Copyright © 2018 EXIN

Copyright © 2018 BEI Krzysztof Politowicz & Partnerzy

© Copyright EXIN Holding BV, 2018-2019© Copyright IFDC, 2018-2019

© BEI Krzysztof Politowicz i Partnerzy, 2018-2019

VeriSM® - a new kid on the block

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Agenda

• Digital world – risks and challenges

• The promise of digital age

• Digital transformation

• The introducing of VeriSM®

• Agile and Service Management

• Getting started and …case study.

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• Co-founder of the Polish itSMF,

• 31 years working in organizations such as: Gartner, BMC Software, DEC, OCE, Compaq Computer, UŁ, CZMP, BEI

• A collaborator of the VeriSM ™ project

• Partner PeopleCert / Axelos / EXIN / BCS

The presenter

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A new kid on the block

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DIGITAL IS THE MAIN REASON THAT

OVER 50%OF THE COMPANIES ON THE FORTUNE 500

HAVE DISAPPEARED SINCE 2000.

(SOURCE: WORLD ECONOMIC FORUM)

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85% OF MILLENNIALS ARE MORE

LIKELY TO PURCHASE A PRODUCT OR

EXPERIENCE THAT IS PERSONALIZED

(SOURCE: CMO.CPM)

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© AXELOS Ltd. 2013. Material is reproduced under licence from AXELOS.

27% OF EXECUTIVES RATE DIGITAL

TRANSFORMATION AS A MATTER OF

SURVIVAL(SOURCE: CAPGEMINI)

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ORGANIZATION

OF SILOS

COMPETING

INTERESTS

MULTIPLE

MANAGEMENT

APPROACHES

LACK OF

ORGANIZATIONAL

AGILITY

Many organizations

operatedas a collection

of parts

There is a lack of clarity regarding organizational value streams

Due the needfor speed, many

organizations have deployed two or more

management approaches for

managing its digital products and services

An inordinate amount of effort

is spent coordinating rather than executing.

OTHER COMPLICATIONS

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THE PROMISE OF THE DIGITAL AGE

NEW BUSINESS AND

ENGAGEMENT MODELS

Digital is enabling access to new market

spaces.

EXPLOIT TECHNOLOGY

FOR COMPETITIVE GAIN

Technologies like AI, Automation, and cloud computing have moved

into the mainstream

SPEED TO THE MARKET

Digital promises the ability to bring new

products and services to market quickly

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VERISM™ CAN HELP

VeriSM™ is not just another framework or methodology.

VeriSM is a service management approach that helps organizations create a flexible operating model to deliver desired business outcomes .

• NO METHODOLOGY “LOCK-INS”• ENABLES ORGANIZATIONS TO NAVIGATE EVER-CHANGING

BUSINESS/TECHNOLOGY LANDSCAPE

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THE VERISM™ VALUE PROPOSITION

Elevates service management to the organizational level

Enables real returns on technology investments

Focuses on achieving business outcomes

Leverages and builds upon existing investments

VeriSM™ provides an approach which evolves with your

organization

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COMMUNITY DRIVEN

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Digital transformation

Digital transformation refers to the changes associated with the application of digital technologies across all areas of an organization, from sales to marketing, products, services and new business models.

Digital transformation is “the rethinking, the reimagining of a business in more digital terms…It's fundamentally looking at delivery channels, operations, marketing and sales and customer care - all business models and rethinking how that might be packaged as new digital products and services, all delivered using digital first as the way business gets done.”Dion Hinchcliffe

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Digital transformation

The impact of digital transformation on service management

- Service Management can no longer be the sole property of the IT capability. - Service management must be elevated to the enterprise level. - Service management can help shift the mindset from “inside-out” to “outside-in” by developing effective, transparent principles that help deliver services that are valuable to the customer- Service management will play a leading role in digital transformation. - All organizational capabilities must understand:

• How does the organization enable and deliver value?• What are the supply chains within an organization that support value

delivery?• How do the individual capabilities contribute to or support these supply

chains to deliver value?

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’70: SM in productionindustry

’80-2000 ITIL v1-v2, ISO20K, eTom, BS15000, MoF

2000-2016: ITIL v3, ITSM by Suppliers

2016-now: ITIL™ 4, VeriSM™, 4th digitalrevolution

History of Service Management (in outline)

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Service culture

A service culture exists when an organization’s staff, products, services, and business processes are developed with a focus on the end consumer or customer.

To create an effective service culture a service provider needs to understand:

• Who its consumers are?• What its consumers do?• How they express their requirements and expectations?• How the service provider can meet those expectations?

The key elements that form a service culture:

• Adaptability/flexibility• A focus on service quality in addition to product quality• Management of expectations• Consumer focus

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Organizational change management (OCM)

To achieve organizational change, be aware of and accept these concepts:

Change almost always takes longer and costs more than expected

Stakeholder management is critical (see section 6.6.2)

People who are engaged with the change process and change decisions are far more likely to accept the change than those who feel they have been ‘left out’

To be successful when introducing cultural change, it’s a good idea to introduce some organizational change management practices. These practices could include:

Kotter’s 8-Steps

Stakeholder Management

Sponsorship

Supporting Plans

Lean Management (evolutionary change management)

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Organizational behavior management (OBM)

OBM is a sub-field of Applied Behavior Analysis. It is the proven and scientific approach for increasing and improving individual and team performance in an organizational context.

OBM shows what can be done to increase performance, whilst maintaining and even improving quality and morale. It enables a sustainable change in ‘attitude’ and culture.

OBM can help organizations get a grip on behavior.

OBM focusses on performance issues and addresses these issues by managing behavioral change.

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Introducing VeriSM™

Every organization is now a service provider. Public or private sector, small or large –everyone is now in the service market. Providers provide. Consumers consume.

Service management is “the management approach adopted by an organization to deliver value to consumers though quality products and services.”

© Vanharen Publishing 2018: VeriSM

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Introducing VeriSM™

VeriSM™ helps organizations to define their service management principles.

VeriSM™ also helps organizations to evolve their operating model, based on an integrated selection of management practices.

VeriSM™ is:

Value-driven: focused on providing value to the business

Evolving: an up to date approach which will continually evolve

Responsive: facilitates a tailored approach depending on the business situation

Integrated: helps you fit all the different practices together

Service

Management

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Introducing VeriSM™

© Krzysztof Politowicz 2018

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The VeriSM™ Model

22© Vanharen Publishing 2018: VeriSM

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The VeriSM™ Model

A service management operating model like the VeriSM™ model is a visual representation showing how the organization will deliver on its strategy and provide value to its customers through products and services.

Adopting the VeriSM™ model allows organizations to:

Define governance requirements

Define service management principles

Create a management mesh that will meet organizational/consumer needs and fulfil the governance requirements and service management principles for product(s) and service(s)

Manage the stages a product or service moves through between requirements definition and provision to the consumer

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The VeriSM™ Model

The benefits of using an operating model include:

Conformity and compliance

Consistency

Optimized processes and resources

Reduced redundancy and duplication

Improved decision making

Reduced costs

Increasing value

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The VeriSM™ Model

Management mesh: product and service development and improvement will focus on speed of delivery. Testing may be less comprehensive. Deployment may be automated to remove manual interventions and delays.

25© Vanharen Publishing 2018: VeriSM

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The VeriSM™ Model

Building the mesh

26© Vanharen Publishing 2018: VeriSM

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Gartner Strategic Technology Trends for 2018

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https://www.gartner.com/smarterwithgartner/gartner-top-10-strategic-technology-trends-for-2018/

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Getting started…. and?

Applying service management across the whole organization, thinking about the various areas as organizational capabilities and the entire organization as a service provider is quite different…

Here’s a list of things to consider:

What services are currently being provided? What offerings are currently delivered to consumers?

Review the organizational mission/vision (review section 2.5, Governance)

Is there a strategy? Is it communicated? How are the organizational capabilities addressing the strategy?

Is the strategy for service delivery aligned to the organizational mission/vision?

How do the organizational capabilities contribute (“What do I do?”) to the service offerings?

To be continued…

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Getting started…. continued

Making a case for the organizational leadership to adopt the concept that VeriSM™ is an organizational philosophy, not just one based in IT

Perform a SWOT

Create an army of volunteers to define the path to moving forward

Examine current mesh elements (see chapter 10, the management mesh)

What are the available resources, management practices, environmental factors, emerging technologies?

Based on assessment of the mesh, devise a plan to fill gaps (e.g., resources, management practices, environmental factors, emerging technologies)

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VeriSM early adopters: KABU.COM SECURITIES CO. LTD. Mr. Koichiro Toda

Kabu.com Securities Co. Ltd is an online stock trading and foreign exchange (FX) trading organization, part of the Mitsubishi UFJ Financial Group (MUFG). It was founded in November 1999, employs 120 people and had a revenue of $217 million USD (profit $54.86 million USD) in 2018.

The organization’s aim is to enter a new market for virtual currency(CryptoCurrency) such as Bit Coin. They are targeting new customers and want to attract a new customer segment of 20-30 year olds. The majority of the existingcustomer base is aged 40 to 50.They also plan to develop ‘MUFG Coin’ in the future. (Mitsubishi UFJ Financial Group had announced the “MUFG Coin Crypto-Currency” will launch in 2018.)

Preparing for the digital transformation:

➢ Summarize the existing business model and create plan;➢Carry out a SWOT analysis;➢Redefine the business model and IT services;➢Carry out a planning session;➢Create a minimum viable process and value stream map;➢Create user stories;➢Continue to deliver via DevOps.

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VeriSM early adopters: KABU.COM SECURITIES CO. LTD. Mr. Koichiro Toda

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Align the project to the VeriSM™ model

Planning phase (VeriSM™: Define) April 2018

Create business model and strategy:

Establish market status and position;

Define target business model and story;

Identify targeted customers or users;

Undertake SWOT analysis of the business;

Determine required total budget or resources;

Determine required release date and estimated EOL;

Define requirements for IT services:

Define target user journey;

Develop target business process (value stream

map);

Define personas for two typical users

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VeriSM early adopters: KABU.COM SECURITIES CO. LTD. Mr. Koichiro Toda

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VeriSM early adopters: KABU.COM SECURITIES CO. LTD. Mr. Koichiro Toda

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The business benefits

By using VeriSM™at Kabu.com, they were able to:

▪ Reduce the lead time to 1/3 (10 months faster);

▪ Achieve 8% savings on the annual project budget;

▪ The VeriSM Management Mesh facilitated the use of multiple methodologies in a

way that made sense and met business goals;

▪ Management Mesh was also found to be key factor in managing quality and service

end of life.

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The Certification Scheme of Verism®

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Literature

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About IFDC

The IFDC (a nonprofit foundation) took the initiative to create the VeriSM™ approach and developed it in cooperation with an international team of expertsled by Claire Agutter (Winner ITSMF UK Thought Leadership Award 2017).

The IFDC has approved APMG, BCS and EXIN as official Exam Institutes for VeriSM™ certification worldwide as from January 1st, 2018.

International Foundation for Digital Competences (IFDC), based in The Netherlands with the Chamber of Commmerce number: 68962665.

Official Publisher of the VeriSM™ Official Publications is Van Haren Publishing.

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To sum up ... or how will all this affect me, my organizations, my clients?

- VeriSM™ is a new, holistic approach to Service Management,

- Supports other standards and methodologies such as ITIL v.3, ITIL 4,

ITSM, ISO20000,

- It is based on a clear certification path,

- Allows the development of Service Management throughout the

organization from the reception to the company's management,

- responds to the changing needs of customers, suppliers, employees,

recipients of the digital age.

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Contact details:

www.bei.org.pl

Krzysztof Politowicz+48 509 361 903

kontakt@bei.org.pl

kontakt@bei.org.pl

www.verism.global www.ifdc.global

Thank you ☺