We live in a world of norms, standards, rules, processes, procedures… with which it appears good to comply. And the workplace is no exception, far from it! I especially think of the rush to processes which are imposed by “those who think” on “those who do”.
In a previous article I introduced the 7 main difficulties young managers face as they take their first step on the management ladder. I feel that their situation deserves serious attention due to the potentially negative consequences it can have not only on the new young manager, but also on the business.
In this article, I discuss possible solutions.
When young employees achieve their first position that carries management responsibilities, they are, rightly, charged with pride, illusions and motivation. At last, they have entered the ‘promised land’ of management!
Sadly, in many cases, disenchantment quickly sets in because the road ahead is hard. There are many ‘potholes’ and the young manager is alone to face them.
To run before you can walk! One of the worst diseases of our times, and the world of ITSM (IT Service Management) is certainly not immune to it! No time any longer to learn and to understand. Everything must go faster and faster. We are so preoccupied with going faster that we end up forgetting where we are actually going. We lose the meaning of our endeavour, like the headless chicken continuing to run, not yet realising its head has gone.
This article follows on from the article «Frequent mistakes made when using processes», which I advise you to read first.
It is common for companies embarking on the great ITIL® ‘adventure’ (ITIL® is a registered trade mark of Axelos) to engage the services of external consultants to write their ITSM (IT Service Management) processes. As an ‘ITIL Expert’ myself, I cannot subscribe to this practice, even if it is commonplace.
The concept of process is at the heart of numerous modern managerial approaches and ITSM (IT Service Management) is no exception.
When really understood, process is a powerful concept with great force. By contrast, it can cause significant damage when put in the hands of managers that do not fully master its deep meaning. Unfortunately, it seems a majority of managers have lost the real meaning of processes, assuming they had it in the first place.
My goal in this article is to identify some frequent mistakes made in the use of processes that are indicative of this loss of meaning.
ITIL® is a bit like a fistful of sand, the tighter you hold on the faster the sand slips away!
(ITIL® is a registered trade mark of Axelos)
With evolution over the years, ITIL has become something of a minefield where it has become more and more difficult to ‘safely’ navigate. I have some pity for the newcomer trying to get a clear understanding of what ITIL is and what this framework of best practice can bring to an organisation in real terms!
The goal of this article is to summarise my view of the positioning of ITIL, based on over 15 years of experience in the field.
Walter Scott (Scottish author, 1771-1832) wrote,
Zig Ziglar (American author and public speaker, 1926-2012) went a step further and stated,
It would have really helped me to know these words of wisdom when I was a little girl, rather than having to learn it the hard way through the experience of life!
I had the pleasure to give a talk on this topic at the itSMF Belgium conference on 14th March 2013. I then wrote a white paper discussing these seven blocks, that I submitted to the itSMF UK 2013 Submission of the Year Award and… I won !