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KEYNOTE 1 - IT Service Management 'Sticky Stuff' - Karen Ferris - 001 Plenary
This presentation will explore a case study of a failing initiative that was turned around by using the right 'sticky stuff' and provide practical examples of how to make ITSM changes 'stick'. The downfall of most ITSM initiatives is not embedding the change into the organisation and making it stick. The change needs to 'stick' if the initiative is to be successful, and there is lots of 'sticky stuff' that can bring success. Karen will give you pragmatic advice on how to make your change a success in your organisation by using an innovative framework that ensures your change becomes part of the fabric of the organisation.
In this keynote presentation, Karen Ferris explored why an estimated 70 per cent of organisational change projects fail. She surmised that most of the guidance available around change management talks about what to do and not how to do it and this is the reason that most changes don't "stick".
Ferris illustrated the point by highlighting the fact that when she entered "organisational change" into Google, it yielded 3,930,000 results. By changing the search request to "organisational change failure" Google offered up a staggering 43,800,000 results.
Ferris asserted that the challenge in making IT organisational change stick is to seek out and utilise more information on how to implement change. One approach that she believes works well is defined in a book she published recently on the subject of making organisational change successful.
Ferris's book introduces a niche change management framework known as "Balanced Diversity" and applies it to IT Service Management. The core of Balanced Diversity framework leverages 59 practices grouped into 20 categories across the four quadrants and can be applied equally well to ITSM change as it can to any other sort of change within an organisation.
The trick, according to Ferris, is to pick and choose smaller components of change and get them right before moving onto other aspects. Balanced Diversity works by selecting elements that are causing the most pain and addressing them and by attending to the "low-hanging fruit" where easy wins are possible, progress can be.
Ferris said the key things to consider when selecting change tasks that you can make stick are:
"Everyone's path on the change journey is different so there is no set rules on which path is the right one for your organisation," Ferris said. "Balanced Diversity helps take us on that journey."
Karen Ferris is a Director of Macanta Consulting, a regular contributor to IT Service Management publications worldwide and championed ITSM Best Practice since 1994 as manager, practitioner, consultant and trainer, both in the UK and Australia. With her counsel, many organisations have adopted Best Practice IT Service Management as per ITIL, including NAB, Telstra, Department of Defence, Monash University, NSW Health Department, Coles Myer and Victorian Parliamentary Services. An outstanding speaker at the inaugural itSMF Conference in 1998, Karen went on to win the President's Award at the 2005 itSMF Conference in Brisbane. In 2007 Karen was awarded the inaugural Service Management Champion Award for her contribution to the industry. As an itSMF Australia Board Director for Publications she plays an active role as a member of the itSMF International Publication Editorial Sub-Committee (IPESC), which coordinates and reviews publications produced by all chapters, and provides endorsement for publications to carry the itSMF identity. Karen is a member of the international Editorial Advisory Board working on the itSMF International Library.
Show Me the #SocialITSM! Join our social media team for a fun interactive keynote driven as a conversation between industry experts with loads of audience participation to explore how like-minded people currently connect across space and time mediated by technology. Chris, Kathryn and Brad will collaborate to really focus people on getting involved. Capture the buzz over live Tweets to understand how we curate and add value in the digital environment. This Social Media 101 Session will be filled with real examples and actionable advice covering policies, motives, interactions, tools and measurements of effectiveness and success. Anyone working today won't want to miss this set of step-by-step skills and Top Tips of ‘How To' Connect, Communicate & Collaborate.
In this keynote presentation, three presenters shared the stage to explain how the explosion of social media and automation is rendering many existing knowledge worker roles obsolete.
One of the key themes introduced throughout the presentation was that "knowledge workers need to learn new skills and embrace new tools".
It was discussed that one of the fastest growing new tools available to knowledge workers is social media. For knowledge workers to successfully build a social media presence, they need to leverage the medium to consume relevant information, curate the best of what is available for redistribution, create quality content to share and collaborate with other like-minded users.
These are all new, rapidly evolving knowledge worker skills that must be understood to remain relevant, the presenters asserted.
Busch went on to say that using social media within an organisation as a knowledge worker tool required a sound policy which needs to be simple so that it can be broadly read, understood and enacted. His offering for a baseline social media policy was: "Don't lie. Don't pry. Don't cheat. Can't delete. Don't steal. Don't reveal."
Bradley Busch has been working as a Service Management professional for over 12 years. He is passionate about Service Management and loves working with tools that automate, optimise and integrate Service Management disciplines. He is currently working at Macquarie Group as the Operations Team Leader for Online Services where he is completing a COBIT based risk assessment and a number of Service Improvement initiatives. He is currently an itSMF Ausltralia Director and with Secretariat responsibility and Conference Deputy Director.
Kathryn Howard is an IT professional with over 25 years experience in ICT service delivery and service management. As an independent consultant Kathryn has experience providing policy/process assessment, change programs and service improvement initiatives in many prominent Australian companies. She believes commitment to governance standards and frameworks (ISO20000, ITIL, COBIT), in conjunction with a meaningful IT/business dialogue, is key to delivering successful end-to-end customer services able to support and enhance business objectives. She is currently the State Chair for itSMF NSW.
Chris Dancy, Social ITSM celebrity, blogger and Director of ServiceSphere, will reveal to us the next instalment in the story of Social ITSM. Those who loved Chris' keynote, workshops and webcasts over the last year should not miss this opportunity to hear him expand on what the Reputation Index Economy will mean to all of us Knowledge Workers at the front line of IT Service Management.
Learn how to drive a COBIT initiative forward. Effective enterprise governance of IT is no longer optional with the growing dependence on IT for business delivery of service, the complexity of global business regulations, and the growth of consumer-driven IT. COBIT delivers a globally accepted framework for business process governance. This session will provide an overview of the initial COBIT 5 products, detail their value and provide practical guidance on their use to drive business value and ensure effective use of IT to empower the business.
Rob Stroud has been a regular visitor to itSMF Australia conferences over the years and is also a key contributor internationally to the ISACA organisation which develops and champions the COBIT IT governance framework. Stroud took to the stage to talk about COBIT 5 which is the latest version helping organisations make "effective enterprise decisions".
According to Stroud, In an era of Gen Y workers and what he described as "information chaos" COBIT 5 provides valuable guidance on the governance of enterprise IT through a family of publications that cover IT Governance, Risk Management, Control and Audit functions.
"Information Chaos, get used to it," Stroud said. "It is the way that the world is going and the basis upon which COBIT 5.
Essentially, the COBIT 5 framework looks to provide guidance to organisations towards attaining optimal value from IT by maintaining a balance between realising benefits and optimising risk levels and resource use.
It enables information and related technology to be governed and managed in a holistic manner for the whole enterprise as well as providing principles and enablers that are generic and applicable for enterprises of all sectors and sizes.
During his presentation, Stroud lamented that one of the biggest challenges faced by the IT industry is the rapidly growing number of frameworks and standards that are being foisted upon management teams. He said that COBIT 5 helps to map them all so that information and related technology can be governed and managed in a holistic manner.
"The COBIT 5 principles and enablers are generic and are therefore generally applicable to all other relevant and complementary standards and frameworks," Stroud said. "It allows organisations to simplify complex IT architecture and management while providing workable boundaries for risk and governance."
As the use of social media explodes across the world, it is becoming increasingly integrated with business strategy and the reputations of individuals can be indexed by the value they bring to conversation in the social media space.
Robert Stroud serves as Vice President for Innovation and Strategy, and the Service Management, Cloud Computing and Governance Evangelist at CA Technologies. He is an International Vice President of ISACA, was the former chair of the COBIT Steering Committee and sits on the Framework Committee. He served on the itSMF International Board as Treasurer and Director Audit, Standards & Compliance, is the itSMF ISO liaison to multiple working groups, an author, blogger and highly regarded public speaker. Rob is dedicated to the development and communication of industry best practices and is a strong advocate for the customer - working closely with users, industry organisations, government agencies, and IT luminaries to develop and communicate IT best practices.
Olympic speed skating legend Steven Bradbury etched his name into the history books with an inspirational story driven by determination and, most importantly, a will to succeed. With a warm friendly nature, down to earth manner and use of humour, Steven will share his strategies for success in business and on the ice. The Bradbury story is one of the true Aussie battler who overcomes much adversity to achieve Gold and become the Last Man Standing.
KEYNOTE 5 - Viva La Revolution! The 5 C's of Employee Recruitment, Engagement & Retention - Kim Seeling Smith - 005 Arena
The 5 C's of Employee Recruitment, Engagement and Retention will revolutionise the IT industry's ability to attract and retain the top talent in the constantly changing technological times. The 21st century recruiting, engagement & retention tools provided will give participants insight on creating a work environment where employees can thrive and produce their best work.
Kim Seeling-Smith is a recruitment specialist with extensive experience in the IT industry and a reputation for helping clients meet their recruitment objectives through a better understanding of the changing needs of employers and employees.
Seeling-Smith started her presentation by explaining that the employment dynamics of yore have changed forever and that old methods of recruiting staff no longer work.
She pointed to research that shows people don't stay in jobs as long as they used to with as many as 73 per cent of staff either actively or passively looking for their next job. This provides huge challenges for organisations looking for knowledge workers in a time where there are well-documented skills shortages in new and emerging technologies.
So what are the Five C's for attracting, engaging and retaining staff?
Seeling-Smith said it starts with "Correct Hiring" which relates to how to recruit, who to recruit and how to keep the good ones once you have them. To get this right, you need to know how to interview concentrate on people not process and get them contributing to the team from the very first day.
"Classify and Manage appropriately" represents the second C. Seeling-Smith believes in the 80-20 rule here which relates to spending 80 per cent of time getting the best out of the 20 per cent of staff who are critical to the business.
The third and fourth C's are "Compensate fairly" and do so in the "Currency of Choice". The first one is pretty fairly self explanatory - you have to pay you staff a fair wage for a fair day's work but for some staff it isn't always about the money which means that you have to be prepared to be flexible.
According to Seeling-Smith, some employees are looking for other benefits such as flexible working hours, more training, more leave or opportunities to focus on their personal interests or to do more meaningful work. Catering to these individualised wants is a pathway to more satisfied staff.
The last C in the equation was defined as "Communication" and this refers to the value and importance of continually engaging with staff to ascertain what it is that they want out of the job, how happy they are and/or what their strengths are.
Kim Seeling Smith is a Sydney based, international consultant on Employee Recruitment, Engagement and Retention as well as Career Management after originally training as a CPA and Management Consultant with KPMG and spending 15 years as a recruiter in the United States, Australia and New Zealand. Kim is a co-author (along with Brian Tracy and others) of the book 101 Great Ways to Enhance Your Career.
Measuring performance is never easy. Fortunately in 2012 we have ways of measuring engagement of our teams with algorithms that will start to rival Google. When page rank turns to people rank, understanding the metrics that define effective collaboration will be the key to education, not only in your organization but in making sure that you always have the "credit" you deserve. Knowledge work is based on the ability to create, consume and curate information that benefits teams, organizations and communities. When "First Call Resolution" becomes "Solution Virility Index" we start to envision a world of workers who are not tied to information technology but instead enable information systems. Welcome to the Reputation Economy Part one, Rise of the Knowledge Agent.
As the use of social media explodes across the world, it is becoming increasingly integrated with business strategy and the reputations of individuals can be indexed by the value they bring to conversation in the social media space.
In this keynote presentation, social media guru, Chris Dancy talked the delegation through the way that social media reputations are increasingly being measured and used as a foundation for establishing trust.
Dancy said that volume of information available has "got to the point where it is deafening" before inferring that in the future "people will pay to ignore it". "Machines are already deciding what information is priority to you," Dancy said. He then added that the "the shift to digitally ranking you is coming at an alarming rate".
Knowledge workers have to find ways to build profile, identity, reputation and trust in the new social networks that will contribute to shaping their career trajectories, Dancy said.
It all starts with the definition of your profile in the "My Account" pages of social networks. As this is refined, an identity is built through connections with friends, groups, events and applications as well as through the widgets and devices they use. Once your identity becomes established through more targeted connections, your reputation evolves and is enhanced as a result of your activity in the network.
By further improving your content, trust is created as the end product and judged by other members based on your profile, identity and reputation in the network. This network perceives high trust members as influencers and evangelists which equates to a high value in the "index economy".
As take-aways from the session, Dancy offered a range of tips and tricks to enhance your influence. He suggested creating separate entities online. "Give birth to one or more Digizens," he said. It is also important to recognise that the rules of the digital world are not the same as in the physical world with Dancy proclaiming that you have "more power when digital".
Dancy said that "politeness is contextual and doesn't work in a digital landscape" while also suggesting that people "limit available consumption today". He said you should consume first before moving onto create, curate and collaborate.
Finally Dancy said that you should "measure your success by the digizens around you and how their behaviour changes" while growing your digizen "to perform work that you don't have time to do, and to eventually work for you".
Chris Dancy, Social ITSM celebrity, blogger and Director of ServiceSphere, has been working in IT support for 20 years with experiences ranging from help desk level 1, service desk manager, ITSM process consultant, software product manager, executive corporate marketing and entrepreneur. Most people know Chris as @servicesphere on Twitter and as the host of the US edition of ITSM weekly, the podcast, syndicated to 30,000 listeners monthly. An agent provocateur who lives 15 minutes in the future, his name and avatar are synonymous with social media for IT, edutainment and his futuristic visions for IT. Brace yourself, you're about to be awoken.
KEYNOTE 7 - What Governance Isn't - Rob England - 007 Plenary
...and thereby better understanding what it is, including understanding ISO/IEC 38500. "Governance" is a much-abused word. This presentation leaps to its defence to try to restore some clarity and proper usage before the word loses all useful meaning. This presentation "carves an elephant by taking away everything that is not-elephant": it looks at all the uses of the word ("governance" that is, not "elephant") that are in fact not actually governance at all, until finally we close in on a proper definition and examine how 38500 describes governance.
Rob England, who has developed a keenly followed alter-ego as "The IT Skeptic" gave a keynote presentation which tried to nut out a good definition of IT Governance which he is convinced is a highly misrepresented in ITSM circles.
England made reference to an ancient proverb which says that if you want to sculpt an elephant, you start with a large chunk of rock and chip away everything that this is not an elephant. To this end he wanted to settle on explaining what IT Governance is by chipping away everything that is often incorrectly referred to as IT Governance.
He started by bracketing the words Management (or manager), consultant, solution and knowledge with Governance. "What do they all have in common?" he asked before answering his own question with "they are all words that have been bastardised by IT".
England said that governance is something that happens "to" IT as opposed to something that happens "in" IT. This misunderstanding led him to proclaim that through lack of governance, "Business has failed IT like a bad parent".
England went on to explain his reasoning behind the claims that Governance is not management of IT. Nor is it strategy, portfolio, financial control or the optimisation of IT. These things all fall into the category of being "management of IT". He also said that tools are not governance and neither are measurement, reporting and audit of IT. "Most decisions are not governance and most actions are not governance," he said.
He was not convinced about any of the definitions for governance used by popular frameworks but said that perhaps COBIT 5 was closest to the best. It says governance:
"ensures that stakeholder needs, conditions and options are evaluated to determine balanced, agreed-on enterprise objectives to be achieved; setting direction through prioritisation and decision making; and monitoring performance and compliance against agreed-on direction and objectives".
Not perfect but close. In conclusion, England said that; "Governance can be defined as making sure that management does its job properly". And that: "Governance sets financial policy. Financial management executes it."
Rob England is an independent IT management consultant and commentator in Wellington, New Zealand. He is a published author of six books and many articles, credited as a contributor to the 2011 edition of the ITIL core book Service Strategy, and best known for his controversial blog and alter-ego, the IT Skeptic, which won the popular vote for best ‘IT consultant and analyst' blog in the UK Computer Weekly IT Blog Awards 2010. Rob has been a national conference keynote speaker at itSMFnz, itSMF Australia, CCLearning (PRINCE2) and Pink Elephant USA. He was voted best speaker at the itSMFnz 2011, voted second-best speaker at itSMF Best Practice Netherlands 2008 and awarded the inaugural itSMFnz Service Management Champion Award in 2011.
As organisations begin to seek the benefits of "self serve" HR on boarding; the benefits of an easy to use, well integrated electronic service catalogue that delivers clear, actionable workflow becomes all too apparent. Interestingly up to 90% of first time attempts at automated HR on boarding end up in failure. The reasons for this are varied and numerous - but ultimately all boil down to one thing: It is critical to focus on the business value of the process first, ensuring that all proposed technology dove tails into this business value - not vice versa. In an overview of their recent HR on boarding exercise for staff notebooks, Siemens outlines some of the key do's and don'ts when implementing an electronic service catalogue for HR on boarding, shedding some light on why so many of these projects ultimately fail.
One of the great things about the annual LEADit conference is the opportunity to see how organisations are using best practice service management in all areas of the business.
Joe LeCompte's keynote presentation was all about the important process of getting new staff onboard. He defined the term as: "Employee onboarding is a cross functional business process which ensures an employee has everything needed on day one to immediately start providing value to the enterprise."
LeCompte described why onboarding is such an important process because it will impact the new employees overall impression of the company. "Done well, and the employee will feel good about their career choice," he said. "If done poorly, the onboarding process will leave the new employee questioning the wisdom of the decision to accept the position."
He described how onboarding is all about making employees feel welcome and comfortable in their new surroundings and declared that it should be a process designed with the sole business outcome of minimising the time before new employees are "productive members of their new workgroup".
Delegates were encouraged to provide onboarding as a service in their actionable service catalogue and were talked through the process development criteria so that all bases were covered in areas such as asset management, compliance, facilities, finance, HR, identity and access management and IT amongst other things.
There are numerous benefits for IT if it takes control of the onboarding process and includes it as one of the services it offers to the business, according LeCompte.
It lowers costs through automation of approval and fulfilment processes which minimises the need for data duplication and chasing approvals etc. as well as allowing for higher quality and control through repetition of the process. In addition, it can then integrate directly to existing request and fulfilment processes while providing a mechanism for all approvals to be assigned, tracked, and stored, and reportable, ensuring full compliance with control systems and regulations.
"The bottom line is that IT becomes a true business partner and is no longer perceived as just a cost or a barrier to onboarding," LeCompte said.
Joe LeCompte is Principal of PMG Software who over the past six months has worked with the CIO of Siemens Australia to pilot this program. His technology career spans over two decades including 12 years with PMG during which time the company experienced exponential growth. In 2006 Joe was part of the leadership team that launched PMG's initial IT service catalogue with subsequent expansion into HR services, identity management and IT financial management. PMG's service catalogue offering now services 100 customers globally in 20 countries. Recently Joe personally pioneered a ‘fast start' implementation solution for the IT service catalogue which effectively enables organisations to become operational with a service catalogue solution in less than 90 days. In his role as PMG Principal, Joe has worked directly with global 500 clients in a variety of industries helping organisations achieve dramatically reduced costs while improving service levels.
Business technology (BT) - pervasive technology use with increasing direct control by business leaders - both creates greater opportunities for and demands greater levels of business innovation. Implementing a process to generate innovative ideas, while required, is not sufficient. These innovative ideas need to be vetted, funded, managed, implemented, and exploited if an organisation wishes to lead, rather than follow, its competitors. This session will provide guidance in setting up the process for translating a set of ideas into a portfolio of prototypes.
Leading analyst, Tim Sheedy returned to LEADit 2012 for the second year as a keynote presenter with some of the most research around business technology innovation.
He started by defining why he thought it was so important to talk about innovation. "Technology is a key driver of business success and your company's biggest threat," he said before quoting some IBM research that found "79% of business decision makers see technology as a source of business innovation".
"If you don't provide it, the business leaders will find the technology-based innovation they want somewhere else," Sheedy summed up.
Presenting some findings from Forrester's research, he showed that in 2012 CIOs estimated that they spend 5 per cent of their time on innovation but they expect this to rise to 15 per cent in 2015.
Sheedy defined business innovation as being: "The transformation of a business process, market offering, or business model to boost value and impact for the enterprise, customers, or partners."
He said that innovation opportunities address the entire business model, that inventions by themselves aren't innovation and that innovation doesn't require new capabilities."
Sheedy then claimed that organisations should begin by focusing efforts on sustained business innovation because "it is the largest opportunity". However, this area of innovation is frequently avoided "because there is no way to fund it".
Sustained innovation requires a broad-based approach and that organisations have to open an innovation funnel that includes an "outside in" mentality that consults with partners, customers and universities, for example.
"The innovation funnel is about finding, funding, and rewarding innovation," Sheedy said. "You can identify innovation prototype opportunities from those ideas with the greatest strategic heat."
Other suggestions that Sheedy made that would help organisations be more process oriented in relation to innovations included "managing the suite of innovation investments as a portfolio and building a culture of business innovation, using change management methodologies".
Meanwhile you should "measure innovation success based on the business impact of the innovation portfolio and communicate innovation success through planned IT marketing campaigns".
Tim Sheedy helps CIOs better manage their IT departments ensuring IT is delivering the solutions required by the business. His research focuses on key IT challenges for CIOs and IT departments in Asia Pacific and works with members of The CIO Group in Forrester Leadership Boards in Asia Pacific.
A variety of powerful forces are changing service management and moving relationship leadership to the heart of value creation. Increasing choice in service delivery, price sensitivity, and the consumerisation of IT are fundamentally changing the landscape. In this world, service organisations must create clear strategies to build deeper and broader relationships with their clients and external partners. Relationship-driven organizations can customise services, implement deliberate programs to develop trust, and create consistently higher value for their clients.
Ross Dawson has made a global name for himself presenting at conferences about the changing dynamics of knowledge and service delivery. He explained that now more than ever the value of service management is increasing and the organisations that do it well are taking infinitely better divergent paths than those who don't.
So rapid is the change, according to Dawson that "any qualification that you embark upon today is more than likely obsolete by the time you complete it". He added that: "The half life of knowledge is decreasing at an alarming rate.
"Deep specialist knowledge and the relationships between those disparate pools of knowledge is what is now valued."
Dawson explained how humans are now "connected like never before" and that using that communication opportunity well is the differentiator between success and failure personally and commercially. "The divergence in performance between good and bad organisations is increasing," he said using the Deloitte Shift Index to illustrate his point.
It is this dramatic rate of change that makes predicting what will happen in the future but Dawson was adamant that "as long as the universe changes, there will continue to be opportunities" for individuals and organisations to benefit and profit from change in an increasingly global economy.
One tongue-in-cheek observation that he made was that "only massage services and hairdressing will remain local in the future, everything else is going global".
Meanwhile, Dawson iterated that "the production of data grows exponentially" and this is a key factor that is guiding the future and creating future opportunities in directions that have not even been thought of yet. "We are now seeing data driven decision making and that represents a fundamental shift in humanity," he said. "We will continue to see more of these sorts of shifts."
Dawson was also bullish about the impact that social media will continue to have on the economy and society, pointing out that Australia in particular is a hot bed. He pointed to Nielsen research that identifies Australians as averaging more time on social media sites than any other nation in the world.
"What we are seeing is an economy of individuals emerging as the company declines," Dawson said. "There are now two layers of service within organisations - standardised processes and ad hoc networks and this is how value is created."
Ross Dawson is globally recognised as a leading futurist, keynote speaker, entrepreneur and authority on business strategy. He is Founding Chairman of four companies, including the leading future research and strategy firm Future Exploration Network. Strong demand sees Ross speak frequently at major conferences and company internal events around the world. He is a best-selling author of books including the prescient Living Networks, which foresaw the social networking revolution, as well as Trends in the Living Networks, ranked as one of the top business blogs in the world. Ross's frequent media appearances include CNN, Bloomberg TV, SkyNews, ABC TV, Today and Sunrise shows, Washington Post and many others.
Moderator: Tristan Boot with Alison Rowe, Karen Ferris, Rob England
Does the fact that 70% of executives have made sustainability a permanent fixture on the management agenda in their companies mean that ICT is going to have to fundamentally change its approach as sustainability to move up the corporate agenda? What does this mean to IT service management? In our world of competing priorities, should we care? What does it mean for you and your organisation? The Team will debate the state of Green ICT today and into the future.
Tristan Boot is a Service Delivery Manager at New Zealand's largest University and President of itSMF New Zealand. At the University he facilitates customer relationship management across Facilities and Research and Administration units. He provides ITSM subject matter expertise and comic relief when required. As itSMFnz President he leads a dedicated band of volunteers to provide services and value to members throughout the country.
He has extensive experience in customer service roles and a commitment to customer service excellence. His background and experience gives him an inisight into the demands and needs of customers and the responses (successful and otherwise) of service providers to these needs.
The Greenie - Alison Rowe is the Global Executive Director of Sustainability for Fujitsu, and the Non-Executive Director of Environment Victoria. Alison believes that organisations, people and technology have the ability to find solutions to help combat climate change impacts. Alison is responsible for the sustainability strategic direction and actions for Fujitsu along with ensuring the needs of Fujitsu's clients are met through solutions and services. Alison established the sustainability consulting practice for Fujitsu now operating globally, and leads the global community team across the entire organisation. Alison has over 20 years experience in a range of industries including technology, transport, telecommunications and government.
The Guru - Karen Ferris is the creator of the world-leading eco-ITSM service which provides organisations with a measure of the sustainability of Service Management processes, activities and functions. The intent is that sustainability will be built into each process, activity and function across every stage of the service lifecycle from Service Strategy, though Service Design, Service Transition, Service Operation and into Continual Service Improvement. The outcome will be that sustainability practices will be embedded into business as usual across the organisation with everyone who executes Service Management processes contributing to the reduction of the carbon footprint of not only IT but also the business. Karen is a Director of Macanta Consulting, a regular contributor to ITSM publications worldwide and championed ITSM Best Practice since 1994 as manager, practitioner, consultant and trainer, both in the UK and Australia. In 2007 Karen was awarded the inaugural Service Management Champion Award, is a Director of itSMF Australia and a member of the international Editorial Advisory Board working on the itSMF International Library.
The Skeptic - Rob England is an independent IT management consultant and commentator in Wellington, New Zealand. He is a published author of six books and many articles, credited as a contributor to the 2011 edition of the ITIL core book Service Strategy, and best known for his controversial blog and alter-ego, the IT Skeptic, which won the popular vote for best ‘IT consultant and analyst' blog in the UK Computer Weekly IT Blog Awards 2010. Rob has been a national conference keynote speaker at itSMFnz, itSMF Australia, CCLearning (PRINCE2) and Pink Elephant USA. He was voted best speaker at the itSMFnz 2011, voted second-best speaker at itSMF Best Practice Netherlands 2008 and awarded the inaugural itSMFnz Service Management Champion Award in 2011.
KEYNOTE 12 - ITSM Practice in Governance Research Results - Michael Salama - 012 Arena
A survey sponsored by large Australian IT service provider Telstra and conducted by IT focussed research firm Forrester, was conducted in early 2012 to develop Australian specific IT Service Management analysis and insights by understanding IT Service Management practices in the Australian government sector. The session will reveal the results of this independent analysis of Australian organisations to understand differing approaches to IT Service Management in, including the maturity of their IT Service Management practices, whether their integration with external suppliers is automated and their issues integrating IT Service Management across multiple technology channels - e.g. UC, Security, Cloud, Mobility.
The research - [Forrester whitepaper] Next Generation IT Service Management in the Australian Government Sector, 2012 - aimed to understand differing approaches to IT Service Management including the maturity of their IT Service Management practices, whether their integration with external suppliers is automated and their issues integrating IT Service Management across multiple technology channels such as UC, Security, Cloud, Mobility.
Forrester's research showed that government agencies adopt ITSM to avoid the pitfalls of piecemeal implementation, to define ITSM milestones and to document how they are going to achieve them.
Respondents recognised strategy that aligns an ITSM plan and your business goals can provide real business benefits if it is realistically implemented within a prescribed time frame, if it answers your immediate needs with significant improvements, if preserves continuity and addresses future evolutions of the business.
The key elements in knowing where an IT organisation is at were defined as how mature your processes are, knowing what tools you are using how effective those tools are and how much your people understand about the program.
Recommendations to emerge from the research included broadening your horizons and seeking out strategy options.
"For government agencies to sustain the value from ITSM investment, they have to seek real-world best practices from a variety of sources, reach beyond same status peer organisations and try to emulate specialist service providers," Salama said.
Salama then emphasised that there is "gold in achieving the business goals you've set yourself". "Your milestones document your ITSM journey," he added. "You have to measure progress to tick off your achievements and to challenge yourself, continue to set new goals.
"Ultimately, best practice ITSM is not the end goal but you do have to strive to do it better all the time. The end goal is the benefits your adopted best practice ITSM delivers to your business which include improvements in productivity, quality and business reputation while lowering costs provides.
Michael Salama is a 24 year veteran of the IT industry holding positions across banking, finance, insurance and service provider organisations in various capacities and roles. In the past 12 years Michael has focused on managed services delivery and strategic business alignment helping to create many offerings for large multi-national Service providers targeted at large government agencies and enterprise businesses. Michael is passionate about service Management and Service Delivery in a refreshingly practical and open way that provides real business value with clear measurement and transparency.