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1. USM Thought Of The Day [49]: "Using ๐ญ๐ก๐ ๐ญ๐ซ๐๐๐ข๐ญ๐ข๐จ๐ง๐๐ฅ ๐๐๐๐ ๐ฌ๐ญ๐๐๐ค is a symptom of the ๐จ๐ฎ๐ญ๐๐๐ญ๐๐ ๐ญ๐ก๐ข๐ง๐ค๐ข๐ง๐ of the previous century. Layered architectural models do not lend themselves for a holistic description of reality. Modern organizations are determined by ๐ข๐ง๐ญ๐๐ซ๐๐๐ญ๐ข๐จ๐ง, not by ๐ญ๐๐๐ก๐ง๐จ๐ฅ๐จ๐ ๐ข๐๐๐ฅ ๐ก๐ข๐๐ซ๐๐ซ๐๐ก๐ฒ. Therefore, their architecture should be based on an ๐ข๐ง๐ญ๐๐ซ๐๐๐ญ๐ข๐จ๐ง ๐ฆ๐จ๐๐๐ฅ." Read the LinkedIN post on layered models.
2. USM Thought Of The Day [50]: "To create ๐ญ๐ก๐ ๐ฆ๐จ๐ฌ๐ญ ๐๐๐๐ข๐๐ข๐๐ง๐ญ ๐ฌ๐๐ซ๐ฏ๐ข๐๐ ๐ฆ๐๐ง๐๐ ๐๐ฆ๐๐ง๐ญ ๐ฌ๐ฒ๐ฌ๐ญ๐๐ฆ... youโll have to ๐ซ๐๐ฆ๐จ๐ฏ๐ ๐๐ฅ๐ฅ ๐ซ๐๐๐ฎ๐ง๐๐๐ง๐๐ฒ from the elementary level of the ๐ฉ๐ซ๐จ๐๐๐ฌ๐ฌ โ as USM does". Redundancy is the ๐๐ซ๐๐ก๐๐ง๐๐ฆ๐ฒ of an efficient service system, and USM understands that we need to remove any duplicated efforts to create the best possible service. So, cut out the fat and make the process lean and mean! And removing that โfatโ also removes all ๐ฉ๐ซ๐๐๐ญ๐ข๐๐-๐ฌ๐ฉ๐๐๐ข๐๐ข๐ ๐๐จ๐ฆ๐ฉ๐จ๐ง๐๐ง๐ญ๐ฌ of the process model, so the result will fit any line of business, any size, and industry. This is the unique effect of the USM Process Model, ๐กโ๐ โ๐๐๐๐ก ๐๐ ๐๐๐ฆ ๐๐๐๐๐๐๐๐๐๐ก ๐ ๐ฆ๐ ๐ก๐๐.
3. USM Thought Of The Day [51]: โ"For a mature, customer-driven service provider, processes are customer-relevant, not just internal actions. From a customer perspective, these internal โprocessesโ are of no interest at all. They may be important for the service provider, but itโs internal fuzz." Internal steps always have a different stakeholder than the initial customerโฆ.For that reason alone, theyโre not processes in the context of customer driven services. Check requirement 5 of the 10 requirements for something to be called a process. And read the free e-book โDemystifying the term PROCESSโ.
4. USM Thought Of The Day [52]: "Processes are not depending upon practical conditions". If a process depends on practical conditions, then it isnโt a process, it's a practice: a localized procedure or a localized work instruction. USM makes a distinction between the generic process and its application in any particular condition. It may seem like a minor detail or just semantics, but itโs key to understanding how real processes can be defined in a universal, generic way, and how these can be applied to any and every kind of practical issue. Read the 10 requirements for something to be called a โprocessโ and learn this: "#ITIL does not explain the concept of process; ITIL only specifies practices".
5. USM Thought Of The Day [53]: "Technology should ๐ฌ๐ฎ๐ฉ๐ฉ๐จ๐ซ๐ญ people and processes, not ๐๐๐๐ก๐๐ก๐ them. Tech is the ๐ก๐จ๐ฐ, not the ๐คโ๐ฆ." Tooling should help ๐ซ๐๐๐ฎ๐๐ ๐๐จ๐ฆ๐ฉ๐ฅ๐๐ฑ๐ข๐ญ๐ฒ in organizations - not enhance it. Unfortunately, vendors make more money providing complex solutions with ๐ฌ๐๐ฉ๐๐ซ๐๐ญ๐๐ ๐ฆ๐จ๐๐ฎ๐ฅ๐๐ฌ for similar purposes. And what is even more unfortunate, buyers do not realize they are being led by the nose. A service organization can automate all their service management tasks with ๐ง๐จ ๐ฆ๐จ๐ซ๐ ๐ญ๐ก๐๐ง ๐ ๐ฆ๐จ๐๐ฎ๐ฅ๐๐ฌ: a flexible workflow engine supporting the 8 USM workflow templates, and an integrated managed infrastructure register ('CMDB'), saving lots of effort and cost. Read 'technology' on the USM Wiki
6. USM Thought Of The Day [54]: "The first level in the USM Value Maturity Model is ๐๐๐๐ก๐ง๐จ๐ฅ๐จ๐ ๐ฒ-๐๐ซ๐ข๐ฏ๐๐ง... Success is measured in terms of how much profit the provider makes. ๐๐ก๐ ๐๐จ๐ง๐๐๐ฉ๐ญ ๐จ๐ โ๐๐ฎ๐ฌ๐ข๐ง๐๐ฌ๐ฌ ๐ฏ๐๐ฅ๐ฎ๐โ ๐ข๐ฌ ๐จ๐ฎ๐ญ-๐จ๐-๐ฌ๐ข๐ ๐ก๐ญ.". At the lowest level of the USM Value Maturity Model, providers are all about technology, and their profit. This is called โ๐๐ฉ๐๐ซ๐๐ญ๐ข๐จ๐ง๐๐ฅ ๐๐ฑ๐๐๐ฅ๐ฅ๐๐ง๐๐โ, a typical ๐๐๐ก๐๐๐๐๐๐๐ฆ focused driver. USM tells us that we need to move away from this limited way of thinking, to see the ๐ฃ๐๐๐ข๐ that is being created for the customer as the ultimate goal, not just ๐๐๐๐๐๐ก. The higher you evolve in the maturity model, the more you are driven by creating customer value.
7. USM Thought Of The Day [55]: Enterprise Architecture starts with the architecture of the organization (people, processes, tools, practices), and only after that, comes the architecture of the solutions (infrastructure and services). Read USM's Service Management Architecture.
8. USM Thought Of The Day [56]: "In ISO27001, the redundancy between "๐ซ๐ข๐ฌ๐ค ๐ฅ๐๐ฏ๐๐ฅ" and "๐ซ๐ข๐ฌ๐ค ๐ฉ๐ซ๐ข๐จ๐ซ๐ข๐ญ๐ฒ" creates confusion and unnecessary complexity in ๐ซ๐ข๐ฌ๐ค ๐ฆ๐๐ง๐๐ ๐๐ฆ๐๐ง๐ญ, as both terms fundamentally assess impact and likelihood and transfer that into a resulting ๐ฏ๐๐ฅ๐ฎ๐ย (mostly a figure like 1, 2, 3 or a term like low, medium, high, without clear differentiation in application)." The USM Methpd explains that ๐ ๐ฌ๐ข๐ง๐ ๐ฅ๐ ๐ฉ๐ซ๐ข๐จ๐ซ๐ข๐ญ๐ฒ ๐ฆ๐๐๐ก๐๐ง๐ข๐ฌ๐ฆ needs to applied to all service management actionsย ๐ญ๐ก๐ซ๐จ๐ฎ๐ ๐ก๐จ๐ฎ๐ญ ๐ญ๐ก๐ ๐จ๐ซ๐ ๐๐ง๐ข๐ณ๐๐ญ๐ข๐จ๐ง, for the sake of an integrated management system and for the benefit of all involved operators.
9. USM Thought Of The Day [57]: "People are talking about ๐ฌ๐ฎ๐ฉ๐ฉ๐ฅ๐ฒ ๐๐ก๐๐ข๐ง ๐ฆ๐๐ง๐๐ ๐๐ฆ๐๐ง๐ญ, ๐ฌ๐๐ซ๐ฏ๐ข๐๐ ๐๐๐จ๐ฌ๐ฒ๐ฌ๐ญ๐๐ฆ๐ฌ, and interoperability all the time - without understanding the basics of what that requires. ๐๐ ๐ฒ๐จ๐ฎ ๐ฐ๐๐ง๐ญ ๐ฌ๐ญ๐ซ๐จ๐ง๐ ๐๐ก๐๐ข๐ง๐ฌ, ๐ฒ๐จ๐ฎ ๐ง๐๐๐ ๐ฌ๐ญ๐ซ๐จ๐ง๐ ๐ฅ๐ข๐ง๐ค๐ฌ." Haven't heard of the concept of the link yet? Find out here.
10. USM Thought of the Day [58]: "Where do you find the combination ofย the terms ๐๐ข๐ฆ๐ฉ๐ฅ๐, ๐๐จ๐ฆ๐ฉ๐ซ๐๐ก๐๐ง๐ฌ๐ข๐ฏ๐, ๐๐ง๐ญ๐๐ ๐ซ๐๐ญ๐๐, ๐๐จ๐ง-๐ซ๐๐๐ฎ๐ง๐๐๐ง๐ญ, and ๐๐ง๐-๐ญ๐จ-๐๐ง๐, all in one approach?" More info on benefits and deliverables of the new thinking of USM (video).
11. USM Thought Of The Day [59] โ "๐๐ก๐๐ญ ๐๐จ ๐ฒ๐จ๐ฎ ๐ ๐๐ญ ๐ฐ๐ก๐๐ง ๐๐ ๐๐ฎ๐ญ๐จ๐ฆ๐๐ญ๐๐ฌ ๐ฒ๐จ๐ฎ๐ซ ๐๐๐๐ฅ๐ฒ-๐ฌ๐ญ๐ซ๐ฎ๐๐ญ๐ฎ๐ซ๐๐ ๐ซ๐จ๐ฎ๐ญ๐ข๐ง๐๐ฌ? I donโt think I need to answer that question. Youโll probably get it by just ๐๐๐๐๐๐๐ย the question. This puts the finger on a question that is much bigger than AI: ๐๐จ๐ฐ ๐๐จ ๐ฒ๐จ๐ฎ ๐จ๐ซ๐ ๐๐ง๐ข๐ณ๐ ๐ฒ๐จ๐ฎ๐ซ ๐ฐ๐จ๐ซ๐ค ๐ข๐ง ๐ญ๐ก๐ ๐ฌ๐ฆ๐๐ซ๐ญ๐๐ฌ๐ญ, ๐ฆ๐จ๐ฌ๐ญ ๐๐๐๐๐๐ญ๐ข๐ฏ๐ ๐๐ง๐ ๐ฆ๐จ๐ฌ๐ญ ๐๐๐๐ข๐๐ข๐๐ง๐ญ ๐ฐ๐๐ฒ?" Spoiler alert: the answer is not '๐ค๐๐กโ ๐ด๐ผ'.
12. USM Thought Of The Day [60] [Dutch] โ Zo lang functioneel beheerders nog steeds niet in staat zijn om concrete en heldere ๐๐๐ฌ๐ฉ๐ซ๐๐ค๐๐ง te maken over hun ๐ฉ๐ซ๐๐ฌ๐ญ๐๐ญ๐ข๐๐ฌ, blijven ze roepen dat ze te weinig mandaat hebben en wel verantwoordelijkheid dragen. Dat typeert ook de laatste golf van aandacht voor functioneel beheer. En daarmee laat het vakgebied alleen maar zien dat het ๐๐ ๐๐๐๐ ๐๐๐ ๐๐๐๐ ๐๐๐๐๐๐๐๐ ๐๐๐ก๐ค๐๐๐๐๐๐๐๐ nog steeds in de kinderschoenen staat. Het kan gelukkig ook anders: je kunt functioneel beheer uitstekend professionaliseren, mits je weet hoe je een dienstverlenend domein gestructureerd inricht. Dat zie je helaas alleen terug bij professionele dienstverleners die van functioneel beheer hun vak hebben gemaakt (zoals onderstaande video laat zien), en niet bij interne FB-teams (zoals de laatste klaagzang in dit artikel illustreert).
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