The service integrator’s primary responsibility and focus is to be accountable for the service, its availability and performance and to ensure it is aligned to the organization’s IT goals and objectives.
As more organizations realize the benefits and potential of a service integrator as a strategic ‘glue’ binding end-to-end services, it presents a new challenge for the retained IT department. This kind of a partnership requires the IT department to revisit its role and responsibilities, to reassess and upgrade the skills it brings to the table. It also needs to understand its new relationship with suppliers and other internal departments as a result of the introduction of a service integrator. Understanding the new expectations that the business has from retained IT is important, since it shall have to navigate these changes based on the organization’s business goals and changing dynamics within the IT landscape.
Change is unavoidable. But it is critical to understand how that change is managed and navigated. This paper addresses some aspects of this change and discusses the impact SI can have on retained IT.
Introducing a service integrator impacts the retained IT department in more than one way. It presents an opportunity to rethink the role that the retained IT department plays in the wider organization, and use the synergy between retained IT and the service integrator to enhance the entire IT organization’s contribution towards business goals.
Effective OCM is required to unlock the potential of service integration for delivering business value. This can be achieved through meaningful dialogue with the retained IT organization to ensure the change journey is seamless. OCM principles should be utilized to address the changes in the workplace relationships that drive the business.
Organizational maturity and readiness to adopt service integration is critical to an effective transition. So is a collaborative approach for arriving at roles and responsibilities between the service integrator and the retained IT. The chosen operating model and effective governance are key drivers of success for SI.