Co-creating value in organisations with ITIL 4 : a guide for consultants, executives and managers /

Co-creating value in organizations with ITIL 4 explores how to achieve value across multiple business models using ITIL 4 at different stages of business and product evolution.

Detalles Bibliográficos
Clasificación:Libro Electrónico
Autor principal: Barrow, David (Autor)
Formato: Electrónico eBook
Idioma:Inglés
Publicado: Norwich : TSO, [2022]
Temas:
ITIL (Information technology management standard)
Information technology > Management.
ITIL (Norme)
Technologie de l'information > Gestion.
Information technology > Management
Acceso en línea:Texto completo (Requiere registro previo con correo institucional)
Tabla de Contenidos:
  • Intro
  • Copyright Page
  • Contents
  • List of figures and tables
  • About the author
  • Foreword 1
  • Foreword 2
  • Preface
  • Acknowledgements
  • Dedication
  • Chapter 1: Where to start
  • 1.1 The ITIL guiding principles
  • 1.2 Continual improvement
  • 1.3 Disruption and innovation
  • learn, unlearn, and relearn
  • 1.4 Continual improvement as a practice
  • 1.5 Organizational change management in action
  • 1.6 In summary
  • Chapter 2: ITIL
  • it's not just about IT
  • 2.1 The changing role of IT
  • 2.2 Why ITIL isn't just IT
  • 2.3 ITIL and the enterprise
  • 2.4 The ITIL service value system
  • 2.5 The four dimensions
  • 2.6 In summary
  • Chapter 3: Defining values
  • 3.1 Personal values
  • 3.2 Organizational values
  • 3.3 In summary
  • Chapter 4: Balancing organizational perspectives
  • 4.1 Organizational governance
  • 4.2 Ethics
  • 4.3 Agility
  • 4.4 Leadership
  • 4.5 Culture
  • 4.6 In summary
  • Chapter 5: Balancing supplier perspectives
  • 5.1 Engagement
  • 5.2 Collaboration
  • 5.3 Supplier governance
  • 5.4 In summary
  • Chapter 6: Co-creating value with customers
  • 6.1 The evolution of ITIL
  • 6.2 Innovation
  • 6.3 Viability
  • 6.4 ITIL 4 and the customer journey
  • 6.5 Outcomes
  • 6.6 In summary
  • Chapter 7: Creating value through knowledge
  • 7.1 Knowledge management
  • 7.2 Defining the value of knowledge
  • 7.3 Using knowledge to achieve a balance
  • 7.4 Knowledge and the value of tools
  • 7.5 In summary
  • Chapter 8: The value of reporting
  • 8.1 Representative reporting
  • 8.2 Operational reporting
  • 8.3 The watermelon effect
  • 8.4 Balancing quality with quantity
  • 8.5 C-level information
  • 8.6 Affecting value through commentary
  • 8.7 In summary
  • Chapter 9: Practice makes perfect
  • 9.1 The real world
  • 9.2 Thinking outside the trenches
  • 9.3 Practices
  • a case study
  • 9.4 Proof-of-concept services
  • 9.5 Value-based decisions
  • 9.6 In summary
  • Chapter 10: The value of peeking under the cover
  • 10.1 Measuring success
  • 10.2 Fragile services
  • 10.3 Balancing dependencies
  • 10.4 A fragile case study (personal story)
  • 10.5 In summary
  • Chapter 11: One language
  • Chapter 12: The end
  • or just the beginning?
  • Glossary
  • Further research
  • Notes

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