Presenter: Matt Hooper ITSM Evangelist, LANDESK Software All facets of the business demand innovation from IT, but preparing for it requires scope, timing, vision, understanding the competitive landscape, and innovative business processes. This will require new roles, new approaches to funding special projects, value-based metrics, and controls to ensure that the shifts aren't seismic. In this presentation we'll look at examples of businesses that used big data and analytics, mobile, social media, IoT, or other disruptive technologies to revolutionize their business model, and we'll provide steps that can assist your journey. Motivated by the ideas presented? Print a Personal Action Plan to capture them.... https://www.itsmacademy.com/content/PAP-FOLD.pdf

1. Preparing for Digital Business
Matthew Hooper, ITSM Evangelist
Copyright © 2016, LANDESK. All rights reserved.

2. DISRUPTION

3. How did we get here?
Mainframe -
LAN desktops -
WAN systems -
Internet Systems -
Mobile apps -
Cloud apps -

4. The ability to digitally reimagine the
business is determined in large part by a
clear digital strategy supported by
leaders who foster a culture able to
change and invent the new.
Strategy, not Technology, Drives Digital Transformation
MIT SLOAN Management Review
http://sloanreview.mit.edu/digital2015

6. DIGITAL

7. Most managers think the key to growth is
developing new technologies and products.
But often this is not so. To unlock the next
wave of growth, companies must embed
these innovations in disruptive new
business models.
- Clayton Christensen Harvard
Professor and Author of
Innovators Dilemma

10. Current Trends
“Paper is not our
competition..
filing is our competition”
Phil Libin
Founder Evernote

11. Current trends

12. New Digital Workforce

13. Revenue Growth
Create Better Customer Experiences
Achieve Cost Savings
Improve decision Making through Analytics 2%
4%
25%45%

14. Source: PwC, 2015 Global Digital IQ® Survey,
2014 Digital IQ® Survey; Bases: 1,988, 1,494 2015:
Q: In the last 12 months, what percentage of your organization’s
digital enterprise budget was spent in the following areas?
;2014: In the last 12 months, of all the spending in your organization on technology,
what approximate percentage of it was spent in the following functions?

15. WHO’s Driving Digital Transformation?
How organization defines Digital
Strategy
CIO CMO
Synonymous with IT 41% 29%
Customer-facing technology activities 33% 49%
Technology innovation- related
activities
50% 62%
Source: PwC, 2015 Global Digital IQ® Survey; Base: 1,988
Q: How does your organization de ne digital? Select up to two
statements that best describe your company.

16. What will fix?

17. An organization’s ability to learn,
and translate that learning into
action rapidly, is the ultimate
competitive advantage.
Jack Welch
CEO of GE for 20yrs driving value
4,000%

19. AGILIT Y

20. Traditional vs. Agile ITSM
Traditional ITSM Agile ITSM
Customer – anyone not in IT
PMO, Development, Ops – 3 different groups
IT & the Business
IT Projects
Service Providers
Company has 1 customer and they don’t work here
IT is not a department but a capability
IT is the business
Only business projects
IT enables the Digital Strategy of the organization
Stacked sets of functionality are published in a major
release
Small sprints of code are utilized to create change
Incidents and outages are a detangling effort
Impacts are quickly isolated and roll-back is performed if
needed

21. LANDESK ITSM Attainment Levels
Initial
Managed
Shared Service
Business Optimized
Level 0
Level 1
Level 2
Level 3
Level 4
Unmanaged
Cost Time Risk QoS

22. Integrated IO capability

23. Requirements
Build
Test Incident
Release Operate Resolve
What’s
Needed
What’s
broke
What’s
Changing &
by who
Who is using
What’s not
working
How did we
fix it
Project
Management
Source Control Test
Management
Email
Event
Management
Incident
Management
Knowledge
Management
?
Pray
What’s
Connected
WATERFAIL Methodology

24. Service Health
System
Enterprise
Service Model
Why
Needed
Requirements
Build
Test
How
Connected
What
Could break
Enterprise
Knowledge
Incident
Release
Operate
Resolve
Who is
impacted
What’s
changing
How we
improve
Enterprise Service Model for ITSM & DevOps

25. S e r v i c e M a n a g e m e n t
Service
Operation
- S u p p o r t
- M a i n t e n a n c e
C h a n g e
Innovation Management
R e l e a s e
C o n f i g
P M
E A
D e m a n d
A u t o m a t i o n
V a l i d a t i o n
O p p o r t u n i t y
I d e a t i o n
Service Management & Innovation Management

26. DIGITAL OFFICER REPORTING FOR DUTY

27. Thank you
Contact info: matt.hooper@landesk.com Tw i t t e r : @ V i g i l a n t G u y