ITIL is crap.
That phrase is one of the frequent search terms that finds this blog. I have no clue why, as I have never used the term ‘crap’ before this post.
Of course the search term itself tells me nothing about the underlying issues those individuals are dealing with, but I am willing to bet that one of them is change.
In this blog, I primarily write about ITSM & ITIL, but it goes beyond just ITIL. In any internal business process change program, either via a framework such as ISO or Six Sigma, or a home grown solution, there is one significant issue we all face.
People hate change. Period.
There are probably a dozen ways that any process based initiative will fail, I will leave all those to smarter people than myself.
But in mid-market and smaller organizations, when it comes to change, there is often one particular event that is never seen; consequences.
Change & Consequences
Any initiative that looks at changing how people work requires new structures, new roles, adequate governance and clearly defined ownership. And each of these requirements implicitly (or explicitly if necessary) makes it clear what the responsibilities are, and the consequences if those responsibilities are not performed.
If there is a lack of responsibility and consequences, people instinctively return to the old way of doing things (i.e. the Rider & the Elephant in Switch by Chip & Dan Heath) As an example, a particular device frequently acts up? Often the famous ‘standing 10 count’ is used. (Turn it off, wait 10 seconds and turn it on again.) That may work, but there is zero knowledge obtained in how to fix the problem permanently. And the root of ITIL problem management is to do that, fix it permanently.
When it comes to managing change, the scale may be different for huge enterprises, but the problems exist in all businesses. People need to understand the message that the old band-aid and scotch tape method of IT service is not happening any more. People need to understand that the elephant is no longer in charge.
To get that change into the IT culture, there needs to be consequences.
Posts on ITIL, whether or not they include the term ‘crap’ are always popular – it’s a highly divisive concept. I consulted to a client where the ITIL proponents ultimately eliminated the term ITIL (they adopted IT Service Management instead) because it had become so tainted internally, especially at the IT leadership team level.
Your points about change are pertinent, but I respectfully disagree that “people hate change.” People make changes all the time, and for every one person that has a cautious, conservative approach to change, there is at least one other who embraces and even seeks out change!
But people don’t like BEING CHANGED! That’s a key distinction, IMHO. So, engage the people in the change, make clear to them why it’s beneficial to them (the old WIFM ingredient!) and they will flock to it – or at least, one third of them will. One third will fight it tooth an nail, and the middle third will watch to see how the mythical wind is blowing.
And that’s where your ‘consequences’ observation kicks in. If there are no positive consequences for those who embrace the change, and/or no negative consequences for those who reject it, then the middle third will likely reject it, the critical mass will never materialize, and the change is a lost cause.
Thank you for your comment Vaughan, and please disagree at will.
In this case I do agree with you, you are correct in that people will embrace change they wish to do. Having that first child is the largest change a young couple can possibly imagine, but it is made.
And I truly like your amendment that ‘consequences’ need not be negative.
I also prefer the IT Service Management term (ITSM) the goal is to improve ITSM, of which the library (ITIL) is simply one possible method or framework.
Best Regards and a happy New Year to you & yours!
Elliot