the importance of anchoring process change once it is done http://blogs.pinkelephant.com/index.php?/troy/C26/

"Unless the individuals / departments and organizations believe they are being measured and held accountable for the process in a real and tangible way that actually has consequence, they will resort to the path of least resistance... the chances are you have not created the necessary organizational structures, governance roles and performance measurement systems to actually make people believe they have to follow the processes or else suffer the consequences."

Cultural change is so essential to ITSM that ITIL and COBIT and ISO20000 should have a practice (what ITIL would call a "process") devoted to it. How about calling it "Service Excellence"?

What would service excellence do?:

• educate on the need for cultural change
• culture change strategy and plan
• run a programme of cultural change: communication, education, motivation
• audit and review culture change
• ensure cultural change forms at least a third of the effort/investment of projects

Four steps to adopting behavioral strategy

1. Decide which decisions warrant the effort

the judicial analogy is instructive. Just as higher standards of process apply in a capital case than in a proceeding before a small-claims court, companies can and should pay special attention to two types of decisions.

From this important article by McKinsey https://www.mckinseyquarterly.com/Operations/Performance/A_better_way_to...

CIOs, COOs, and other service executives should have a clear game plan to avoid wasteful investments in technology. Before they act, they should consider the following:

Identify value drivers. Determine the areas—across service supply chains, back-office workflows, mobile workforces, and centralized workforces—where IT automation is likely to produce marked improvements.

Space shuttles shatter. Bridges buckle. Hotel walkways collapse. Levees fail. An offshore oil rig explodes, creating the biggest offshore oil spill in U.S. history.

The common thread often is technological arrogance and hubris. It's the belief by those in charge that they're the experts, that they know what they're doing is safe. Add to that the human weaknesses of avoidance, greed and sloppiness

http://www.technologyreview.com/wire/25795/?nlid=3235

2 types of problem resolution:

Problem focused
Solution focused
Most of us tend to use option 1 but her study has shown that when you use a Solution focused approach the average MTRS was much lower...

...case studies of aid projects that failed (as in - didn't achieve the positive outcomes they expected) because they only focused on the things that were going wrong... rather than asking the questions why certain things and certain people succeeded in spite of their situation...

...is pretty simplistic once you look into it but I like the term "change guardians"

From itSMF USA Newsletter 28/4/10 by Bianka Shah and Loy Allen, Dell

Appears to be descended from Perot Systems ideas

From Pink Elephant's ITIL Process Implementation Strategy White Paper

By mandating that departments have to work as cross-functional teams instead of systems
based silos, a variety of fundamental changes need to take place:
o Defined and repeatable cross-departmental processes need to be overlaid
across hierarchal silo-based and system-based organisational structures,
effectively creating a matrix organisation