Beyond Technical
"I just do what the user story and acceptance criteria says"
Increasingly I have noticed a trend in the ServiceNow community. There is a hefty appetite for technical content and how-tos. And that makes sense - the platform offers a broad and deep pool of customization and configuration options that are difficult to master fully.
One thing I am missing is a focus on the organizational and business aspects of ServiceNow. At its core the merit of ServiceNow - and any other platform - is proportional to its ability to support the business. And most platform-initiatives starts this way, though silos tend to happen and an alienation between IT and Business ('us' and 'them' tends to occur). This it not productive for an organization.
Another fun tendency I have noticed in my own work: the more I entrenched I become in the world of ServiceNow and its succesful application, the less it has been about making script includes and the more it has been about addressing the organizational and business context.
We - on the 'IT'-side - should take it upon ourselves to break down the barriers between 'us' and 'them'. All our work should be geared towards ensuring a healthy business, and 'they' should know this. They should know that there ultimatively is no 'us' and 'them', and that all efforts are going towards the same vision in the horizon.
To achieve this we need to accept that IT is not just IT; just as a CMDB only finds it merit when aligned with Business Services and Business Objectives. We need to accept that we, too, must have grasp on the 'whys' of our organizations. Only this way we can breach the divide, and only this way we can deliver IT moving beyond ourselves.
In this article, I aim to present the relationship between the essential elements of the excellence trifecta: strategy, operating model, and governance model. My intention is to offer insights into how these components, when harmoniously aligned, can contribute to an organization's success.
The Excellence Trifecta
Imagine an organization as a mighty ship traversing the vast oceans on an epic adventure. This ship represents the collective efforts of its people, striving to sail towards a specific point: a mystical island with a treasure trove of untold riches. The treasure symbolizes the ultimate goal and the sought-after business outcomes the organization aims to achieve. To embark on this ambitious voyage, the crew must share a unifying vision, and their strategy for reaching their destination is laid out in a treasure map, the organization's well-defined strategy.
Navigating the ship through treacherous waters and unforeseen challenges, the crew relies on the operating model, akin to the ship's blueprint, which includes the essential elements that keep the ship sailing smoothly. From oar shifts and sail usage to supply management and chain-of-command, the operating model outlines how the captain and the crew will execute their strategy to ensure the ship remains on course. Additionally, strategic stops at docks for necessary provisions and repairs represent the organization's ability to adapt and recalibrate as needed.
But a ship's journey is not complete without a robust governance model, which acts as a steadfast compass and a set of agreed-upon rules that guide the crew throughout their expedition. This vital component ensures that the ship's direction stays true to its intended course, as charted on the treasure map, and keeps the crew aligned, accountable, and focused on their shared objectives.
The governance model also acts as a lighthouse, illuminating potential hazards and enabling the crew to navigate around them. It steers the ship clear of any distractions or deviations that could lead it astray, ensuring that the organization remains resilient and steadfast in its pursuit of the treasure.
As the mighty ship and its crew forge ahead, united by their shared vision, strategy, operating model, and governance model, they brave the high seas, confident in their collective ability to uncover the treasure that awaits them. The synergy of these elements inspires and excites, promising a thrilling and rewarding journey filled with discovery, growth, and success. So, hoist the sails, and let the winds of change propel your organization towards its treasure island and beyond!
At the end, I hope you see that there is not much to knowing the what a strategy is, and how it relates to our operation and governance. They are but fancy words, and you do not need to be a management consultant to use or understand them. In fact, they are there to assist us all, ensuring that we are paddling our ship synchrounously and towards the same direction instead of in circles. Each wielder of an oar should know why, how, and where they are going.
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