Capping IT Off

Capping IT Off

Opinions expressed on this blog reflect the writer’s views and not the position of the Capgemini Group

Service Integration is not a process or a tool

Digital is synonymous with personalised customer experience, operational excellence and rapid innovation. The trouble is unless your service delivery is super effective you’ll have real problems in turning this Digital vision into reality.

Service Integration, SIAM, or Multi-sourcing Service Integration (MSI) in Gartner parlance, is increasingly seen as central to enabling these Digital aspirations.

Service Integration is a way of delivering services based on collaboration. By establishing a collaborative environment it enables complex services, provided by numerous and highly differentiated suppliers, to be delivered coherently, reliably and cost effectively.

Service Integration is not a process or a tool but it is often considered to be so….

Why is this?

The reason lies in IT organisations failing to recognise the current way of managing multi-sourced service delivery simply doesn’t work...and hasn’t done so for some time…and that cloud is making things worse…

The common approach to try and fix the problem has been to:

  • Strengthen the policing of commercial arrangements with service providers by employing an ever increasing number of spreadsheet wielding service management and commercial consultants to attempt to regain control

And/or

  • Replace the highly customised, old, legacy ITSM tools, in the hope that new technology will make the problem go away

For the most part these strategies haven't worked!

The net result has been either the creation of an inflexible operational strait-jacket or confusion and frustration, both of which leaves the CIO woefully ill prepared to meet the Digital challenge from the business.

So what’s the solution?

1.    Recognise that the current way of working requires a fundamental re-think needs to happen, and happen fast. In short, understanding that a major transformation in how IT serves the organisation has to be embraced and acted upon. Tinkering at the edge won’t do it...

2.    Next is to rapidly establish the conditions that support and encourage collaboration. For Capgemini collaboration intrinsically means transparency, excellent communications, and the building of trust between all parties by establishing a shared agenda in which everyone stands to benefit

3.    Finally, building a shared agenda that all parties buy into. This requires developing an intimate understanding of the operational interdependencies that affect the delivery of end-to-end services for each party in the supply chain, recognising individual interests and ensuring these don’t lead to conflict. It’s about simplifying how services are organised and provided, and improving their quality

Service Integration impressively addresses these challenges as it:

  • Describes highly structured new ways of working which bind all parties together based on industry best practice
  • Unambiguously defines the functional boundaries and operational accountabilities and responsibilities between the CIO, service providers and business customers
  • Standardises how things are done, how performance is measured and ensures services are integrated end-to-end
  • Enables control and order to be established, change speeded up, and waste squeezed out of the system

So what’s needed to get started?

In a word visionary leadership! Leadership to make the necessary organisational and cultural changes needed to establish Service Integration and bring the Digital vision to life.

About the author

Chris King

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