In this THREE-PART SERIES, we will solve the equation that has been puzzling IT professionals ever since the acronym “ESM” gained traction on the Internet: Does ITSM + EAI = ESM?
In Part 1, we explain The Evolution of Enterprise Service Management (ESM). Services—in various forms—have been around for hundreds of years. There were (and still are) legal services, transportation services, cleaning services, repair services, government services, and many other forms of assistance that utilize the concept of leveraging additional resources to complete specialized tasks. Information Technology (IT) services, on the other hand, have existed for a much shorter timeframe.
Over the past few years, ITSM has evolved into a more general category of “Service Management,” by applying its principles to departments and areas other than IT. Enterprise Service Management (ESM), as it is known today, was born at the intersection where employees, customers, and managers realized the benefits that service management provides to a company and the services it delivers. But the real magic happens when we add Enterprise Application Integration (EAI) to the equation.
EAI is how we bridge the gap between disparate software programs by enabling data to flow from one application to another. When implemented correctly, EAI allows companies to realize the entire benefit of their software investments by utilizing data to its fullest potential. Thereby, this increases interoperability between the departments in your organization. EAIs help tear down inter-departmental boundaries and create a collaborative business ecosystem with a unified user experience. When an ITSM application—such as SunView Software’s ChangeGear IT Service Manager—is integrated with common business applications, the benefits sweep through your entire organization.
Part 2 of this series outlines the steps you should take for Shifting Your Corporate Culture from ITSM to ESM. Over the past few years, we have seen a noticeable change in attitudes toward software services. Employees are no longer looking for complex capabilities that they really do not need, but instead are asking for simpler solutions that “just work.” Employees prefer using an intuitive ESM system over sending emails to generic mailboxes because it prevents messages from getting lost between colleagues or being marked ‘read’ and forgotten. Shared mailboxes often receive thousands of messages every day. ESM makes service requests more manageable, and solutions can be tailored to each department’s unique requirements.
The change in attitude toward software services can be directly attributed to a shift in corporate culture. But how do you shift an entire culture? Changing your company’s culture requires a movement—not a mandate. For organizations seeking to implement an ESM system, cultural change is often the most challenging part of the transformation. Service management demands new behaviors from C-level executives and employees that often work against “traditional” corporate culture, which is historically focused on operational excellence and efficiency.
Finally, Part 3 explains the main steps (along with a few best-practices) that you should follow to Build a Strong Enterprise Service Management (ESM) Strategy. Service management principles have rapidly evolved beyond just IT processes, which used to be their primary focus. Unlike your IT department, Human Resources, Finance, and other areas have always provided services but were never accustomed to using frameworks or principles to manage the delivery of those services. Over the past few years—and more recently, in the year 2020—we have seen a significant increase in the adoption of ITSM concepts and IT Infrastructure Library (ITIL) best-practices in other departments throughout organizations.
In this final segment of our three-part series, we suggest eight steps you can follow to help successfully implement an ESM solution in your organization.