The part of the ITSM Implementation Organizations seem to Skip

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I often see a pattern with ITSM implementations. Perhaps you’ve seen the same pattern. What I’ve seen is that organizations frequently focus on and invest in three of the four “P’s” – Process, Partners, and Products – of the ITSM implementation. What’s missing? The fourth “P” – People.

It’s the “people part” that differentiates the successful ITSM implementations from the ones that don’t quite reach goals and aspirations.   If the “people part” is done right, ITSM becomes rooted within the fabric of an organization; done wrong, the ITSM implementation is on a path for failure.

What does the “people part” done wrong look like? Here are a few examples.

  • Training plans are either not defined, or no objectives have been defined for training; it seemingly is just an item on a checklist of things that must be done. So everyone is sent through some type of mass training, followed by …. well, nothing.
  • If training plans are documented, they’re often ignored or haphazard, because to go through training takes away resources needed to define processes and configure tools during the implementation project.
  • Communication plans consist of a kickoff meeting and an occasional update in the company newsletter or staff meetings.  No opportunity for feedback is provided, much less any discussion about the realization of benefits. No one really understands or has the opportunity to “buy in” to why ITSM is being done.
  • Senior leaders don’t “walk the talk”. Actions speak louder than words. If senior leaders only talk about, but do not exhibit the attitude and behaviors they want to have result of the ITSM implementation, people aren’t going to “walk the talk” either.

Perhaps you’ve read the story about the CFO that asks the CEO “what happens if money is spent training people, and the people leave?” The CEO responds, “what happens if we don’t train them and they stay?”

Maybe you’ve experienced a communication plan that results in a lot of build-up and publicity during implementation, only to result in “radio silence” after the initial implementation is complete.

Dealing with people can be messy. People are human “beings” and not human “doings”, and don’t fit into neat little boxes. Because we’re human, emotions do play a part, so having emotional intelligence is important. People do want to do good work and achieve goals, but if they don’t know how to do the work or why the work is important, it can be a struggle.

This is why “people” is the most critical component of any ITSM implementation. People follow and execute processes, people work with tools and products, people work with partners and suppliers (which are made up of people too!).   People do the work that make organizations successful…or not. It’s widely acknowledged that people generally perform better when they know what is expected and why it is needed.   So why do organizations always want to skip or take shortcuts on the “people part”?

So if you’re just starting your ITSM implementation, or even if you’ve been on the journey for a while, invest in the “people part”. Here’s some of what you’ll get in return:

  • Improved motivation, which in turn drives better teamwork and engagement.
  • Improved customer experience.
  • Engaged team members vested in the success of the organization.
  • Improved reputation and credibility, as internal partners will want to do business with team members who are engaged and vested in the success of the organization.
  • Better management; when managers make investments in their people, their people feel valued and will want to follow them.
  • Improved results, because people do better when they understand what is expected of them.

Photo Credit:  Shutterstock

A solid communication plan is a great first step in investing in the “people part”.  Need some help defining your communication plan?  Download a communication plan template  by completing the form below!

[lab_subscriber_download_form download_id=4]

 

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