Event Mgmt.

IT Service Continuity Mgmt. (IT focused)

1) Technology Focused

Change Mgmt

Problem Mgmt. (RCA – Reactive)

Incident Mgmt.

Service Catalog Mgmt. (IT & user focused)

Access Mgmt

Logical and Physical Device Security

Capacity, Availability, Event (component / domain)

Continual S

erv

ice Im

pro

vem

ent

So where should I start my journey?


So how do I handle the cultural change?

1. Establish a sense of urgency

2. Create a guiding coalition

3. Develop a vision and strategy

4. Communicate the change vision

5. Empower broad-based action

6. Create short-term wins

7. Consolidate gains / more change

8. Anchor in the culture


J. P. Kotter’s ‘Eight Steps…’

Leading change:

Eight Steps

Core challenge Desired behaviour

1. Establish a sense of

urgency

Get people ‘out of the bunker’ and

ready to move

People start telling each other,

‘Let’s go, we need to change

things!’

2. Create a guiding

coalition

Get the right people in place with

the trust, emotional commitment

and teamwork to guide the difficult

change process

A group powerful enough to guide

large changes influences others

to accept change, and one that

works well together

3. Develop a vision

and strategy

Get the guiding team to create the

right vision and strategies to guide

action in all of the remaining stages

of change. This requires moving

beyond number crunching to

address the creative and emotional

components of vision.

The guiding team develops the

right vision and strategy for the

change effort.

4. Communicate the

change vision (and,

communicate it over

and over again)

Get as many people as possible

acting to make the vision a reality.

People begin to buy in to the

change and this shows in their

behaviour.

© Crown copyright 2007 Reproduced under license from OGC Figure 8.2 Continual Service Improvement, page 157


J. P. Kotter’s ‘Eight Steps…’

Leading change:

Eight Steps

Core challenge Desired behaviour

5. Empower broad-

based action

Remove key obstacles that stop

people from acting on the vision.

More people feel able to act, and

do act, on the vision.

6. Create short-term

wins

Produce enough short-term (quick)

wins fast enough to energise the

change helpers, enlighten the

pessimists, defuse the cynics and

build momentum for the effort

Momentum builds as people try

to fulfill the vision, while fewer

and fewer resist change.

7. Consolidate gains

and produce more

change

Continue with wave after wave of

change, not stopping until the vision

is a reality – no matter how big the

obstacles

People remain energised and

motivated to push change

forward until the vision is fulfilled

– fully realised.

8. Anchor new

approaches in the

culture

Create a supporting structure that

provides roots for the new ways of

operating.

New and winning behaviour

continues despite the pull of

tradition, turnover of change

leaders, etc.

© Crown copyright 2007 Reproduced under license from OGC Figure 8.2 Continual Service Improvement, page 157


Effective Management of Change

Necessity if there is no necessity established, there

is a lot of resistance from the people

Vision if there is no vision, there is confusion

among the employees

Plan if there is no plan, there is chaos in the

activities and the transition

Resources if there are no/fewer resources, there is

frustration among the employees

Competence if there is no competence, there is fear or

failure among the employees

Five important ingredients of change:


Managing Organisational & Stakeholder Change

Do

Establish a baseline and vision

Develop a communication strategy and check that

communications are understood

Identify impact on other services, processes, systems

and people not involved in Service Transition

Identify impact on customers/users and other

stakeholders

Be able to articulate and communicate why are we

making this change

Identify new skills/knowledge required



Do

Consider development requirements including training, coaching, mentoring

Promote the right culture

Promote organisational discipline

Integrate HR support

Put the right people in the right role/job

Help people to manage stress

Encourage people to think that the situation can be improved – it generally can be

Provide easy access to information about the change

Ensure new or changed documentation/instructions are concise and understandable for the target audience



Don’t

Try to micro-manage everything

Put minor changes through bureaucratic processes

Forget the agreed degree of exposure to risk

Focus solely on the IT

Forget the people

Over-complicate things

Ignore the after effects of failed changes on people

Neglect the costs of transition

Succumb to inertia

Pretend that there will be no losers


Equipped And Ready!!

Fact: Many ITIL implementations fail to achieve their desired aims.

A Forrester report revealed that the biggest reasons for ITIL

initiatives failing is resistance (Behavior) to change 52%.

(We don’t know how to convince people)

Fact: More than 70% are unable to measure or demonstrate the

value of an ITIL improvement program.

(We don’t know how to apply)

Fact: 94% said current ITIL training and certification

doesn’t help address ABC issues.

(We don’t know how to solve the above)

AttitudeBehavior

Culture

ITIL: Does it help or hinder?


Poll Question 2

Are you implementing IT Service Management as

a formal project or as a BAU activity?

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Questions?

[email protected]

www.pinkelephant.co.uk

@PinkElephantUK

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