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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