1. Four dimensions
Operational excellence is necessary to achieve consistent, effective, long-lasting product and services that benefit the consumer:
Organizations and people: clear roles/responsibilities, culture of experimentation and continual improvement, governance is defined and balanced, waste analyzed and removed; risk-based decision making
Information and technology: focus on high-value tasks; automation is deployed for repetitive/low-value tasks; integration across the organization to increase flow, transparency, information, knowledge
Partners and suppliers: enables collaboration leading to growth, innovation, continual improvement
Value streams and processes: identify gaps/waste within value streams; clear, repeatable, scalable, efficient, effective processes and practices
2. Competitive advantage
To gain a competitive advantage, use:
3. Continual improvement
Strategies based on improvement are not disruptive:
Continual improvement is incremental, may leverage innovation or some technology but is not disruptive (suitable for legacy environments and stable markets)
Must be part of every strategy, even with disruption as the goal, must have consistent, stable, improved products/services over the long-term
Improving suboptimal performance:
4. Automation
Use automation strategies to improve performance or expand operational activities to accommodate growth:
Automation commoditizes lower-level tasks, freeing up resources for other highvalue tasks: do more with fewer people, repurpose staff to other higher value roles
Include training/education as part of the automation strategy:
5. Service optimization
Service optimization aims to improve quality or performance of a service (continual improvement strategy)
Assess the service against expected performance (e.g. achievement of organizational objectives, fulfilling customer needs)
Deploy improvements only if the gap meets improvement criteria based on the strategy
6. Technology replacement modernization
Purpose: improve performance and efficiency
Replace aging equipment
Replace equipment that is too expensive to maintain
Restructure architecture that doesn’t support performance, functionality, business need
7. Sourcing strategies
Shadow IT: the use of IT-related hardware or software by a department or individual without the knowledge of the IT or security group within the organization:
Characteristics for sourcing strategies:
8. Workforce strategies
Workforce strategies impact operational excellence:
9. Employee 360 approaches
Similar to Customer 360 approaches:
Employee journey is important for employee experience
Ensure privacy when working with employee data – point is to improve working environment and not ‘spy’ on the employee
Go back to ITIL 4 Strategic Leader Certification Course: Customer/Market Relevance to finish this chapter or to the main page ITIL 4 Strategic Leader Certification Course.
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