We are now at version v4, but the evolution does not stop: the framework has continued to adapt to business needs by mapping no longer processes, but individual practices in a value-oriented perspective, culminating in the concept of Enterprise Service Management (ESM).
It is a service management model that applies the principles and technology of IT service management to non-IT contexts (Legal, HR, Marketing, etc.) to add discipline, formalised methodology and automation to the way non-IT departments deliver services to internal customers.
How much more convenient would it be not to request a service using the same kind of self-service portal used to open an IT help desk ticket? And take advantage of IT's already established logic of structuring processes and measuring SLAs? Use cases may vary from company to company, but the contexts in which they can be applied have common denominators:
- the business function involved receives a high volume of similar requests from the entire organisation
- an approval must be provided to fulfil the request
- the time factor is decisive for successful service delivery and it is therefore essential to track it
Enterprise Service Management: increased adoption
A decisive role in the universal adoption of ESM was played by certain trends highlighted by recent research::
- large-scale deployment of ESM technologies
- the omnichannel and real-time experience to which social, chat and messaging have accustomed us
- the great automation capabilities offered by AI that can simplify and reduce workloads
- the evolution of hybrid customer care
- the best ability to quantify benefits from long experience in ITSM
- the proliferation of SaaS in response to the fragmentation of know-how
- the introduction of new CSOs (Chief Service Officers)
Over the past two years, Enterprise Management Associates (EMA) has conducted field research with over 600 IT leaders on the ESM-ITSM relationship: «The use of ITSM people, processes and platforms to support non-IT functions has almost universally positive results» said EMA analyst Valerie O'Connell.
In particular, there are areas in which it is particularly suitable: in legal services management (contract development, legal approvals, consultancy, etc.), in facilities management (equipment supply, approvals, etc.), in Marketing (support for distributed teams with resources and material, etc.) and in HR (onboarding, policy application and communication, holiday and leave approval, etc.).
But in concrete terms, i.e. when it comes to non-IT services, how should business service delivery be structured?
The Service Single Point of Contact and its advantages
We have said that business service management aims to facilitate the workflows and responsibilities of the various business functions involved. The best way to do this is to rely on a Service Single Point of Contact (SPOC), i.e. a single interface to manage requests and service delivery.
The user no longer has to worry about triggering the individual processes required to produce the service, but simply requests the service and the technology will connect the processes and approvals of the various business functions to produce it.
The advantages can be manifold:
- a faster and more effective delivery of services, thanks to simplified front-end management of requests and the elimination of redundant steps
- improved user satisfaction, thanks to the introduction of SLAs (Service Level Agreements)
- a reduction in management costs, with the introduction of shift-left approaches. With a single interface, we can delegate routine tasks to technology (AI and bots), freeing up resources with higher expertise.
- the democratisation of the service (self-help), making it accessible to users without the need for any more intermediaries. Through the interface, they can autonomously request resources and tools to solve their problems
- the correct measurement of processes in a unified service perspective to trigger improvement logics. This is the "measure to improve" concept.
Enterprise Service Management: why it is IT's responsibility
The responsibility for activating the Service Single Point of Contact must lie with IT. Why? The fact that service management best-practices originated within IT service management is not the only reason.
In recent years, companies have computerised their processes within tools (ERP, CRM, etc.) to facilitate faster integration and reading of information. IT is responsible for ensuring the availability and continuity of these systems.
Having said this, we can come to a fundamental conclusion: IT is at the heart of business processes. It has full governance, because all processes - now digitised - go through IT. But at this point, there are two paths open to IT. It can either undergo the digital transformation or lead it.
Mere cost centreor innovator? IT is a function that could be business-critical, that is not only operational but also strategic.