� �
�
Includes a good relationship with the service provider Gives easy access to the service provider in case of issues Is paired with quick responsiveness of the service provider
… and so on and so forth .
Asking the customer what they value in a service is part of customer satisfaction surveys , which classically consists of endless numbers of questions about different aspects of the service that the service provider believes are important . These may or may not match the items that the customers find important and therefore I always find the answers to free-form questions ( e . g . “ What else do you want to let us know ?”) most interesting , as they will convey the true aspects of what value customers expect from a service .
In terms of the Integral Service Management Model , value is what all aspects from all quadrants in all their development lines should strive for . Value is also the reason why the services and the service provider exist , which is why the complete model originates from the wish to provide value and at the same time strives for the attainment of true value . In this sense , the model ’ s origin and end are the same .
internal view on ITSM and the external view on it . Both are important , with perhaps the external view needing more emphasis than the internal view , simply because traditionally ITSM has had this strong internal focus already . We therefore need to start from the perspective of what value the customer expects our services to deliver to them and then work gradually inwards to define the most appropriate service management system that supports both those expectations and the needs of the service provider itself .
The combination of ISO 20000 with the Integral Model ’ s four quadrants and overall development embedded in value with a primary focus on the customer completes the theory of the Integral IT Service Management Model .
Where is the Customer ?
You can ask after reading the preceding description of the Integral Service Management Model if this isn ’ t yet another ITSM model that is simply too much focussed on the service provider itself . In general , criticism on both ISO 20000 and ITIL has been that the focus of all ITSM efforts is too much on the internal organisation and forgets about the “ outside-in ” view : how does the customer experience the way in which the service is provided ?
It is this customer experience that can be integrated into the model by realising that all aspects of the model can be viewed both from the inside ( viz . the perspective from the service provider itself ) and from the outside ( viz . the perspective from the customer ). As an example , an incident management process is often designed to solve incidents as efficiently as possible , based on criteria set by the service provider itself . However , does this “ efficient ” design actually fulfil the customer ’ expectations about incident management ? The customer ’ s expectations may also be that incidents are solved as quickly as possible ( or rather : are avoided as much as possible ), but will also include a desire to get regular updates about the progress of solving an incident , enable smooth integration with their own incident management process , has integration with problem and change management and so on .
About the Author
Dolf van der Haven was born in Muiderberg , The Netherlands , in 1971 . Originally a Geophysicist , he has a wide background in IT , Telecommunications , Management , Psychotherapy and IT Service Management . He currently works as a Service Management Consultant at Verizon Enterprise Solutions and is Co-founder and Managing Director of Powerful Answers , a Service Management consultancy based in Bulgaria , The Netherlands and the Czech Republic . He is also a member of ISO / IEC Joint Technical Committee , Subcommittee 40 , which develops the ISO / IEC standard series 38500 ( Governance of IT ) and 20000 ( Service Management ).
Previous publications include The Healing Elephant ( 2008 in Dutch , 2009 in English ), about psychotherapy ; and The Human Face of Management ( 2014 ) about people management .
Dolf lives in Groenekan , The Netherlands , with his partner and their 75 chickens .
The message here is that we need to find a balance between the
10 itSMFI Forum Focus — December 2016