Speaking of these two items in the same breath might seem incongruous. After all, what does IT service management looking after daily operations (mundane) have to do with the digital transformation of an organisation (visionary)?
Actually, it’s rather like the bus taking a football team to a match. If the team is going to score a glorious victory, the bus had better work properly.
On the other hand, the way in which that victory is to happen is a separate matter, over which the bus driver, bus manufacturer, and bus mechanics have no control. All this merits a little more discussion.
The digital transformation of an enterprise is often far less clear cut than the match strategy of a football team.
After all, the football team has just two objectives: to score as many goals as possible, and make sure the opposing team score fewer (like zero) goals. By comparison, the objectives of digital transformation are subtle and multilayered.
For example, bolting IT resources onto different parts of the business and expecting fundamental improvement has never been a sure-fire strategy.
Effective transformation has far more to do with redesigning enterprise operations (not just IT operations) to facilitate the end-to-end flow of information and people, as well as materials.
There are those who proclaim “No digital transformation without IT service management”. They are right, but there is more to it. ITSM is a necessary, but not sufficient component. It is there to ensure high operational standards and agility to meet changing needs.
Without these two items supplied by ITSM, digital transformation cannot begin. The objectives and the strategy for transformation must also guide the strategy for ITSM, so that IT services provide the seamless flow that began as a twinkle in the eye of the CEO.
Then, just as IT in general supports the business, ITSM can support its digital transformation.