Two critical success factors in an ITIL Implementation

Written by Arno Esterhuizen

Continued from page 1

Which brings us torepparttar second, but probablyrepparttar 143505 most important critical success factor, namely management commitment? If you are responsible for an ITIL implementation, make sure you have commitment fromrepparttar 143506 top; otherwise ITIL might just become another failed IT project throwing time and money downrepparttar 143507 drain. And management commitment does not mean, "the manager says his committed". The manager must walk and talk ITIL and continuously show his commitment. In practical terms this means empowering staff through professional training, tools etc., appointingrepparttar 143508 right people inrepparttar 143509 right roles and managing by means of ITIL, e.g. demandingrepparttar 143510 right reports and taking action... Kotter's 8 steps to organizational change is actually a good guideline for top management to follow.

Management commitment is probablyrepparttar 143511 most important success factor for ITIL, but in my experience, probably alsorepparttar 143512 most difficult to find. That is why a lot of ITIL implementations just become a black hole sucking up money. I think there are a lot of IT managers that is under this misconception, that ITIL is a silver bullet to fix all their problems. Just install ITIL (almost like installing a new technology) and everything will be OK. What they do not understand is that ITIL is a major organizational change, including a culture change. We used to focus only on technology, but now we have to focus onrepparttar 143513 customer.

Another reason for low management commitment is also that ITIL is usually an internal IT department endeavor and not a direct requirement fromrepparttar 143514 business. ITIL is a methodology for improving IT and not as suchrepparttar 143515 business. To overcome this, an ITIL project should become a business requirement and commitment is needed from allrepparttar 143516 way torepparttar 143517 top, fromrepparttar 143518 CEO.


Communicating When A Crisis Strikes

Written by Robert F. Abbott

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Third, after taking responsibility and apologizing,repparttar president explained whatrepparttar 143504 company was doing to fixrepparttar 143505 system.

His description ofrepparttar 143506 fixes also tookrepparttar 143507 right tack. He made no attempt to describerepparttar 143508 technical nature ofrepparttar 143509 fixes, nor did he try to impress us with how hard he and his people had worked. He simply explained that backup and warning systems were being put into place, and should prevent further outages fromrepparttar 143510 same sources.

Fourth, he promised thatrepparttar 143511 affected customers would get two weeks of free service, to compensate for their inconvenience.

That's an excellent way to communicate a company's sincerity. Whilerepparttar 143512 apology and acknowledgment would satisfy many customers,repparttar 143513 offer of compensation underlined a genuine interest in customer satisfaction.

So, this effective communication strategy had four parts: first, it acknowledgedrepparttar 143514 problem and took responsibility for it; second, it offered an apology; third, it explained what it was doing to fixrepparttar 143515 problem; and fourth, it offered compensation to those who had been affected.

Of course, simply communicating in a crisis situation wonrepparttar 143516 company some recognition. And having communicated well maderepparttar 143517 initiative that much effective.

In summary, crisis situations make special communication demands on organizations. This company rose torepparttar 143518 occasion by not only fixingrepparttar 143519 problem, but also by communicating effectively withrepparttar 143520 people who were affected.

Robert F. Abbott writes and publishes Abbott's Communication Letter. Learn how you can use communication to help achieve your goals, by reading articles or subscribing to this ad-supported newsletter. An excellent resource for leaders and managers, at:

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