To paraphrase Winston Churchill, if you don’t learn from history, you’re doomed to repeat it. That may sound a bit apocalyptic, but here’s the point: To make well-informed, well-judged decisions, you need historical context. That’s why we get better at doing things over time. Expertise doesn’t just instantly happen—it’s a combination of intelligence and experience.
Although technology continues to evolve, the processes that support Information Technology Service Management (ITSM) have remained relatively unchanged for several decades. One of the main challenges to delivering high-quality IT services in this long-established approach is reactivity – that is, focusing on incident management as a means to resolve something that should never have happened in the first place.
The evolution of the way of doing business in Industry 4.0 is putting the IT operations teams in an extreme situation. The devices to monitor and control every day are greater, they mix; technologies, protocols and hybrid environments (cloud & on premise) including IoT and huge amounts of very heterogeneous information to be treated. All of this while maintaining a high degree of adaptability and agility, but also ensuring the correct stability and high levels of performance without misleading the correct control of costs. The demand of the business is diverse complex and the participation of IT in it is vital to not lose growth or quota in a more demanding market every day.
Governance, risk, and compliance is a constant concern for enterprises that must keep up with changes in the global regulatory environment and industry standards. As enterprises adopt new business models, establish new partner relationships, and deploy new technologies, they must also quickly assess the impact of these developments on their existing compliance obligations and risk posture.
Digital transformation is typically an enterprise-wide effort that can span multiple departments and business units. Therefore, it’s critical to have a digital transformation plan developed and communicated from top leadership down through the organization with measurements and controls in place to monitor progress and ensure accountability. After developing a digital transformation plan, organizations must decide who will lead their digital transformation effort and how it will be managed.
IT Service Management, or ITSM for short, may have IT in its name – but service management is not just about IT. If we take a few steps back, traditionally users have contacted IT departments for one of three reasons; wanting something fixed, wanting another kind of assistance or wanting something new. This means that the IT team has become adept at putting in place processes to address enquiries with speed, efficiency and accountability. These typical reasons for getting in contact are no different for other business departments.
"We weren't the first to this party, but we're going to be the best, because innovation is what distinguishes a leader from the rest"
Steve Jobs said that "the system is that there is no system. That doesn't mean we don't have process. Apple is a very disciplined company, and we have great processes. But that's not what it's about. Processes make you more efficient. But innovation comes from people meeting up in the hallways or calling each other at 10:30 at night with a new idea".
At SilverStorm, innovation is the engine of our existence, not just for implementing changes at our clients’ businesses, but also as an internal element that distinguishes us and gives us a leading position with respect to change.