In recent years, the methods and tools for Service Management have progressed dramatically. Whereas the development has so far been mainly from the standpoint of IT and driven by IT, future efforts will increasingly focus on the development of Service Management from the standpoint of Business, which is the customer. This trend will allow IT and Business to operate in closer cooperation, enabling better identification of solutions that support Business and shorten the response time of IT.
The continuously changing external operating environment, cost pressure and personnel turnover create challenges for Service Management in all companies regardless of their size or line of business. Although every company is unique, companies of equal size generally face similar problems.
Net sales category 10 M€, operating locally
IT in small companies is generally operated by only a few people. This requires focus on documenting the operating environment and applications, and on facilitating knowledge sharing. In order to avoid excessive dependency on a few individuals, small companies can buy basic IT as a service.
Net sales category 100 M€, decentralized operations
A geographically decentralized company must implement a clearly defined Service Management model that defines roles, responsibilities and processes across business operations. As the basic corporate infrastructure of companies of this size is usually partly outsourced, effective service production and planning of services is impossible without uniform operating models. The need for systematic and well-organized vendor management, monitoring of service levels and effective incident control increases as the operating environment becomes more complex.
Net sales category 1 000 M€, operating internationally
Large companies must make a conscious decision whether to centralize or decentralize their service operation. A successful requirement assessment and the mobilization of services together with business operations are only possible when using productized services. The service requirement assessment and rollout must consider the laws and practices of different countries while also taking into account the multi-vendor environment. In addition, the importance of service ownership increases: a single person cannot assume the responsibility for the entire service portfolio of a large company. The implementation of the SIAM concept enables efficient operations in a multi-vendor environment.
Net sales category 10 000 M€, operates globally
Globally operating companies must be able to manage acquisitions and divestments as well as the shift of operations to low-cost countries. While the centralized management of applications enables cost savings, it also creates challenges in terms of resourcing, communication and user support. Moreover, operating with global service and hardware vendors creates additional requirements for Sourcing. The implementation of the SIAM concept enables efficient operations in a multi-vendor environment.
Figure 6.9.1 The focus of Service Management changes with the size and complexity of the company.
The primary objective of Service Management is to ensure uninterrupted business operations. IT cooperates with internal and/or eternal services providers to provide the Business with services in accordance with service contracts. Sustainable planning and development of services enables IT to ensure continuity when business needs change.