ITIL 4 Framework Adoption

Building an IT service management framework from the ground up

THE CHALLENGE

A mid-sized company ran IT as a series of one-off fixes. Requests came in through email, phone and hallway conversations, the same problems kept coming back, and changes were made without review, sometimes causing outages. The business had no clear view of what IT delivered or how well. Leadership wanted IT to run as a reliable, measurable service.

WHAT WE DID

Assessed maturity

Ran an ITIL 4 maturity assessment across key practices, including service desk, incident, problem, change and service level management

Interviewed IT staff and business users to understand where service broke down

Benchmarked current maturity and set a realistic target level for each practice

Assessed readiness for change

Evaluated how ready the organization was to adopt new ways of working, including skills, tools, culture and leadership support

Prioritized practices by business impact and quick wins, and built a phased roadmap

Turned the decision into a plan

Set a five-year strategy with clear priorities and targets

Built a phased transformation roadmap covering [ERP replacement, supply chain changes and digital ordering for customers]

Defined governance, budget and ownership for each initiative

Built the framework

Set up a single service desk as the one point of contact for all IT requests

Designed incident, problem and change management processes, with clear roles, priorities and escalation paths

Introduced a change review process to cut the risk of disruptive changes

Defined a service catalog and agreed service levels (SLAs) with the business

Configured the processes in [the client's ITSM tool] and trained IT staff and users

Built the framework

Defined KPIs and monthly reporting for IT and management

Set up a continual improvement cycle to review results and adjust processes

RESULT

Incident resolution time reduced by 15%

Repeat incidents reduced through problem management

Failed or unplanned changes down

% of tickets resolved within agreed SLAs

For the first time, management had clear reporting on IT performance