Following up on my previous post about how we as IT managers can be supporting employees and business needs remotely – I also asked whether your business is cloud ready. The answer, in my perspective, is all businesses can adapt to be cloud ready.Read more
As South Africa enters its first full week of lockdown and businesses transition to remote working (and we all find ourselves spending a lot more time online) – an unfortunate side effect is an increase in cyber-attacks targeted to remote workers.Read more
A video interview with Sheila Jordan, CIO, Symantec
IT is not just about reducing cost and driving new efficiencies. Sheila Jordan came to Symantec to make IT a strategic driver of business change and growth. To do this, she is making IT “a services-led organization.” While many of these are IT services, many will extend across the enterprise to departments and corporate functions.
To achieve her vision, Jordan has the aspirational goal of an IT portfolio that is equally divided between “running the business, changing the business and growing the business.” Reflects Jordan, “Wouldn’t it be cool if IT can deliver two-thirds of the IT spend on changing and growing the business, versus just running it?” According to analysts, most enterprises spend 65-70% of its resources on running the business.
Jordan also recognizes that “employees are consumers, and they come into work and expect to have the same experience.” Services must be consumerized to ultimately make them successful. On the other end, visibility “across the organization” is essential to “make decisions and drive efficiency.”
The ‘daily grind’ is draining more than our morale; it’s killing corporate productivity.
New research reveals that managers in corporate environments spend two days a week on unnecessary day-to-day administrative tasks that are not core to their jobs. That’s almost as much time as real work. Why?
In my thirteen year journey of studying high performing IT organizations, I’ve started to see a new and unsettling trend. Whenever I mention ITIL and IT Service Management in presentations and briefings, people in the audience snicker. When I ask why, they roll their eyes, and talk about the shrill, hysterical bureaucrats that suck life out of everyone they touch, doing everything they can to slow the business down, preventing everyone from getting work done. Read more
IT has a huge amount of statistics, but are they just pointless or do they provide a basis for the progression and management of service? During this webinar, we will discuss three distinct approaches that can help us to better manage and control our IT services: delivering the deliverables, performance versus quality, component criteria optimizing. Read more
Are you keeping pace with the rapid evolution and impact of cloud on businesses today? Are you leveraging your cloud investment to connect with your digitally savvy customers and employees? Are you prepared to seize the opportunities available from the next wave of cloud technology?
Have a look at these helpful new ways to engage your audience.
Cloud computing allows development teams to get applications into production faster. ITSM leaders must adopt new strategies and change existing processes or risk becoming a bottleneck.
Successful cloud computing requires the DevOps — the fusion of development and operations with the goal of accelerating time to market and reducing time to value. The good news is that ITIL is uniquely positioned to accelerate DevOps — but it requires changes to existing ITSM processes. In this session Hank Marquis will show you:
– How to tune and tweak ITIL processes to shift your operations into high gear and make sure your organization benefits from cloud computing
– The ways cloud changes business, and how IT has to respond to remain relevant
– The changes existing ITSM/ITIL processes require to avoid becoming a bottleneck
– How ITIL is uniquely positioned to facilitate DevOps
The following is an excerpt from a longer article, entitled ‘Does the ITIL® Framework Need a Facelift?’ by Malcolm Fry.
The eternal problem for the ITIL framework has always been to remain relevant mainly because of the speed of change. For example, few of those involved with the ITIL framework would have had a tablet when the framework was last refreshed in 2011. The iPhone® and iPad® devices came to consumers in June 2007 and April 2010, but who could have predicted, rather than guessed, the impact these technologies would have on consumers? Relevancy could be achieved by having a subscription and issuing updates in the form of new and supplementary segments or by using online technology services. This will always be an issue but can be minimised if approached constructively.
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