Are you setting your IT transformation up for success?

michael-garrett2.jpgThe other day, I was talking to a customer in China about the implementation of a service management platform that would help them automate services and reach resolution more rapidly. Now, this customer has more than 1 million employees in the country. At this scale, the challenges are not just technological but affect people and process as well.

 

As head of HP Professional Services, I frequently meet with customers like this one in China. Our customers are thinking about the next level of impact, such as how IT must now develop for mobile and social media apps because clients now engage through those mediums. Or they’re grappling with how cloud is now forcing IT out of the IT service portfolio decision-making conversation, which is now led by the line of business.

 

When it comes to complex IT projects like the one above, technological expertise counts, of course. But the dialogue we have with our customers goes beyond a particular technology; it’s about strategic transformation rather than making one discrete change. Because our relationship with customers is through the entire lifecycle—supporting an-end to-end journey that delivers customer success and referenceability–we see the entire transformation journey.

 

The 3 biggest customer challenges around transformation

In my role, I’m able to see the transformation journey from the point of view of both our customers and our experts. Based on this experience, I’ve seen these three challenges for enterprises engaged in IT transformations:

 

  • Most underestimate the management change required. In Professional Services, we take management of organisational change seriously in our projects. Change is difficult, particularly complex or far-reaching changes, such as the adoption of cloud services. We’ve seen how proactively and effectively managing change can help organisations achieve much more rapid ROI on transformation projects. The dismal numbers about how many IT projects fail (that is, come in over budget, arrive late or don’t achieve the envisioned results) make this particularly crucial.

 

  • They engage in step changes rather than actual transformation. Many enterprises tend to stop at the technology instead of the end solutions.(One of our experts, Tony Price, has blogged about this tendency, and how a series of step changes actually multiplies the opportunities for things to go wrong).

 

  • They “bend” the technology rather than the organisation. Instead of looking to implement software out of the box (OOB)—and thereby achieve benefits from best practices and opportunities for accelerated speed to value—leaders accept excessive change into the project. They bend the technology to fit the current organisation instead of raising the organisation to a best practices level. If you’re looking to transform your IT, you should strive for OOB implementation.  (I’ll write more about this in a future blog post.)

 For those of us in enterprise IT, it can often feel that change is made quite slowly: the analogy to turning a battleship around comes to mind. But large-scale IT change is possible, and indeed necessary for enterprise IT to be in position to face future demands. Our Professional Services IP is built from achieving these end-stage successes and finding repeatability from the process we go through with each customer.

 

Learn more about HP Software Professional Services

 

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