SESSION 301 Wednesday, November 1, 3:00pm -

4:00pm Track: The Strategist

Can ITSM Lead Digital Transformation?

Matthew Hooper Director ITSM, Ivanti matt.hooper.2000@gmail.com

Session Description

Governance has traditionally been viewed as a roadblock, controlling and slowing down innovation. Incredibly, some enterprises are using governance to increase speed and velocity. But how can governance create agility? How does service management remove constraints, and what role does DevOps play in governance and service management? If your role requires leading IT to be more innovative and value-focused, attend this session to discover how lean service management practices, along with DevOps cultural changes, can enable enterprise-level agility within your organization.

Speaker Background

From help desk to CIO, Matt Hooper has more than twenty years of experience helping organizations transform IT cultures from service-centric to customer-centric. An international speaker and educator on agile business management, leadership, technology, and customer service, Matt shares his vision for growing and sustaining business outcomes through ITSM, DevOps, and PPM agility. Matt is also a podcaster, avid blogger, and social media personality.

Can ITSM Lead Digital Transformation?

2

DISRUPTION

DIGITAL ECONOMY

where

IT IS THE BUSINESS

Change is Inevitable

5

How did we get here?

Mainframe -

LAN desktops -

WAN systems -

Internet Systems -

Mobile apps -

Cloud apps -

The ability to digitally reimagine the business is determined in large part by a clear digital strategy supported by leaders who foster a culture able to change and invent the new.

Strategy, not Technology, Drives Digital Transformation

MIT SLOAN Management Review

http://sloanreview.mit.edu/digital2015

DIGITAL

THE BUSINESS OF IT

HAS CHANGED

Technology

1980s

Systems Services Experience

1990s 2000s 2010s

Value

2020s

Most managers think the key to growthis developing new technologies and products. But often this is not so. To

unlock the next wave of growth, companies must embed these

innovations in disruptive new business models.

Clayton Christensen Harvard Professor and Author of Innovators Dilemma

Change or DIE!

12

13

Current Trends

“Paper is not our competition.. filing is our competition”

Phil LibinFounder Evernote

SO WHAT DRIVES

DIGITAL TRANSFORMATION

16

Revenue Growth

Create Better Customer Experiences

Achieve Cost Savings

Improve decision Making through Analytics 2%

4%25%

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WHO’s Driving Digital Transformation?

How organization defines Digital Strategy

CIO CMO

Synonymous with IT 41% 29%

Customer-facing technology activities 33% 49%

Technology innovation- related activities

50% 62%

Source: PwC, 2015 Global Digital IQ® Survey; Base: 1,988Q: How does your organization de ne digital? Select up to two statements that best describe your company.

19

What will fix?

An organization’s ability to learn, and translate that learning into

action rapidly, is the ultimate

competitive advantage.

Jack Welch

CEO of GE for 20yrs driving value 4,000%

Requirements

Build

Test Incident

Release Operate Resolve

What’sNeeded

What’sbroke

What’sChanging &

by who

Who is using

What’s not working

How did we fix it

Project Management

Source Control TestManagement

EmailEvent

ManagementIncident

Management

KnowledgeManagement

?

Pray

What’sConnected

WATERFAIL Methodology

SPEED

23

Integrated IO capability

AG

ILIT

Y

Traditional vs. Agile ITSM

• Traditional ITSM • Agile ITSM

Customer – anyone not in IT

PMO, Development, Ops – 3 different groups

IT & the Business

IT Projects

Service Providers

Company has 1 customer and they don’t work here

IT is not a department but a capability

IT is the business

Only business projects

IT enables the Digital Strategy of the organization

Stacked sets of functionality are published in a major release

Small sprints of code are utilized to create change

Incidents and outages are a detangling effortImpacts are quickly isolated and roll-back is performed if needed

Service HealthSystem

Enterprise Service Model

Why Needed

Requirements

Build

Test

HowConnected

WhatCould break

Enterprise Knowledge

Incident

Release

Operate

ResolveWho is

impacted

What’schanging

How we improve

Enterprise Service Model for ITSM & DevOps

S e r v i c e M a n a g e m e n t

S e r v i c e O p e r a t i o n- S u p p o r t

- M a i n t e n a n c e

C h a n g e

I n n o v a t i o n M a n a g e m e n t

R e l e a s e

C o n f i g

P M

E A

D e m a n d

A u t o m a t i o n

V a l i d a t i o n

O p p o r t u n i t y

I d e a t i o n

Service Management & Innovation Management

DIGITAL OFFICER REPORTING FOR DUTY

@VigilantGuyMatthew Hooper Director ITSM

Matt.Hooper@ivanti.com (781)439-8041