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Top 10 Types of Resistance to ITIL Improvement Initiatives

Resistance Is The Cause Of Failure

Many ITSM improvement programs fail, and many of those failures can be attributed to resistance. According to Forrester, a recent report showed that 52% of ITSM initiatives failed because of resistance from inside the organization itself. Paul Wilkinson lists the 10 top types of resistance that often ends the success of ITIL improvement initiatives:

  • No management commitment
  • Saying “Yes” but meaning “No”
  • ITIL is the objective (not what it should achieve)
  • No continual improvement focus
  • Not following the ITIL procedures
  • Believing ITIL couldn’t possibly work
  • Only “hoping” people will follow ITIL
  • IT thinking it doesn’t need to understand business
  • Inability to specify business value
  • Users set highest priority for all efforts

Communication & Understanding

Wilkinson then goes on to elaborate on each of these points, explaining how each of the ten types of resistance plays out within an organization. For instance, after listing “IT thinks it doesn’t need to understand the business to make a business case,” Wilkinson explains: 

<em>A survey using the ABC cards [a set of cards used to determine the attitude, behavior and culture on IT projects]to identify the top ABC within IT organizations reveals as the number 1 roadblock that 'IT has too little understanding of business impact and priority'. Partly this is compounded by the fact that IT is still too 'internally focused'. Often there is a business case or set of metrics and measures.  However they are generally 'internally focused' and have too little customer or service focus. There is no real relationship with business 'value', 'outcomes', 'costs' and 'risks'. IT may argue that the measures accomplish this.  But go and ask the BUSINESS if they agree that these are indeed the measures, value and outcomes they require.  

Each of these ten show a lack of communication or understanding between the business and IT, all of which could be resolved through a more intelligent and diligent process for ITSM implementations.

Read the whole article here:

About Matthew Kabik

Matthew Kabik is the former Editor of Computer Aid’s Accelerating IT Success. He worked at Computer Aid, Inc. from 2008 to 2014 in the Harrisburg offices, where he was a copywriter, swordsman, social media consultant, and trainer before moving into editorial.

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