Roman Jouravlev examines the elements behind the rise of ITSM within a company and considerations that must be made in the decisions around how to build and maintain a healthy ITSM practice. As stated in the post, ITSM is simply a way for communicating with and working for the business, and keeping activities done in support of the business in order. However, the post mentions consistently that the influence of a formal ITSM practice is commiserate with the size of the company and the needs of IT to support it:
As a company grows, it needs to manage its resources and therefore creates an organizational structure. As soon as the organization structure reaches the extent where it starts losing control, the need for process formalization arises. But by this time many organizations forget about the outcomes and make resource management their ultimate goal. Quite likely this leads to poor quality of service and finally to the failure of the business. Somewhere on the way the company realizes it and tries to return (or “implement”) service orientation. Since responsibility for the end-to-end services means ability to manage service quality across the whole company, processes become a prerequisite for a service-oriented management system.
In the end, Jouravlev explains that it comes down to the business and the IT organization that supports it: ITSM is a great vehicle to help draw the two into a constant and healthy communication, but it certainly isn’t the end-all, be-all answer. Recognizing the right ITSM solution (in size and in complexity) is important for growing alongside the business.