Pamela Erskine November 2013

ITSM Adoption:

The Ingredients of Success

for Organizational Change

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Pam Erskine

perskine@adoptitil.com

Introduction

• Principal Consultant at AdOPT focused on IT strategy,

process, and organizational change to improve

efficiency, increase effectiveness, and optimize cost

• 15+ years of IT senior leadership and organizational

change experience

• Author of “ITIL and Organizational Change”

• itSMF USA Board of Directors

• ITIL® Expert and Six Sigma Certifications

www.adoptitil.com

Pace of Change

© 2013 AdOPT

Why are we really doing this effort?

How does this affect me?

I’m no longer an expert

What if I lose my job?

What does this mean for my coworkers?

Why do we resist change?

© 2013 AdOPT

• False urgency

• Missed deadlines

• Lack of attendance

• Discord between teams

• Complacency

Symptoms of resistance

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Change Models

Kotter’s 8 Step Model

© 2013 AdOPT

• Lack of accountability

• Leadership cohesion

• Actions are not aligned with words

• Focusing solely on the schedule

Organizational Challenges

© 2013 AdOPT

• Understand the value proposition

– Company

– Division/Department

– Individual

• Address the emotion

– Often the root cause of behavior

• Focus on learning and improvement

– Feedback channels

Crucial Elements

© 2013 AdOPT

Simplified Model – Using ADKAR©

Change Model - Example

© 2013 AdOPT

Awareness Explains “Why”

Desire Participation

Knowledge How to Change

Ability Performance

Reinforcement Sustainment

Change Model - Example

© 2013 AdOPT

Awareness Explains “Why”

• Why is the company adopting a

new ITIL processes?

• What is the expected outcome

and how is it better?

• What problems will be fixed?

• What other companies are

focused on ITSM? What is their

experience?

Change Model - Example

© 2013 AdOPT

Desire Participation

• What happens if IT doesn’t focus

on facilitating business outcomes?

• What if we do nothing?

• How do the new processes support

teamwork?

• How will performance objectives

change?

Change Model - Example

© 2013 AdOPT

Knowledge How to Change

• What skills and information are

needed to be successful?

• What documentation is needed to

support IT and the business?

• What training is needed to support

ITSM success?

• Is there a coach or a mentor that

should be assigned?

Change Model - Example

© 2013 AdOPT

Ability Performance

• Have tools been updated and

access provided?

• How will process owners and

managers support the

implementation?

• What is the escalation path if

something goes wrong?

• Where are processes, procedures,

and work instructions located?

Change Model - Example

© 2013 AdOPT

Reinforcement Sustainment

• Are there any incentives that can

be used to promote the success of

ITSM changes?

• Have performance objectives and

compensation been updated?

• Were job descriptions updated to

reflect new skills or ITSM related

certifications?

Planning

4 Focus Areas for Success

© 2013 AdOPT

• Develop an organizational change plan

• Add tasks into the project plan

• Use a change model to guide task definition

Objective

Desired State Gap

Activities/Tasks Success Measure Start Date End Date

Actual Outcome

1.) Increase IT staff

engagement in

determining process

improvement

opportunities.

·Staff suggest ways

to be more

effective in

supporting the

business

·Staff input is

valued by the

management

team

·Team members

are tasked with

implementing

suggested

improvements

·Staff rarely make

suggestions for

improvement

·Leaders may not

acknowledge

suggestions

appropriately

·Develop incentives

plan to encourage

suggestions

·Create a process

for submitting

suggestions

·Form a review

council including

cross functional

leadership and staff

·Increase in

number of

suggestions

·Improved

employee

engagement

scores

% of suggestions

implemented

Captured in the

project plan TBD

2.) Reinforce

accountability for

improving incident

management service

level compliance.

·Staff work cross

functionally to

resolve incidents

·Team work is

heightened and

department silo's

are minimized ·Strong focus on

metrics to drive

improvement and

understand

challenge areas

·IT silo's impact the

ability to meet

service levels

·Staff at all levels

are not held

accountable for

SLA compliance

·Create a baseline

metrics for existing

process

·Develop objectives

for management

team and staff

·Conduct focus group regarding

necessary process

and system

enhancements

·Communicate

expectations

Provide training and

documentation

·Compliance

against service

levels

·Progress against

objectives

·Employee

satisfaction scores

Captured in the

project plan TBD

4 Focus Areas for Success Example from “ITIL and Organizational Change”

© 2013 Pamela Erskine

Engagement

© 2013 AdOPT

4 Focus Areas for Success

• Recognize the value of existing resources

• Involve those closest to the IT work

• Ensure leaders are engaged as well

• Utilize focus groups, surveys, interviews, process

observation, brainstorming sessions, etc. to gather

information and develop solutions

Communication

© 2013 AdOPT

4 Focus Areas for Success

• Define stakeholders and information needs first

• Include key messages, methods, and schedule

• Use a change model to help with schedule and content

• Add tasks into the project plan

Metrics

© 2013 AdOPT

4 Focus Areas for Success

• Understand and publicize the existing baseline numbers

• Establish a routine review of performance

• Highlight both improvements and challenge areas

• Value transparency and feedback

ITSM Success

• It is more than just processes and tools

• Requires you to appeal to the hearts and the minds of those involved

• Strong planning, staff engagement, communications, and metrics are the key to success

Summary

© 2013 AdOPT

Questions

Contact Information:

Pamela Erskine

Phone: 520-591-2427

perskine@adoptitil.com

Twitter: @adoptitil