Although IT service management, enterprise service management and digital service management are focused on improving organisations’ management capabilities — and are often used in tandem — they all serve different functions with digital enterprises. Differentiate between ITSM, ESM and DSM to future-proof your IT services and gain a competitive advantage.
As technology continues to revolutionise how organisations operate, the need for more effective service management frameworks is growing. Every new IT and business service adds an extra layer of complexity — and new points of failure — that can complicate an already crowded management workload. To take full advantage of cloud transformation, data analytics, automation, and other innovations, organisations must carefully consider how on-demand services fit into their broader IT management strategies.
Although roughly 87% of senior business leaders believe digitalisation is a top priority, according to research from Gartner, only 40% of polled organisations have reached scale for their digital initiatives. This gap between ambition and achievement can cause significant disruption for employees, business partners, and even customers. To prevent digital transformation projects from stalling or growing out of control, business leaders must incorporate proven IT and service management principles into their decision-making.
Of course, finding the right set of processes can be challenging, as each organisation has its own unique needs, operational limitations and budgetary constraints. What’s more,more than 90% of companies use technology to modernise their existing business model vs. transforming it, notes Nigel Fenwick, vice president and principal analyst for Forrester. To remain competitive, enterprises must scale up their management capabilities in ways that enable end-to-end visibility and control over key IT assets, whether they’re running in the cloud or on private networks. That’s where ITSM, ESM and DSM come into play.
Although IT Service Management, Enterprise Service Management and Digital Service Management are focused on improving organisations’ management capabilities — and are often used in tandem — they each serve different functions with digital enterprises. Here’s a breakdown of the differences between ITSM, ESM and DSM:
IT Service Management
IT Service Management (ITSM) refers to the activities organisations perform to develop, coordinate, deliver and control IT services that their employees and customers use. This includes all the processes needed to deploy these services and manage them in the long term, enabling end-to-end oversight of key applications and data stores.
At their core, ITSM principles are built on the belief that business IT should be delivered as a service. However, unlike other management frameworks, ITSM has historically been concerned with IT-oriented departments and the technology itself. ITSM teams ensure an organisation’s IT services and workplace technologies are efficient, cost-effective and performing reliably, helping reduce waste and enable new innovations. While many employees may see these professionals as standard tech support, modern ITSM goes well beyond resolving day-to-day IT issues.
When it comes to ITSM integration, ITIL stands as the most widely accepted approach to aligning IT services with business needs. ITIL uses a systematic framework for IT service management that makes it easier to manage risk, cultivate strong customer relationships and build a stable, scalable IT environment. It also allows organisations to establish a baseline that can be used to plan, implement and track new digital transformation initiatives and their impact on other business technologies and workflows.
Enterprise Service Management
Enterprise Service Management (ESM) takes the core principles, processes and tools of ITSM and applies them to other departments within an organisation, including HR, marketing and customer service. The growing presence of ESM strategies speak to the evolution of IT’s role in modern workplaces, and how technology is reshaping how employees across business units deliver value to customers.
The idea is that by applying ITSM principles to non-technical domains and workflows, organisations can quickly adapt to the needs and demands of stakeholders outside the IT department. One great example comes from Charles Betz, principal analyst at Forrester, who noted that 50% or more of the work handled by ITSM ticketing systems is “non-IT-based.” By incorporating ESM into both front- and back-end processes, enterprises can drive change at the organisational level that will help improve performance, efficiency and service delivery.
Here are a few examples of how ESM can be applied in modern businesses:
Automation also plays a key role in ESM environments, especially when non-IT departments receive a deluge of similar requests from customers and other stakeholders. By creating clear processes and policies for managing these requests through specific IT services, organisations can create more personalised customer experiences without sacrificing productivity. This can take the form of new service desks, change management processes and self-service features that would normally be helmed by IT staff. Under ESM, experienced professionals from every department can play a more active role in solving customer problems, optimising workflows and ensuring IT services are effectively delivered.
Digital Service Management
Digital Service Management (DSM), a relatively new concept in the service management world, expands upon ITSM and ESM by moving organisations from a reactive posture to a predictive one. The needs of employees and customers are always changing, making it difficult to align IT services with an enterprise’s shifting business goals and strategies.
For example, COVID-19 restrictions forced more than 70% of polled employees to work from home on a temporary basis, according to research from PricewaterhouseCoopers. Under a standard ITSM framework, this rapid transition would have caused significant operational challenges and productivity issues. However, by incorporating DSM principles, organisations may have been able to stay one step ahead of the lockdown.
One way to conceptualise DSM is to treat it as the connective tissue that holds an organisation’s IT services together, ensuring business technologies and customer-facing applications can be adapted to real-world conditions. It helps fill in the gaps between different IT solutions, bringing together siloed data stores into a seamless, big-picture view. When implemented successfully, DSM can allow for more accurate outage forecasting, efficient process automation and the ability to scale resources on demand by leveraging predictive analytics and anomaly detection capabilities.
DSM includes all the principles and strategies inherent in ITSM and ESM environments but adds an extra layer of visibility and control that digital enterprises need to remain competitive. This new framework aligns with the latest iteration of ITIL, ITIL 4, which emphasises continuous improvement through IT service planning, implementation, benchmarking and Service Value System (SVS) alignment. By bringing DSM to the forefront, organisations can enhance the customer experience, leverage new value streams and incorporate the latest advancements into their management workflows — DevOps, cloud computing, machine learning and AIOPS to name a few.
No matter where you are on your digital transformation journey, the end result will only be as effective as the path you took and the choices that lie ahead. Modern IT services aren’t plug-and-play solutions, they require careful planning and oversight to deliver the capabilities you need to bring your business model into the 21st century, and beyond.
To learn more, visit www.unisys.com/cloud.