For many organisations, expenditure towards IT is often a sticky subject – there never seems to be a big enough budget for IT related projects. This is especially true when these concern Service Management. Whereas it is easier to justify spend for hardware or software that needs to be updated or refreshed, Best Practice has always been more difficult to sell to the CFO.
This hasn’t always been the case. A few years ago, before the credit crunch, many organisations invested in ITIL training and qualifications for their own internal personnel. It was ‘the thing to have’ – but things have radically changed now.
With tighter IT budgets and an increasing need for improved efficiency in this unstable economic climate, a great number of organisations are nowadays less interested in buying Service Management training for their in-house staff.
Putting staff through Service Management training is not only expensive and time consuming, but also not particularly effective on its own: even with the best qualifications, they would still lack that real-world experience that is so important for a successful outcome.
In the same way, ITIL is being seen as self-obsessed and often being thought as a mere money machine. There is an increasing awareness that Best Practice frameworks need not to be taken as a step-by-step guide – there is a growing necessity for the common-sense principles to be tailored and adapted to a specific IT environment.
What organisations are looking for is not to have the whole ‘knowledge pack’ but rather direct access to relevant knowledge and experience – an expert that can analyse their environment and tell them what aspects of ‘Best Practice’ would benefit their company. They don’t want to buy books, they want to buy expertise – and this is where Service Management consultancy comes into the picture.
An external Service Management professional will have both the knowledge and the experience, often more extensive than any in-house staff could have. This is because they will have worked with different clients, and therefore seen various environments and shared several experiences.
They can compare an organisation with others with a similar or completely different system and give them advice on what would work for them, what kind of improvements they should make and what their strengths and weaknesses are.
In a world where everything within IT is becoming ‘on demand’ – software, platforms, databases – it seems Service Management couldn’t avoid following the trend, which has become a necessity for organisations living in constant fear of a double dip recession.
Consultants can help by offering direct access to their knowledge base and the appropriate guidance for specific projects. This way, organisations will only ‘buy’ the knowledge and experience that is relevant to them and only for the necessary length of time to complete their project.
In particular, organisations now want a collaborative approach. They want an expert that can help them understand if their ideas are feasible, convenient and efficient and how best to achieve the results they aim at. They can show them what to do, train their staff and support them every time there is an issue, but without the financial burden of being there all the time.
Although very current, this ‘Cloud Consultancy’ is not anyone’s cutting-edge invention. It can instead be seen as the result of the current economic climate: organisations need on-demand resource, knowledge and experience with built in flexibility. It is a natural development to suit these times of economic uncertainties, and provide organisations with the necessary tools to grow and pursue success.