Kathy Gibson reports from SMEXA 2014 – Too often companies consider change management for the right reasons but implement it incorrectly.
Typically, organisations want to consider change management because an auditor gives them a qualified audit report; because there is unplanned downtime; or because IT is perceived as not adding value to the organisation.
ITSM consultant Karen Thorpe says that once that’s happened, the change management process is documented and possibly automated. A change advisory board is convened, and they are expected to do this in addition to their regular jobs.
“And then what?” she asks. “We do all of this and then still get another qualified audit report.”
Too often, IT organisations fail to carry change management through – and IT is still perceived as not adding value.
Possibly the change management process is limited, she says. And it could have become noting more than a change control process,
Looking at change management as a project could also limit its ability to address long term requirements over the lifecycle of the service in the operations space.
“Our plan is not effective because it has become a tick the box exercise.”
The change manager then gets the blame for trying to implement change that isn’t viewed by the organisation as a strategic process.
“Change management must be something to supports the overall business strategy, ensuring long term ROI. If it doesn’t it’s because we applied change management to the operations space only.
“Perhaps we need to change the way we talk about change management, about service management to the business.”
Things that have changed in the industry include the insource/outsource dilemma; the consumerisation of IT; cloud services; BYOD; mobility; compliance and legislation.
What hasn’t changed, however, is the perception of IT as not adding value. In addition the focus on technology means we haven’t inculcated an environment of service management, Thorpe adds.
CEOs know that technology is the most important external force impacting their organisations, she adds. “This shows CEOs are focusing on technology to address the pain in his business. But if he doesn’t understand how to leverage IT to deliver business objectives he may go out and buy the wrong technology.”
Technology shifts I the world at large have the potential to make a significant impact, Thorpe says. Two of the major trends are cloud computing and the Internet of Things.
IT needs to make sure it keeps up with the times, that a service management culture is embedded in the organisation from the top down, Thorpe says.