FEBRUARY 2018

MemberBenefits

TransitioningPeople through

constantchange

Bulletin

Service

Managementfor the Digital

Age

2018

Get fit for Service

TABLE OFCONTENTS

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Chairs Report Service Management for theDigital AgeMichelle Major-Goldsmith & SimonDorst Member Benefits

2018 I Get fit for serviceitSMF Australia's 21st AnnualNational Conference Transitioning people throughconstant changeKaren Ferris Book ReviewTribal Unity 2018 Q1 Seminars VALE- Ross McConnell

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FROM THECHAIR

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Dear Members 2018 has arrived and it is going to be agreat year for our forum. I can’t wait to seewhat we achieve together building on theplatform of successful events and membercontribution from last year. There are exciting developments this yearwith announcements about the refresh ofITIL, and the release of VeriSM seeking tosolve a number of challenges with theService Management body of knowledge.These initiatives will allow members tobroaden the reach of Service Managementacross the enterprise. There have also beenfantastic steps forward in Cyber Resilience(through Resilia) and great traction forPRINCE 2 for Agile. This is a great time toconnect with our members and keep yourknowledge fresh by coming to our fantasticseminar and conference program. Our participation on the international stagethrough Standards and itSMF Internationalhas continued across many years. KathrynHeaton, our past national Chair, took on thechallenging role of Chair of itSMFInternational. Last year Kathryn and theInternational Board focussed on financialgovernance and a reconnection to thechapter base to strengthen ourinternational community.

We celebrate Kathryn’s achievements andwish her all the best as she steps down tofocus on her growing business. I am pleasedto announce that our own past Chairman andlong time Deputy Chair Harry Powell has beenappointed to the International Board. We lookforward to continuing our contribution to theinternational community through Harry. Make sure that you jump on the website andregister for your next local seminar so we cancontinue connecting members and advancingservice together. Warm regards, Bradley BuschChairman

The International Foundation forDigital Competency (IFDC), whoare the brain child of VeriSM™,stated that service managementas we know it had to change. Thereason? As the IT/IS industryshifts towards digitaltransformation, evolution of newmanagement practices and the

‘commoditisation of IT’, there is aneed to ensure that within anyorganisation the IT and businessdo not operate separately.Organisations of every size andbackground require a flexibleservice management method tosupport their advancement andlong-term success.

During the latter part of 2017, there was a great deal ofmedia frenzy around the launch of what was heralded as

‘Service Management for the Digital Age!’ For more information click here

SERVICE MANAGEMENTfor the

Digital Age

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VeriSM is intended to offer that new approachthrough its: - Value-driven - Evolving - Responsive - Integrated - Service - Management The IFDC took the initiative to create VeriSM incooperation with a team of over 70 professionals ledby Claire Agutter (winner of the itSMF UK ThoughtLeadership Award 2017). It has essentially beenwritten by the community for the community. VeriSM starts with an opening quote which certainlyprovides ‘food for thought’: "Think about this: in 2015, there were 10 billiondevices connected to the internet. These devicessupport anything from personal entertainment andhome automation to different business functionalities.Their use is only limited by one’s imagination. By2020, forecasters are predicting 34 billion devices,including 24 billion IoT (Internet of Things) devicesand 10 billion traditional computing devices. It’s alsopredicted that $6 trillion will be spent on IoTsolutions, with organisations being the top adopters.The growth is exponential and will continue,especially when organisations see the IoT improvingtheir bottom line through lower operating costs,increased productivity and access to expandingmarkets." Source: VeriSM™ - A service management approach(ISBN: 978 94 018 263 5). And it is not just this external growth of the number,use and dependency on IT devices. Recent years have seen an explosion of differentservice management practices, leaving organisationsconfused about the best way forward. And it isalmost impossible to pick just one of these practicesto do all things, and to do them all well. VeriSM is intended to support the creation of aflexible operating model based on an organisation’sdesired business outcomes. It describes how anorganisation can define its service managementprinciples, and then use a combination ofmanagement practices to deliver value.

Rather than focusing on one prescriptive wayof working, it aims to helps organisations torespond to their consumers and deliver valuewith an integrated service managementapproach. Given the huge range of ‘best’ practices outthere, this does sound appealing.

Everyone is a service provider

Never a truer word spoken! Public or privatesector, small or large – everyone is now in theservice market. Even organisations thatfocus on selling products (for example:retailers) need to provide services attachedto those products to be successful (forexample: customer service, shipping,returns). And it’s not only private sector orprofit-seeking organisations that need tofocus on services either. Services are just asimportant in public sector environments,where good service can deliver a betterexperience for consumers or citizens. Value still needs to be delivered, whetherfinancial or non-financial. Services are not restricted to the IT domaineither. For years, practitioners have beencalling for the ‘IT’ to be dropped from ITservice management. In VeriSM that isexactly what has happened. VeriSM is builton the premise that to be an effective serviceprovider organisation, service managementcan no longer be confined to a

single department like IT or customerservices; it touches every element of theorganisation. To create digital services allthe capabilities within the organisation needto work together. This integration is different from the morecommonly used term of ‘alignment’. There isa constant call to align Business and IT.However, even the word alignment infers adisconnect, a void to be filled (after all whentwo ‘streams’ are perfectly aligned, they arein parallel and not touching each other). Itsuggests dragging two forces togetherkicking and screaming, which is the reality ofhow many businesses see their IT servicesprovider. The ‘them’ and ‘us’ attitudeprevalent in so many organisations, where ITand the business are disconnected, needs tobe changed. Service alignment is out andservice integration is in – all areas of anorganisation’s capability working together todeliver value to the consumer! The VeriSM approach is specifically tailoredto support the organisation - the entireorganisation - to help them succeed in theworld of digital services. When the focuschanges to look at service management fromthe organisational perspective, serviceproviders can start to use all of theircapabilities, whether they are IT, marketing,finance or customer service, to deliver value.

Back to Basics – VeriSM explainedin simple terms

VeriSM describes a service managementapproach from the organisational level,looking at the end-to-end view rather thanfocusing on a single department, like the ITdepartment only. Based on a model (see below), it showsorganisations how they can adopt a range ofmanagement practices in a flexible way todeliver the right product or service at theright time to their consumers. VeriSM allowsfor a tailored approach depending upon thetype of business, the size of theorganisation, it’s business priorities andculture.

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VeriSM does not replace current practice, butprovide a model to clarify their place and allowfor improvement and augmentation of these.Unlike many best practices, the focus of VeriSMisn’t on specific or detailed process flows. It’sabout creating a fully functioning servicemanagement capability in which processes willbe part, as will selected management practices,a governance model and a defined operatingapproach. In other words: the tried-and-testedprocesses, practices and tools do not have to bereplaced, but can be ‘positioned’ within themodel and augmented, where required, withother process, practices or tools. In the model, governance forms the outer ringas it surrounds or overarches every activity,ensuring a focus on value, outcomes and theorganisation’s goals. Service management principles are then agreedfor the organisation (forming the next ring). These principles act as ‘guard rails’ and arerelevant to all products and services. Theprinciples include areas like security, quality,cost and risk and make sure that all services arealigned with the needs of the organisation. In theory, this means that teams can work witha variety of management practices, but still need

to meet the requirements of the servicemanagement principles. The unique element of the VeriSM model is theManagement Mesh which can be adapteddepending on the requirements for a product orservice. The Management Mesh includes: • Resources• Environment• Emerging technologies• Management practices For each product or service, these areas areconsidered and the Management Mesh is flexedwhere necessary. This makes perfect sense,because if we look at the myriad of enablingpractices, technologies and management modelsavailable, it can get confusing. What do Ichoose? Can they be combined? Is one betterthan the others? In VeriSM we know that not all those practiceswill be relevant for every organisation (or forevery service or all the time). It tells us toidentify the capability gaps and issues to beresolved before selecting a managementpractice. Careful consideration should be givento any new practice added to an organisation’sManagement Mesh to make sure it adds value, iswell defined and integrated.

Within the Management Mesh are then thehigh-level activities for the stages of productand service development and provision:• Define• Produce• Provide• Respond Product and service development is notalways a linear, sequential process.Sometimes stages happen in parallel, or arerepeated. Sometimes different capabilitieswill work on different stages, and in othersituations the same capabilities will beinvolved throughout all four stages. Thesestages are also where the different practicescan be applied (and integrated).

Aside from the theory…

When looking at that VeriSM book, one of thethings we feel adds real value is the hugeamount of non-theoretic content. The publication is bursting with fabulousreal-life case studies, interviews withbusiness leaders, quotes, examples andscenarios from organisations all over theworld such as Happy Skills, Auto Trader,ServiceNow and the BBC.

This adds authenticity to the VeriSM modeland helps enhance understanding of its coreprinciples, especially when considering non-traditional and non-IT environments. It isn’t anIT book. It is a service management book andabove and beyond the VeriSM Model, theManagement Mesh, the governance andservice management principles, it offers ahuge amount of interesting information aboutother best and enabling practices, skillsrequired for the digital age, organisationalchange management, customer relationshipsand so much more. It really does cover thegamut of information required by todaysservice management practitioner (for instanceit outlines what it calls ‘progressive’ servicemanagement practices like SIAM, Agile, Lean,Shift Left, UX/CX to name but a few). The VeriSM Foundation certification hasrecently been launched, and you can expectaccredited training to appear shortly. Workhas already begun on the ‘next level’ or VeriSMProfessional, which can be expected in the 2ndhalf of this year.

So, is VeriSM the future of servicemanagement?

Time will tell but VeriSM certainly looks like anexciting development. It addresses the reality of our world whereorganisations and governments offer theirservices in a rapidly changing environment(and where established, tried-and-testedpractices may no longer suffice, or at least noton their own). VeriSM is a holistic, business-orientedapproach to Service Management,

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Aside from the theory…When looking at that VeriSM book, one of the

things we feel adds real value is the hugeamount of non-theoretic content.

which helps make sense of the growing landscape of bestpractices out there, and can help you integrate them to addbusiness value. VeriSM isn’t about blindly following ITSM ‘bestpractice’ – it’s about building a model that works for yourorganisation. VeriSM supports how to use all organisationalcapabilities, available practices and utilising emergingtechnologies to deliver value. We would recommend VeriSM as essential reading for anyonewho works with products and services. Disclaimer: Whilst Michelle and Simon have contributed to VeriSM, they derive nofinancial benefit from the sale of publications or exams.

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Michelle Major-Goldsmith

Michelle.Major-Goldsmith@kineticit.com.au / @MMG9898Manager, Service Management Capability, Kinetic ITMichelle Major-Goldsmith is originally from the UK but is now based in Perth,Western Australia. She has over 25 years industry experience and has worked inalmost every continent across the globe. Originally from a social sciencesbackground, Michelle crossed over into IT with a Master’s Degree in Computer BasedInformation Systems.Michelle is the Lead Architect for the Scopism Service Integration and ManagementProfessional Body of Knowledge (BoK) and was a founder member of the SIAMFoundation BoK architect team, as well as a Subject Matter Expert for both EXIN andBCS in developing the accreditation around this. In 2017 the team were awarded thetitle Thought Leaders of the Year at the Professional Service Management Awards bythe itSMF UK.More recently Michelle has been involved in the creation of the IFDC’s VeriSMapproach and she is also one of the authors of the VeriSM Pocket Guide.Michelle has been an active committee member of various service managementgroups and forums for many years. She is currently a committee member of theitSMF, Western Australia Branch as well as a representative of the AXELOSAccredited Training Provider Working Group.Michelle is currently engaged ostensibly in the consulting and training space, she ispassionate about service management and all best and enabling practices. In 2010she was awarded the UK itSMF Trainer of the year Award. In 2017 Michelle wasawarded the Service Management Champion of the Year by itSMF Australia.

Simon Dorst

Simon.Dorst@kineticit.com.au / @ITILZealotManager, Service Management Service, Kinetic ITSimon has over 25 years’ international experience in the development and deliveryof various Service and Project Management consulting and training assignments.Known as the ‘ITIL Zealot’, he is always looking for the most effective and efficientway of delivering managed services, using ITIL, SIAM or whichever other enablingpractice.Simon is the Lead Architect for the Scopism Service Integration and ManagementProfessional Body of Knowledge (BoK) and was a founder member of the SIAMFoundation BoK architect team, as well as a Subject Matter Expert for both EXIN andBCS in developing the accreditation around this. In 2017 the team were awardedthe title Thought Leaders of the Year at the Professional Service ManagementAwards by the itSMF UK.He is also the WA State Branch Chair for the itSMF Australia and has been active inthe committee, seminars and conferences for over 15 years. He is a pragmaticthinker, who is always looking for the most effective and efficient way ofconducting business. Combining a technical background, service orientation,industry best practices, analytical mind and his knowledge of and experience in ITService Management, he is exceptionally qualified to advise organisations onimproving their (IT Service) management processes.

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AnnouncingAnnouncing

2018 | Get fit for service2018 | Get fit for service

itSMF Australia's 21st AnnualitSMF Australia's 21st AnnualNational ConferenceNational Conference

Wednesday 5 - Thursday 6Wednesday 5 - Thursday 6September 2018September 2018

QT CANBERRA QT CANBERRA

https://goo.gl/pDGgYz

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TransitioningPeople ThroughConstantChange

I have been doing considerable work recently examining what Ithink are the changes needed within organisations in whichchange is constant. I am looking at these from an organisationalchange management perspective – the people side of change. We rely on organisational change management to manage thepeople side of change but organisational change management,

as an approach needs to undergo radical transformation if it isto be of any value when constant change is the new black! Organisational change management practitioners andeveryone else in the organisation will have to fundamentallychange their thinking and approach to be relevant.

by Karen Ferris

Disruption?

We are hearing a lot about digital disruptionand digital transformation.Digital transformation is nothing new. The firstcomputers were introduced in the 1930s butwe have been finding faster and moreautomated ways of doing things long beforethat. The dishwasher was invented in 1886 andthe first electric vacuum cleaner introduced in1901. I don't think it's so much about digitaltransformation but more so the disruption weare feeling today, as change gets faster andfaster and less predictable and manageable.Organisations that will survive and thriveamidst the disruption are the ones that trulyaccept that change is now constant. This is an organisation in which the volatility,uncertainly, complexity and ambiguity (VUCA)of change that is ever increasing in velocity andshifting in direction, is embraced. These organisations don't have a changeprogram in which change is dictated from thetop and cascaded down through the hierarchy.In these organisations, change is a platform onwhich everyone can initiate and executechange. Over the coming months I will explore howorganisations and the people within them needto transform to become the organisation thatsays ‘We’re always ready – bring it on!’The key areas that I believe we need to focus onI have called: People transitions· Kill the hierarchy· Evolve· Give it up!· Adaptive leadership· Speed

as an approach needs to undergo radical transformation if it isto be of any value when constant change is the new black! Organisational change management practitioners andeveryone else in the organisation will have to fundamentallychange their thinking and approach to be relevant.

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People Transitions

As William Bridges famously said, “It’s not thechanges that do you in, it's the transitions”.This has never been more relevant than it istoday. We have to recognise that transitioning peoplethrough change is now continual and multi-faceted. We must have an agile, iterativeapproach to organisational change whilstremaining cognisant of people’s needs andindividual journeys. When you look at the ‘traditional’ organisationalchange management approaches widely usedtoday there are a myriad of roles to be played.Sponsors, executive sponsors, supportingsponsors, stakeholders, change agents, changechampions, change targets, change consultants,change analyst and so on. In our ‘brave new world’ we don't have time toensure all these roles are in place, ready for thenext change and that people have the right skillsand capabilities to fulfil their role. We have tokeep things simple so that they are ‘agile’. In the same light, we do not have time to createcomprehensive change plans coveringsponsorship, coaching, communication, training,resistance management and reinforcement.Those days are gone! I believe there are only three roles required if wehave a change platform - managers, coaches andplayers. I am using a soccer analogy because I am fromLiverpool in the UK and a staunch Redssupporter. But you can align those three roles tomost field sports. In a nutshell these roles are:•Managers who determine the strategy that isgoing to be played out and direct the gameplay.They provide instruction and motivation. •Coaches ensure that Players are game fit. Theydevelop the skills and capabilities of the Players.They communicate the strategy and game planthat Players are being asked to fulfil.

They are change sponsors supporting andreinforcing the change. •Players are ultimately the people that will winor lose the game. It is the Players that actuallymake things happen. They use the gameplay andcapabilities with which they have beenequipped to win.

Kill The Hierarchy

Whilst acknowledging that leadership isimportant, we need a collaborative workplace inwhich transparency and creative freedom reignover hierarchical boundaries. In order torespond to constant change we need to beinnovative, agile, enable rapid decision-making,and ensure employee engagement. The organisation needs to move fromhierarchical ‘control’ to a flatter structure.It’s not about having no structure but using thejob of hierarchy to get rid of the badbureaucracy. Flat organisations are not flat – they are justflatter than tall organisations. Instead of“shifting the responsibility” up the managementladder, flat structures empower employees totake charge, help make decisions and feelresponsible for the company’s success. A flatter structure facilitates a greater level ofcommunication between employees andmanagement. These organisations tend to bemore democratic and offer a greater level ofinnovation.

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Communication is usually faster, more reliableand more effective than in tall structures. Directstaff input leads to more support for decisionsand fewer behind-the-scenes power strugglesand disagreements. These organisations can respond to constantchange.

Evolve

Organisations need to constantly evolve if theyare going to survive in a world of constantchange. They will have to evolve to remainrelevant. The old approach of episodic change(discontinuous and intermittent), driven fromthe top, is broken! Today, everyone in the organisation needs thecapability and permission to be self-organisingso that change is constant, evolving andcumulative. The competitive advantage lies in the capacity toconstantly change, which comes fromemployees being equipped with the capabilityand permission to identify, initiate and drivechange. It is only through constant evolutionthat the organisation will survive and thrive. Energy and ideas come from the whole of theorganisation and are the catalyst for change.Transformation requires permission andparticipation at all levels. The organisation willonly evolve by working through others. It ispower with, not power over.

Give It Up!

If the organisation is going to flatten thestructure, evolve and empower employees, oneof the biggest challenges will be overcoming thereluctant leaders, who believe that delegationand empowerment of employees means loss ofcontrol.In our turbulent world of constant change,leaders have to move from a command andcontrol approach to a delegate and trustapproach. The command-and-control approach is fine forimproving operational efficiency in a well-defined environment. However, in today’s fast moving, complex world,we need to relinquish control in order to gaincontrol. We need to “give it up!” Many leaders fear they will lose control if theyrelinquish control to others. In times of stress,the tendency is to revert to command andcontrol whilst still wanting employees to becreative and innovative and able to rapidlyrespond to change. The issue is that employees will not be creative,innovative and responsive and are likely to leavethe organisation if they don’t feel trusted andrespected.

Adaptive Leadership

Not only do leaders need to give up control, theyneed to become adaptive leaders. Acknowledging that we are living in a volatile,uncertain, complex and ambiguous world, howcan leaders chart a course when they cannotpredict the outcome of their choices? Today, every organisation is an informationbusiness. Leaders need to be able to read theright signals and act upon them. Adaptive leaders learn through experimentation,and manage the context, not the instruction set. They cultivate diversity of view to generatemultiplicity of options. They lead with empathy,reward accomplishment with autonomy and seekwinning solutions for all stakeholders.

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Adaptive leaders know what to dowhen they don't know what to do.

Successful organisations also need adaptiveleadership teams. Leadership at the top is now ateam effort. Top teams must be more than justhigh performing. They need to adapt and thrive,regardless of the turbulence they face. A BCG Strategy Institute study titled “The Valueof Adaptive Advantage” (2010) shows that more-adaptive companies generate powerful economicand financial gains. These companies consistentlyoutperform their industry peers during periods ofvolatility, and they sustain superior performanceover time, whether it’s 5 years or 30 years. Theresults also show a strong correlation between acompany’s adaptability index score and totalshareholder return.

Speed

And last but certainly not least is the need forspeed.Agile is here and you had better be ready tomanage the people side of rapid change. It is timeto release your waterfall ways! The only way to be truly responsive to constantchange is to become more agile. (Note: I use agilewith a small ‘a’). Business demand means agile transformationsand iterative implementations and organizationsare now challenged with managing the peopleside of such fast-paced change. It’s not enough to rely on communications andtraining alone. Many existing change

management models follow waterfall ratherthan agile practices. The waterfall approach to change won’t work onan agile project because agile won’t know theend state until close to the release. Organisational change management has to adaptto an agile world! Organisational change management needs toalign with agile practices in order to managechange during iterative development cycles. Challenges for organisational change are time,information and planning. None of which are asavailable as they used to be! Therefore it isimportant to build change along the way andkeep pace with the sprint development scheduleand evolving cadence. Organisational change has to match the rhythmso that agile and organisation change becomeone.

Summary

This has been a sneak preview into the six areas Ihave been working on and you can read moredetail here. I know that organisations are currently talkingabout disruption, transformation, agility,innovation, delegation, permission and so on. Ihear these words all the time. I also know thatmost organisations are struggling to determinewhere to start.

Karen is considered a thoughtLeader in Organisational Changeand Service Management. She is anacclaimed author, speaker,facilitator, coach and mentor. Youcan find out more about Karen atwww.karenferris.com

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BOOK REVIEWBy Karen Ferris Title: Tribal Unity –Getting from TEAMSto TRIBES byCreating a OneTeam Culture

ISBN: 978-1-365-35960-6Author: Em Campbell-PrettyAudience:I could not describe who this book is for anybetter than to use Em’s own words:“This book is for everyone who aspires to maketheir workplace a great place to work”.Karen’s Comment:This is a personal story that starts in the worldof software development. Not a world Em knewmuch - if anything - about. What she did knowwas not positive!Em was a businessperson. She was initially thebusiness sponsor of a $200-million program ofwork to build an Enterprise Data Warehouse(EDW).The program of work had multiple stops andstarts over a considerable period of time. Thingswere pretty bad.Em started to look to the Agile world for help.Just as she was doing this, the company had amassive restructure, which resulted in Emtaking on the role of EDW General Manager andleading the IT team responsible for delivery ofthe EDW.As Em says ‘This was utter madness’. She was abusinessperson not an IT person. When shejoined the company she didn't even know whatan EDW was! But she saw the opportunity.

What resulted was the transformation of theworst IT team in the organization into a leadingexample of a great culture on a global stage.The book follows Em on her 2-year journey tobring about this transformation including all ofthe trials and tribulations along the way.She takes us on her courageous journey ofbuilding successful teams and in turn buildingsuccessful tribes – a connected group ofteams. She builds a one-team culture throughestablishment of shared identify and sharedexperiences.Em’s achievements mean that she is now aninternational sought after speaker and aleading Enterprise Agile consultant. She is arecognised thought leader on scaling cultureand creating agile tribes.I cannot recommend this book highly enough.It is full of great ideas that we can all leverageto make our workplace a great place to work.Learn about Unity Hour and Cocktail hour,Bubble-Up and Tribal Kaizen, and how tobecome an Extreme Leader.This is a must read for everyone. Who doesn'twant to work in a great place?

Rating: 5 stars out of 5.

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VALE - Ross McConnell

It is with great sadness that itSMF advise it's members of the passing of Ross McConnell. Ross was a member of itSMF Australia for many years and served passionately on the itSMFACT Committee. We all share similar feelings towards Ross through the time we got to know him. He was agentle and kind man who gave his time generously to many organisations including ours. His contributions were always given in excitement and enthusiasm and came usually with acheeky grin and glint in his eye. Ross attended almost every event bar those where he was volunteering his efforts foranother worthy cause. He is respected by his peers for his intellect, his manner and approach, his commitment andcredibility and for being the really great bloke that he was. The ACT chapter has missed him since the day he stoically announced his illness and nowmourn his passing. We will always remember Ross for his smile, his passion and his kindness. From your friends at itSMF. Rest in peace.