Service Management Striking the Balance
Some organisations wrongly equate ITIL’s focus on processes with rigid controls, leading to opposition due to perceived bureaucratic overload. In reality, effective processes incorporate only the necessary controls for consistent results.
Management should regularly evaluate both the suitability and practical effectiveness of their processes. Different organisations require varying levels of structure; management must balance control and flexibility to optimise performance.
Simply put, processes outline actions and behaviours while policies define mandatory intentions. Controls are tools used to manage risk, achieve business objectives, or ensure adherence to processes. Additionally, controls may be incorporated into policies.
Controls typically fall into 3 categories:
Organisational/procedural (e.g., policies, ownership and processes etc.,)
Logical/technical (e.g., required fields, scripting, automated workflows etc.,)
·Physical (e.g., electronic entry systems, leave days etc.,)
Management needs to find the right balance between bureaucracy and flexibility. Below are some methods for achieving this equilibrium:
Shifting decision-making authority closer to the individuals performing the work.
Where feasible, integrate controls into technology to make compliance easier.
Foster a culture of safety where individuals feel at ease sharing their thoughts, ensuring that feedback is both honest and accurate.
Comprehend and clarify the customer journey for every service. By doing so, it becomes possible to identify low-level business value activities both within teams and across team boundaries.
Note: I have composed a video explaining how to map a customer journey mapping which can be found in the “Digital Shop”, and you can see a snapshot within this "Group".
So, in summary, it's all about how we 'cash-in and cash-out'. Some organisations manage to cash-in and out quickly, dynamically, and efficiently, while others take a very long time to finally cash-out!
Hope this makes sense.