For too long, the case for Service Integration and Management (SIAM) has been rather boring. It has been overly focussed on claims (some baseless) of more control over IT and vendors, doing more with less, cost savings, reduction in P1s, and clearer lines of demarcation. Not exciting at all, and some not consistently proven to be outcomes of a shift to a SIAM operating model.
Yes, IT Service Management, ITIL etc. are dry topics, so what do we expect? − I hear you! But of course, without them, chaos would reign supreme. Trying to change or fix ‘things’ would be more difficult than it is today and trying to embrace the shift in tech to optimise business objectives and outcomes would be extremely chaotic and inevitably lead to more reputation impacting outages and challenges!
I also hear many organisations say that they are not ready for SIAM, or that they are too small for SIAM. I counter that by saying that if you have a multi-supplier ecosystem delivering and managing your Business Technology services, SIAM and the associated ways of working will only improve the value chain and the supply chain, regardless of what your organisations objectives are. However, this won’t happen by without some effort and guidance.
SIAM needn’t be sleep-inducing or exclusive to large organisations, and actually has a far more compelling case than most vendors have been articulating. The focus must be on:
- Fostering an environment where all parties have a common goal − driving the success of the client organisation and customer/end user satisfaction
- Embracing collaboration and innovation when looking to leverage the latest tech available to optimise operations and maximise the expected business outcomes and enabling the fulfilment of future requirements
- Enabling repurposing of resources to the higher value tasks and away from fire-fighting
- Ensuring absolute alignment of IT with business objectives (if it’s not related to a business objective − directly or indirectly − why do it?)
These together with:
- Ensuring transparency, collaboration and innovation, among all parties, when faced with, or working on preventing, challenges
- Being more productive in order to make longer term savings − Economies of scale
- Fostering healthy competition between all the ecosystem – through gamification of performance perhaps
- Enabling data driven decisions
Yes, all the other drivers like cost savings are important, but not guaranteed. Besides, spending thousands/millions to shift to a SIAM operating model, with the sole focus on reducing OPEX, doesn’t feel like the right driver for doing so − the objectives related to costs feel like a contradiction in the short term and, with the rate of change in the world of ICT and changing requirements, will be very difficult to measure, and are unlikely to be realised in the longer term too.
So why not focus on, and have targets related to, optimising operations and embracing (and preparing for) the ongoing evolution in tech? All with a view to maximising business outcomes − whether that be saving more lives, making more money, or even saving the world through green initiatives. Optimisation needn’t mean doing more with less though!
Start with identifying all the processes, governance, tools and structures that have already been established and that will contribute to a successful transition to a SIAM operating model – Not everything will need to be built from scratch. In conjunction, identify the gaps between the current state and the target state based on experience and evidence of what good looks like. From here, a plan can be developed and executed to fast track your journey toward a more robust, collaborative and agile operating model and ways of working.
It is easy to get SIAM wrong and not achieve ROI, but with the right focus − and when there is alignment between commitment and thought leadership, effective governance and meaningful business goals & measures, along with appropriate contracting − it can be a game changer that has the potential to propel organisations into the world of innovation and collaboration to enable maximisation of business outcomes and growth.
About the author
Amal Lad joined Sofigate as the UK Head of SIAM and ServiceNow Services, and is tasked with growing the practice in the UK. Amal brings with him almost 20 years of experience in the IT Service Management arena, working across multiple sectors, Investment and Retail Banking, Oil and Gas, Telecommunications and Aviation. In addition to being a passionate Liverpool FC supporter, during work and in his own time, he is an ambassador for mental wellbeing and has recently begun speaking in public on the topic.
Contact Sofigate to find out more about accelerating your journey toward a robust, collaborative and agile operating model, and ways of working. Sofigate can help you to find a right-sized solution for you using our industrialised approach to SIAM.
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