This report will only be available until 4 JUNE 2021
Choosing a new ITSM solution is a critical business decision. Think about the impact it can have:
It affects service uptime, which in turn impacts employee productivity and business profitability. In organizations where every minute can translate into millions of dollars of revenue losses (financial sector, ecommerce, manufacturing), or increased risk to life (healthcare), the effect of a major incident can be profound.
It affects IT costs. Legacy ITSM platforms drain IT people's time through excessive maintenance and customization work—while delivering few efficiencies in return. Conversely, a modern cloud ITSM solution with extensive out-of-the-box automation can have a transformative impact on the IT organization with a much lower app management overhead.
Like any other enterprise technology solution, selecting a new ITSM toolset shouldn't be taken lightly. The complexity of the decision demands due diligence. Organizations that don't put time into due diligence are at risk of overbuying (spending money on features/modules/add-ons they never get round to using) or underbuying (buying ITSM technology that doesn't have the mission-critical functionality they need to automate their desired service management capabilities). Typically, underestimating complexity leads to underbuying, and overthinking the situation (thinking too far into the future) leads to overbuying.
Thinking about features and functions is a necessary part of the buying process, but it shouldn't take over from thinking about what you want to achieve. An RFP must be anchored firmly into the business context:
Ensure that your RFP fits your use case, focuses on outcomes and emphasizes value
In 2019, Gartner estimated that, across the globe, organizations were collectively spending $600m more than they needed to on ITSM technology. Their estimate for 2023 is $750m. As complexity rises, so does the scope for overspend—making the process of tool selection even more important to risk mitigation.
IT service management is multi-dimensional. From the IT perspective, you must consider infrastructure, data, people, automation, knowledge, collaboration, value chains/workflows, integrations, configuration, reporting, and more. From the service consumer perspective, you must consider the service portfolio/catalog, demand management, (omni)channel preferences, the customer experience, provider-to-consumer communication and more. Add to that any new features that sales people want to show you.
If you plan to extend your service strategy into Enterprise Service Management (ESM)—to include other corporate service providers like HR, Facilities, and Finance—you add a further set of dimensions to consider. Different departments offer different sets of services and use their own language, tools, and ways of thinking/working. However, the common challenges that are shared by all corporate service providers (including IT) make ESM a compelling vision for most large organizations today.
But where do you start? With all this complexity, how can you ensure you are going to make the right decision?
Having a process is important. An ITSM procurement project is too important to be haphazard. There are multiple angles to be considered—above and beyond the usual features "wish list" that makes up an RFP.
That's why we're making this Gartner report available to you for free.
But hurry! This report will only be available until 4 JUNE :