To deliver more value faster, businesses have decentralized their decision-making systems and organizational structure in recent decades, giving more control to smaller value-creating divisions.
One fundamental concept is to create the Agile enterprise, which receives instant input from the target markets & has the decisional competence as well as resources to respond more quickly as a consequence. In reality, Agile delegated power, decision-making, and responsibility to people closest to the information.
Today, many corporations that have decentralized their decision-making centers, business processes, and organizational structure discover that they can only be as swift as their centralized IT and software delivery permits them to be in a digital environment.
Companies must accelerate their digital transformation to capitalize on new possibilities associated with digitalization in rapidly changing markets or simply to cope with the digitally advanced competition. With IT and software embedded across every value chain, they must discover methods to offer dependable software more quickly to fuel their transformation.
But it’s not that simple. These are genuine concerns that require real answers from businesses. Many businesses put off their transition because they are afraid of making the problem worse. Others are unsure about where to begin or what to do.
On the other side, some firms have successfully turned into digital leaders, delivering digital products & services to their consumers daily with best-in-class dependability and quality indicators.
According to ITIL 4, there is no distinction between “the business” and “IT” in a completely digitalized corporation. However, not all businesses are fully digitalized. So, how does eliminating the IT department help this goal?
Despite the seeming “democratization” of technology, organizations nevertheless require a certain level of technical skill.
Consider this: many employees struggle with fundamental hardware & software functions, much alone anything more complex.
Decentralized IT frequently leads to greater costs and risk. In a university hospital, for example, where “shadow IT” is common, everyone who pulls together the funding receives what they want. Potential security threats such as these, as well as others, must be tackled in a coordinated & controlled manner.
Remember that you seek the speed of decentralized teams without the added costs, operational or security concerns.
ITIL 4 Solutions – Potential Best Practices
ITIL 4 introduces a non-prescriptive methodology and recommendations that may be utilized regardless of whether your IT situation is centralized or decentralized.
For example, if an organization has a centralized IT department that is reportedly too bureaucratic & not agile enough, ITIL 4 concepts such as value streams come into play: ensuring that hand-offs among processes involving various teams are minimized. It further improves communication and removes waste in a way that rejoices the customer, particularly during onboarding.
If the IT department is criticized for being inattentive and out of touch with the company, ITIL 4 demonstrates how IT must anticipate business demands through conversation with business leadership.
The bigger problem in decentralized IT is a lack of control over risk, expense, and system duplication.
A strong DevOps VSDP (value stream delivery system) handles platform-wide issues once and for all, allowing teams to focus on business-specific issues. A successful DevOps VSDP carefully selects technology so that teams across enterprises do not replicate that work individually while preserving some flexibility to solve business-specific problems.
ITIL 4 concepts, such as the service value system & service value chain, take into account the whole IT ecosystem through a service management office that promotes best practices. This can provide better control over the funding of digital services, but without specifying how strictly the governance should be enforced.
Furthermore, ITIL 4 incorporates concepts from the agile manufacturing world: detecting and reducing waste that might seep in with decentralized IT over time.
To centralize or decentralize?
Selective outsourcing, some targeted dispersed IT, or embedding components of IT, such as product development teams, throughout an enterprise, are all viable options.
The “no IT” (decentralized) strategy frequently works best in businesses with a small number of workers, few regulatory challenges, and few goods and services to provide. However, they frequently struggle to juggle and manage several third-party vendors who handle goal enabling technology.
Finally, the issue of “is it the perfect time to get clear of the IT department?” is false; instead, we should consider how to efficiently integrate IT into organizations and extract more value from it.
Read a Blog post: Building Value Co-Creating Communities With ITIL 4
So, how to decentralize software delivery?
There are three major initiatives to consider:
- Decentralize software by dividing it into modules that may be deployed separately. Dismantle the monolith. Build your architecture around microservices. Make use of cloud-native patterns.
- The structure should be decentralized. Use small, autonomous teams that are responsible for a product/service or value stream from beginning to end. Teams should be mapped to microservices.
- Decentralized units should be given complete ownership. Scale DevOps & Agile with build-run teams. You write the code. You give it a shot. You put it to use. It wakes you up at 4 a.m. on a Sunday.
The monolith’s capabilities are split down into manageable microservices that may be controlled and delivered separately using microservices. Larger teams divide into smaller, independent groups with fewer, more defined duties. Individual units are responsible for a specific collection of microservices that are driven by a business viewpoint, such as using a domain-driven design (DDD) methodology.
How can ITIL help?
ITIL 4 may be used to assist your team members in understanding why certain tasks should be done in a specific manner. It demonstrates how the various practices interact to form a value chain & support the entire service lifecycle. And what you want is to enhance services to provide value constantly. If you do this, your employees can be proactive leaders of the services & service management processes rather than passive followers, and the customers will praise them.
Leveraging ITIL 4 in such a manner that it “makes sense” to the entire organization is a fast route to the organization’s success and, as a result, future-proofing the environment for the IT staff.
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We are an AXELOS Authorized Training Organization (ATO) that offers the learner a complete portfolio of ITIL online training & certification programs. Our ITIL 4 Foundation certification course is considered one of our portfolio’s most sought-after online training programs.
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This ITIL training course will cover the following concepts:
- The concept of a service
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- Service value system
- Service value chain
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- Service management practices
- Technical management practices
The ITIL 4 Foundation course is strongly recommended for IT experts, service desk specialists, corporate executives, executive leaders, service management experts, Incident management staff, problem managers, business relationship executives, change managers, quality improvement specialists, and anyone interested or engaged in the application of ITIL® 4 concepts and practices.