ITIL 4: Organizational Change Management

ITIL has directed my IT service management (ITSM) abilities and career, given me self-assurance, a checklist to use when planning an organizational transformation, and given me more professional credibility.

Career progress and training have gone hand in hand; the more we’ve learned, the more responsibility we’ve had and the more opportunities we’ve had to apply for various tasks.

Working in IT operations for more than ten years has also involved a variety of initiatives, from the rollout of a single application to a significant infrastructure move.

In the latter, a four-year project, methods, and procedures for managing IT services within the business had to be created from scratch. We needed to have this understanding of project management because the project was run utilizing the PRINCE2 methodology.

The scalability of PRINCE2, which connects it to ITIL by adopting an iterative progression and staged approach, is what You enjoy most about it.

ITIL 4: Best practice approaches and organizational change

Since best practices like ITIL collect knowledge and experience from years of organizational transformation, there is no need to invent the wheel.

In this situation, ITIL 4 demonstrates that organizations have moved past the stage when IT and business are distinct. This is the reason it’s important to have a comprehensive approach to systems and individuals.

It’s encouraging to observe, for instance, how important the principles of usability and human-computer interface are in ITIL 4, particularly in the organizational change management (OCM) practice. These days, this includes important indicators for gauging the success of change as well as the “softer” aspects of people.

Combining people and business elements in effective improvement and change

ITSM professionals risk missing the truth that the purpose of their work is to support people if they concentrate too much on technology and process for their benefit.

This is where the OCM practice activities in ITIL 4 are important:

One of our Covid-related transformation projects was centered on finding a strategy to manage the pandemic while getting ready for the new normal.

It was our responsibility to simplify the process of working from home, including technical changes like a new VPN solution, a move to laptops, and the adoption of video conferencing.

We adopted the OCM activities from ITIL 4 to accomplish this effectively:

• Urgency: It was obvious that we would need to immediately change.
• Stakeholder management: Multiple European regions, each with a different level of remote working maturity, were impacted by the transformation program. To collect everyone’s opinions, we established country-based groups with stakeholders from various business areas. These groups served as a conduit between the project management group and the various nations.
• Communication: To ensure that everyone was informed of the change communication, we had to do a lot of it using a different channel, including Yammer, team meetings, and virtual town hall meetings.
• Empowerment: This was a key area of focus, with national groups soliciting future-related suggestions from colleagues and exchanging views. Based on this, we gave them live training, completed surveys and quizzes with them, and made sure they had the tools they needed to operate remotely. Included in this was money for everyone to purchase appropriate home office furnishings.
• Resistance management: We encountered no opposition as we helped people work productively from home.
• Reinforcement: Although the application has made it simple to organize hybrid work meetings, the goal is always to bring individuals to return to the office when necessary.

The effectiveness of our program during the Covid time has made organizational change less daunting and significant now.

We encountered fewer problems as a result of the ITIL 4 OCM procedures since our employees felt that the business valued their input. If you use these strategies, Then think you’ve pretty well taken care of everything.

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