5 Key Takeaways on VeriSM™ – Making Digital Transformation Work for You

Simplicity, Tailor-Made: a VeriSM™ Explainer

Digital transformation can be a minefield of complexity, and as if to make matters worse, there are already a lot of frameworks out for managing various aspects of it. VeriSM is an approach that sits atop these frameworks, so it might seem as though only adds to this complexity.

Thankfully, it does no such thing. Rather, it makes it easier for users to take a step back and get a helicopter view of digital transformation. And that in turn can help them manage it more effectively.

This explainer outlines 5 key points to keep in mind as you think about how your organization can leverage digital transformation to receive the maximum benefits.

Let’s start by reviewing what digital transformation is in the first place:

“Digital transformation refers to the changes associated with the application of digital technologies to all areas of an organization, from sales to marketing, products, services and new business models.”[1]

This could be a recipe for both complexity and more than a little confusion. But VeriSM can be your new best friend: think of it as your new secret weapon for making digital transformation happen your way.

How? Here are those key points to keep in mind:

  1. Remember that VeriSM is about making digital transformation work across all areas of an organization.

“Really? But this is digital transformation. What could be more IT-ish than that?”

Well, that brings us to our second key point.

  1. The digital in digital transformation means “rooted in information technology, but applicable across the board.”

Again, VeriSM is about leveraging advances that have (merely) originated within IT. It is not about transforming only the IT domain.

“But surely an IT team should lead the change.”

Not quite. In fact, not at all. Which bring us to point number three.

  1. Everyone in the organization who has a stake in digital transformation needs to be involved in making it happen wherever they are.

That means in turn that no special IT skills are required to think about and help effect digital transformation

To put it another way: we are in the realm of user stories. For example:

As a member of the field sales team, I want to be able to promise delivery of any critical part within 48 hours.

“But wait a minute: the organization can’t just go making pie-in-the-sky promises to customers. Those promises need to be based on a clear understanding of what it can and can’t do.”

Exactly right. And the last two key enabling points are indeed about structure. Flexible structure—but structure all the same.

  1. On the one hand, under VeriSM the delivery of products and/or services still takes place along well-structured pathways.

For instance, starting with a set of customer requirements, the organization defines a service or product and plots the design out on a blueprint. It then produces and delivers the product or service in accordance with service-level agreements (see the example of above re the delivery of parts). Finally, it gathers and responds to, feedback from the customer (through iterative improvement and responding to queries amongst other things.

Note that nowhere along this path is there any mention of IT. And note, too, that this is not because IT is not present anywhere, but because it’s present everywhere, as the key enabler of each step.

  1. On the other hand, VeriSM is about ensuring that all structures are about enabling and empowering service and product delivery, rather than straitjacketing them. There are three layers to this overall structure:

    • The top layer, governance, “overarches every activity, keeping a strong focus on value, outcomes, and the organization’s goals.”[2] That is, it translates strategy into objectives. But this is done in such a way as to accommodate any delivery method already being used, such as Agile, Lean, or Waterfall, as long as the organization stays within what are called the “guardrails” of “service-management principles.”
    • The service-management principles translate the organization’s objectives into management activities that guide what is called the “management mesh.”
    • The management mesh, finally, is key to VeriSM’s flexibility: it covers a broad range of areas and activities, from the organization’s culture to its delivery processes and its tools, how it manages human and other resources and leverages emerging technologies and methods (methods such as SIAM and DevOps for example or emerging technologies including AI or the Internet of Things).

It is in the management mesh, then, that VeriSM really comes into its own. Each organization will have its own mesh, focused singularly on excellence, and fully tailored to the organization’s needs and those of its customers. And that is, in the end, VeriSM’s singular strength: it enables digital transformation, not as an end in itself, but as a means—the best we have so far—to meet and exceed the needs of the customer.

Now, what could be simpler than that?

 

For more information about what VeriSM™ is and who benefits from it and the links between VeriSM and digital transformation please take a look at the articles below:

Digital Transformation and VeriSM on CIO.com

VeriSM™ – What is it all about and who is it for?

[1] VeriSM Plus Course Lesson 1 Digital transformation

[2] Source: VeriSM in 3 Minutes – IFDC