This is a very quick article to highlight some ideas from a presentation I gave in 2005 at the itSMF conference in Singapore. With the release of ITIL v3 and its increased detail and breadth of coverage. More than ever the question has been asked, "How do you implement ITIL?". The most clear answer I got was at the same conference from the then CEO of itSMF, Aiden Lawes. "ITIL Cannot be implemented!" Never a truer word has been said.

ITIL is a collection of IP representing some guidance on the processes, people and technology to support IT Service Management. IT does not provide the instructive level of detail required to implement and that is a good thing. From my last 8 years working with customers around the world. The difference in the issues, drivers and priorities that exist in different economic markets, cultures and industries is significant. To delve into more detail would immediately cause ITIL to divert away from its current relevance.

So whats the alternative. If you company has had to execute any significant organizational change or big IT project (eg. an ERP implementation) then it probably already has a change adoption process.

The image on the left highlights some of the things most organizations keep in the bag of tricks to help with this process.

So my favourite concept that underpins everything I do it "alignment". The industry press is full of quotes and the research organizations are full of data with info on what causes projects to fail. Big with non-quantifiable metrics would be two of the top 10. So I like the concept of the continuous improvement approach to adoption of ITIL. . Success is "all about" aligning your goals and requirements with the "customer" (however you choose to define that term) and unleashing the innovation within your staff. The critical concept of continuous improvement is to attack the problem one chewable chunk at a time. Process by process, service by service, what ever you urgency and goal requires.

Innovation is the key.. The missing piece of the puzzle which is lost for ever by companies that "outsource" this improvement process. There is alot of knowledge and creativity within the your current staff. They need some facilitation to let it out and a process to make there voice heard. Now BEWARE of the first big pot hole. DO NOT adopt continuous improvement methodologies religiously. They were mostly designed for the highly rigid environments of manufacturing. You need to follow the same approach you do with everything. Adopt, experiment and adapt.

One of my favourite methods for continuous improvement is based on SixSigma (I can hears the screams and uproar as I type). The adaption I have worked with which was also part of the GE culture is the use of facilitated workshops to execute smaller improvement projects. Its light, effective and mostly enjoyable. There are quite a few other key principles of Six Sigma that I like;

use internal staff to drive the change (Blackbelts)

measureable and quantifiable goals

lifecycle approach to change

stay externally focussed (not process focussed)

So the long and the short is; "Dont implement, ADOPT and ADAPT"..