Integration of ITIL V3 Service Management Lifecycle Practices and Outsourcing
Organizations should do anything that gives them a competitive advantage. If it makes no difference to your organization that computing is done better, faster, more reliably, or more suited to your business, what you do and how you do it, go right ahead and outsource.
When people talk about outsourcing, I like to ask two questions.
1) Do you think your company profits from IT?
This is usually answered ďNo... or maybe sort ofĒ. Then I ask
2) Would it be profitable to solve business problems with technology?
Iíve never heard anything but a resounding Yes...
And yet, it is the same question. Businesses just donít know what to do with IT, because when you think IT, you think Office applications and desktop computers. But when you talk about how Technology can impact business, the conversation changes.
So, the challenge here is to start thinking about IT as a more holistic portion of a business, than as a discrete entity or help desk. Once that leap is made, decisions on what to outsource and what to keep inside take on a whole different shape.
Outsource things that cannot provide competitive advantage. Stagnant technologies that cannot be improved upon should go right out the door. Evolving technologies that you can uniquely harness for your purposes, on the other hand, have to stay inside. Knowing the difference, ultimately, is the big challenge for businesses.
In fact, thatís the big challenge for attempts at baseline standardization for things like ITIL. ITIL has some common wisdom and recommendations that can work in many circumstances, but there are just as many circumstances where ITIL compliance is a pointless drag on technology.
In short, ITIL should never be considered an end point... rather a handy place to start. If your IT isnít uniquely embedded into your business, you either donít need it, or you failed to embrace it... and itís usually the latter.
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