This is part four of the journey on The Road to Service Financial Management.
This is the last stop of our journey – in the previous stops on this journey; the Anatomy of a Service Portfolio, Building Complete Services and How to Unlock Service Value Using Cost Models, we explored some of the lesser understood concepts of service management and cost models that set the stage for how to leverage services to show value and change the dialog with your customers and partners. This leads to a service investment mindset that places IT (or any organization for that matter) at the table with business leaders for more meaningful discussions that focus on what services they want to buy instead of why IT costs so much. In this article we are going to explore some pathways to success that provide value through quick wins and targeted approaches to financial management that aligns with your organizational needs.
This is part two of a four part journey on the Road to Service Financial Management.
In part 1 of this journey; “The Anatomy of a Service Portfolio” we discussed the interconnected aspects of a Service Portfolio (taxonomy, catalogs and offerings). I also introduced the concept of the service portfolio as an investment tool that you can use to sell services to your customers and the need to define services in an end-to-end context. In this article we’ll take a closer look at a service framework that will help you build services that are strategically aligned to the businesses you support. The framework includes elements necessary to build complete services. Complete service are necessary to enable a service portfolio capability that can function as an investment tool that can help you build a strategic partnership with your customers.
How do you unlock the hidden value of your IT Service Management (ITSM) investments to deliver on the promises made when set out down the ITSM path? This is the first stop of a four stop journey that will change the way you think about IT Service Management (ITSM) and IT Financial Management (ITFM). It’s a journey with stops and layovers in some less understood concepts in both these frameworks and leads to new capabilities that can elevate your organization from a cost center to a business partner and will change the dialog you have with your customers from “why does IT cost so much” to “we’d like to buy more of that.”
We’re going to start the journey with some clarification around the nature and strategic importance of the Service Portfolio.
Dave Harding is a former Cask "Cooper" who now runs corporate operations at Stave. Stave develops business applications that run in the ServiceNow platform, extend your business capabilities, and help you go further, faster. For information about their apps and for additional articles, please visit www.staveapps.com.
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