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BSM Review - BSM Review 2011 BSM Maturity Benchmark Study
BSM Review - BSM Review 2011 BSM Maturity Benchmark Study
BSM Review - BSM Review 2011 BSM Maturity Benchmark Study
BENCHMARK STUDY
Copyright © 2011, BSMReview.com
BSM Benchmark Survey
3
BSMReview, a Business Service Management community of business and IT professionals, conducted a survey to
measure the maturity of BSM initiatives industry-wide. The survey provides a 2011 benchmark for the adoption,
perceptions and expectations of Business Service Management. The survey results validate the industry definition
of Business Service Management, quantify its value to the organization and provide a means for organizations to
assess the level of IT and business alignment based on market and business maturity.
Readers will learn: Survey Sponsors
How other companies are assessing the value of BSM.
How your BSM maturity and initiatives compare to other
What others are doing to better align business with IT.
How others are measuring BSM effectiveness.
The survey was conducted in the second quarter of 2011. With 157 completed responses the survey represents
a good cross section of company size, industry and views from both IT and business personnel.
What people are saying?
4
Director/Manager 1 to 99
0% 99 to 999
IT Operations
1000 - 4999
IT Consultants 5000+
About the Survey Demographics
7
The BSMReview survey was able to capture a reasonable breadth and size of survey demographics. From an
BSMReview Insight
industry perspective, there were significant participation from the financial services and technology industry
segments, as well as ―cross industry‖ which tended to be IT consultants providing services to multiple types of
companies. The survey also captured a reasonable response from manufacturing, health care, government and
education enterprises. There was only a moderate response from retail, energy and telecom industries.
However, survey responses demonstrated an unexpected consistency re: IT perceptions by both IT and the
business communities that seemed to be independent of type of industry …thus confirming the horizontal
demands for IT deliverables.
The more interesting survey results surfaced in the role (executive, manager, staff or consultants) or function (IT or
business) demographics and will be highlighted when and where appropriate. If there were noteworthy
differences in responses to specific questions, it surfaced primarily in the role or function played within the
organization. Another interesting result was the difficulty in determining the impact of size upon the responses.
We expected there to be greater harmony between IT and business perspectives within smaller companies and
less within larger enterprises. However, size seemed to have minimal impact upon the variation of opinions
regarding successful alignment between IT and their business customers, as well as in the perception of business
and IT maturity.
Table of Contents
8
Take Note
Executive Summary
BSM Maturity Assessment
We identified survey
summary data in the left IT Investment Decisions
sidebar with Business/IT Culture
―Response”.
Service Level Management
Conclusions and
observations with ITIL Adoption
―BSMReview Insight”. Benchmark Conclusions
Final Recommendations
Executive Summary
This is the first benchmark study to assess BSM maturity industry-wide. The
study measures and compares IT and Business maturity, extracts independent
operational views based on department, role and titles and offers insight
into the current and future state of Business Service Management.
Survey Highlights
10
Both Business and IT personnel agree on the high-level definition of Business Service Management, i.e. IT
BSMReview Insight
investments and capabilities are aligned with Business maturity and strategic goals.
However perceptions and reality are not what they seem:
Business personnel see IT as a Tactical, not operating as a strategic part of the business – operating at level 1 or 2 of the
BSM maturity model
IT personnel see IT as Strategic, providing strategic business value to the business – operating at level 3 or 4 of the BSM
Maturity Model
The 2011 Benchmark Study shows that businesses are maturing at a higher rate than IT and, as such, IT is
struggling to keep pace with the business
There remains a significant ―information‖ gap between business and IT regarding how technology could, or
should, be leveraged to support business growth and competitive differentiation
The good news is that the nearly half of enterprises have achieved pretty good alignment with their
business counterparts and are meeting expectations
But, too many IT shops are in danger of being marginalized as the lack of investment in IT leads to less
innovation and IT services that are inadequate to satisfy the longer term needs of the business
A bit about the BSM Maturity Model
11
BSM Maturity Model
Effective BSM (IT/Business alignment) Level IT Business Business Business
alignment occurs when IT is operating Maturity Maturity Benefits Metric
at a level that meets business
5 Pervasive Market Sustained Market
imperatives Leadership Competitive Expansion
Maturity of IT Operations should move Advantage
in a consistent pattern with Business 4 Optimized Competitive Product & Market
Maturity Differentiation Service Penetration
Leadership
An IT ―aligned‖ organization delivers
the technology/services required for 3 Aligned Business Value Customer Profit
customer focused business value that Acquisition & Maximization
Retention
ensures competitive differentiation
2 Predictive Secure & Cost Effective Revenue
The BSM Maturity Model can be Reliable Operations Focuses
obtained by clicking here. Operations
1 Essential Business Technology Minimize IT
Fundamentals Supporting Investment
Business
A Yardstick for Measuring BSM Maturity
12
BSMReview Insight
Leader
Not Aligned Aligned
Business Maturity
evaluating survey responses along Strategic Business Strategic
maturity continuum:
Immature IT Innovative
Business Maturity - from
sustaining market share to
obtaining and holding the Aligned
market leader position Not Aligned
Sustain
Utility Strategic IT
IT Maturity - from providing a Cost Efficient Immature Business
low-cost utility infrastructure to
delivering innovative technology
for strategic advantage Utility Strategic
IT Operational Maturity
BSM Maturity – The Desired State
13
BSMReview Insight
Leader
operational maturity is aligned with the Not Aligned Aligned
Business Maturity
maturity of the business. Strategic Business Strategic
Good BSM alignment happens when
Immature IT Innovative
Business and IT are investing and
operating at, or near, same level of
maturity.
Aligned Not Aligned
Sustain
Poor BSM alignment occurs when one Utility Strategic IT
or the other is operating at a higher Cost Efficient Immature Business
or lower level of operational
performance, creating costly
inefficiencies and/or missed Utility Strategic
opportunities.
IT Operational Maturity
2011 Benchmark – The Current State
14
BSMReview Insight
Leader
than we anticipated, but almost half of Not Aligned Aligned
Business Maturity
shops with immature IT are attempting to Strategic Business Strategic
serve needs of more mature business Immature IT Innovative
leadership.
Sustain
The current reality is that IT is playing Utility Strategic IT
catch-up with business maturity, and the fact Cost Efficient
is that businesses are maturing at faster Immature Business
rate than IT. The challenge for IT is to
maximize the pace of change and
demonstrate strategic value to the business. Utility Strategic
IT Operational Maturity
IT is at Risk at being Marginalized
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As a result of disconnect between current and desired state, IT is at risk of being increasingly marginalized.
BSMReview Insight
Probably the biggest surprise was that a large majority of the businesses were perceived as having significant
business maturity, particularly by the non-executive personnel. In spite of budget cutbacks, layoffs, loss of
consumer buying power and increasing regulatory unknowns, these respondents feel that their companies are
achieving their business goals and moving up the business maturity spectrum.
While IT personnel see themselves continually moving up the ―IT maturity‖ spectrum, business personnel maintain
in their responses that IT remains a tactical focus within their company, and are not operating as a strategic part
of the business thrust.
The survey highlights the dichotomy of business operating at an aggressive, mature ―business‖ level, while IT
struggles at an immature level of response to the technology demands of their business counterparts. The
danger in this conflict is that while IT is getting better and better at managing IT, they are in increasing danger
of being permanently marginalized on the outskirts of “business” contribution.
Interestingly, it was evident that the lower levels of IT operations are struggling to understand technology’s
contribution within the bigger ―business‖ picture, yet were consistently demonstrating a more cynical perception
of how technology was not being appropriately leveraged.
BSM Maturity Assessment
In this section we converge on the definition of BSM and assess both IT and
Business maturity.
What best describes your definition of
Business Service Management?
17
resolving the lack of strategic alignment between the business community and the IT organization. Vendors,
standards bodies, user organizations, and consulting houses have all attempted to capture the promise of BSM
— with notable success. Yet the existence of multiple definitions of BSM illustrates the current confusion
surrounding this IT discipline.
The statements which focused on the business driving the definition of acceptable IT service management were
the predominant responses within the BSMReview survey:
35% - ―BSM is a measureable activity for aligning IT with business objectives‖ …note the emphasis on
metrics focused on achievement of business goals
32% - ―BSM is a business-oriented approach to IT operations and deliverables‖ …note the focused
approach coming from the business perspective and not IT’s
Other definitions paled by comparison. Confining the BSM discussion to ITSM processes captured less than half
of either of the above responses. Running IT as a business was less than one third of the above responses.
Focusing BSM attention solely on application performance was one tenth of the above answers.
This growing consistency in the expectations of BSM’s contribution to IT and business working more effectively
together is a positive industry direction.
What best describes your company’s
business goals?
19
Response
respondents felt that the primary business objective was to focus on ensuring the business was secure and reliable
and delivering the short term value (profit) most prized by stockholders and employees. Yet almost 9 out of 10
respondents felt that their company was ―focused on creating product and service leadership for unique
competitive differentiation‖ or ―emphasized strategic initiatives that maximize long-term profitability and
business value through customer emphasis.‖ Even more surprising, 7 out of 10 identified their company as market
leaders with a competitive advantage that could not be replicated and provided unique entrees into new
markets.
Given the state of the economy, the need to retrench, to ensure cost-effectiveness and still preserve revenue
options, this strategic, mature state of the business was a welcomed finding. However, one interesting
contradiction involved nearly 60% of executives and business respondents stating that the company was only
doing what was necessary to sustain the business, which would negate unique competitive differentiation and
market leadership.
Even more interesting was the finding that nearly 70% of IT staff and mid-level managers completely disagreed
with the ―only doing what was necessary‖ statement … implying a more correct understanding that you can’t
have it both ways. A company cannot be constrained to doing only what was necessary to sustain the business,
yet characterize that same business as a market leader with a unique competitive advantage that could not be
replicated by any other business competitor. It was intriguing to find that the IT worker bees ―got‖ that
contradiction and the executives and business respondents did not.
What best describes your company’s view
of Technology?
21
Business
IT View
as critical to company’s success - yet IT feels (Strongly agree and agree) View
much more can be done with technology to We use technology to create product and
84% 55%
enhance competitiveness service leadership in our industry
―… improved finding of Oil & Gas and the development of these assets‖
However, there were significant differences between the business and IT people regarding the best or correct
view of technology’s contribution. For example, 83% of business respondents agreed that technology provided
the company ―with a unique, sustained competitive advantage‖ while only 30% of the IT respondents felt that
way. A second example involved 84% of business agreeing that technology was used by their company ―to
create product and service leadership in our industry‖ while only a slight majority (55%) of IT felt that way.
Why would there be such a difference in their viewpoints?
Yet, the percentages were swapped for the statement that the company ―limits the use of technology to basic
business functions‖ with only 42% of business agreeing while a much larger percentage (67%) of IT expressed
stronger agreement. Again, why this discrepancy between the two camps?
Apparently business personnel grasps the impact technology has upon competitive advantage and
product/service leadership where that perspective is only available to a smaller subset of the IT organization.
However, the reverse disparity between business and IT regarding ―limiting technology to only basic functions‖
implies that IT has a better grasp on the opportunity that technology brings to the corporate objectives and
nearly two-thirds of IT are responding that technology’s contribution to business value is mismanaged or
misunderstood.
IT Investment Decisions
In this section we discuss how IT investment decisions are made and assess, to
what extent, those decisions are aligned with the business.
What BEST describes how IT technology investment
decisions are assessed and made within your organization?
25
Response
made and by whom. Identifying annual budgets for IT operations, approving IT projects, and maintaining
adequate IT staff required to ―do‖ the job … all whisper the true agreement or disagreement between IT and
their business customers. If IT projects are continually turned down and IT is expected to work miracles in
keeping legacy systems performing while constantly investing in new, mission-critical applications without
adequate funding, then there is no adequate IT/business alignment.
In this case, there was generous agreement between all functions (business, IT, system consultants) that IT and
Business were jointly making IT investment decisions and that the CIO and CEO were working toward common
goals. The disparity surfaced in the roles that individuals played within the enterprise -- 82% of mid-level
managers and 63% of executives (…healthy majorities) supported this perception of harmony in IT investment
decisions. Yet only a minority (45%) of IT was able to support such claims with the same minority (45%) feeling
that IT investment decisions were based primarily on cost justification. Again, the obvious conclusion is that IT
staff is not getting the business insight or cooperative perspective that is shared at the management level and IT
staff therefore cannot be expected to share in the apparent optimism of the management group. We conclude
that this is a management communication issue that can easily be addressed.
What are the top obstacles that your company faces in
terms of aligning business and IT investments?
27
Response
Typical Case
―Investments build a global infrastructure and product set that
should improve efficiency and drive business‖
Worst Case
―IT investments are always reactionary‖
Business Goals Impact IT Investment Decisions
31
The survey identified a strong cause/effect relationship between the ―business‖ goals of the company and the
BSMReview Insight
resulting IT investment decisions. Those companies that had strong identification earlier in the survey questions
for business goals of long-term profitability and business value as defined by customers (Level 3 Business
Maturity) or product/service leadership and competitive differentiation (Level 4 Business Maturity) ...expressed
significant agreement that IT investment decisions were based on revenue, profits and customer relationships (77-
83%), particularly by business and consultants (88-96%). To a lesser extent, there was also healthy
disagreement (63%) that IT decisions were focused on cost containment (Level 1 and 2 Business Maturity). This
disagreement was particularly expressed by those most affected by the IT investment decisions …namely mid-
level IT management and IT staff.
Fortunately, the consistency between the cause (business goals) and the effect (IT investment decisions) provided
good validation of the earlier assessment of what was driving the business agenda of companies surveyed
…meaning that individuals within IT are gaining a better understanding of the impact of IT on the business, even
if the company’s behavior frequently did not follow through with that increased understanding.
Business/IT Culture
In this section we explore how business and IT work toward an alignment
and uncover some interesting perceptions of IT based on role and title.
How is business operations involved with IT?
33
48%
Response
Business expects Business accepts Business requires Business insists Business holds IT Yet, significant difference between IT and
IT to operate IT operational regular IT upon accountable for Business exists regarding that "business accepts
like a utility and requirements updates measurable continuous IT operational requirements and finance
has no other and finance regarding IT results within 6- business approves minimal budget."
interest in IT approves investment 12 months of IT improvement
minimal budget targets and investment through
operation results decision technology
How is business operations involved with IT?
34
Response
“Depends on Business Unit, some just want a utility and others want
active participation.”
technology.‖ Disagreement with that statement is almost like disagreeing with motherhood and apple pie.
However, the more interesting part of the survey results identified the disparity between IT executives and IT
staff on the statement ―business expects IT to operate like a utility and has no other interest in IT‖.
The executives, who have the better connections with their business counterparts, disagree with this statement
88% of the time, whereas IT staff, who have the least common connections with the business, disagree only 44%
of the time.
The resultant conclusion is that while the business feels their issues and requirements are being heard by IT
executives, this communication is not being passed down to the worker-bees … thereby not empowering them to
alter behavior as they interact and serve their customer base.
The issue here is not the business’s communication to IT, but IT executive’s communication to IT staff.
How do business and IT interact or
cooperate in your company?
36
Response
“IT has a history of not delivering on time or on budget & when on-time,
functionality doesn’t work”
“The business submits work requests, IT determines required and available
resources, and business prioritizes projects”
“We are a large organization, so trust is higher in some areas than others.
Executive level is NOT yet supportive of a single approach or point of view”
“Business is beginning to participate in governance activities to prioritize IT
projects”
Evidence of Collaboration is Minimal
38
Responses to this question seem to confirm the unfortunate trend that while IT is getting better and better at what
BSMReview Insight
they do …and are recognized for their responsiveness, the value of their business contribution is becoming
increasingly marginalized. This set of questions focused on how business and IT were actually collaborating. Yet
some of the lowest scores on the survey were in response to some descriptions of how business & IT collaborates.
There was minimal agreement that ―business trusts IT and has confidence in IT meeting business needs‖. Yet in a
similar question with the statement reversed, there was only minimal agreement that ―IT is trusted to do the right
thing in leveraging technology for business benefits‖.
The only plausible explanation for the contradiction is that business really doesn’t trust IT to meet business needs,
but they do trust IT to leverage the use of technology, which a much more restrictive contribution from an IT point
of view.
Other examples of IT not being effective in their collaborative behavior include:
―Business feels IT is responsive to reasonable requests‖ achieved fair agreement with most roles, but business
respondents did not support this premise with 70% disagreeing.
Minimal agreement with the following statements:
―IT has a history of success in automating business process improvements‖
―IT is recognized for contributing to reduction in production costs‖
―Business effectively leverages IT for core operating processes‖
What is your opinion of IT operations?
39
strong agreement that ―IT operations uses only proven, safe technologies‖ and is not an early adopter of
leading edge technology. However, there was also strong agreement that ―IT operations is core to strategic
business execution.‖ It seems an anomaly that IT uses only safe technologies and can still be ―strategic‖
(…implying long-term vision) to business execution.
The disagreement between IT and business respondents regarding how IT ―provides real time visibility into
business impact of technology issues‖ serves to highlight how the various roles in the company affects their point
of view. In this case, executives agree with this premise most of the time whereas mid-level IT management and IT
staff don’t see it that way. Apparently IT is delivering real time visibility to business impact …but only the
executives seem to see it, as it is somewhat invisible to the mid-level and staff positions.
There was some disagreement regarding IT being ―an early adopter of leading edge technologies.‖ The
business perspective has strong agreement with this statement while IT staff largely disagrees. Implication being
that IT staff have a better grasp of what is considered leading edge technologies and executives operate under
older, different definitions of what constitutes ―leading edge.‖
Service Level Management
In this section we explore the impact of service performance and outages on
business operations.
What is the level of impact of
performance and service outages?
42
Response
Role/Title View
Business Impact Executive Mid-Level IT Staff
Opposing views surface on how IT service s
outages and performance impact business
Lost Revenues Medium High Medium
operations based on role and title.
Poor Customer Retention Low Medium Medium
All roles (Exec, Mid-level, Staff) agree that High
IT issues have highest impact on employee
productivity, but Increased Time-to-Market Low Medium Medium
Mid-level roles tend to have greater Decreased Business Agility Low Medium Medium
awareness of IT issues on lost revenues,
customer retention, increased cost and
Employee Productivity High High High
external visibility
Increased Cost to Business Medium Medium Medium
Operations High
revenues and employee productivity. Agreement is a nice thing. However, business places a higher impact of IT
performance and service outages on poor customer retention and decreased business agility. IT places a higher
impact on visibility to external customers. The implication might be that IT understands there is a negative impact
to external customers not being able to interface to the company …but business carries that loss of external
visibility to the business issues of retaining existing customers and in maintaining business agility …issues that IT
might have difficulty comprehending.
In moving to differences as expressed by role within the company (…executive vs. mid-level vs. staff), a even
greater disparity surfaces. For example, there is widespread agreement among all roles that there is a high
impact to employee productivity from IT performance and service outages …that being the only high impact
assessed by IT staff (?). Conversely, executives rated the business impact of lost revenue, poor customer
retention, increased time-to-market and decreased business agility lower than mid-level or staff personnel.
Given the dominance of those metrics within existing IT organizations, the implication might be that executives
understand the need for more business-oriented ―alignment‖ metrics sooner and more clearly than mid-level and
staff personnel.
How have IT service metrics changed in
the past 12 months?
45
Response
good service and support during one of the worst economic downturns in history … or IT is doing more with less.
On the other hand, IT has not made significant improvements from the BSM perspective of IT moving to higher
levels of business maturity -- where typical IT performance metrics have yet to be replanted with business
oriented IT metrics.
Business perceives a healthy improvement for Service Availability and Service Performance metric, and IT
confirmed Service Availability as reasonably improved.
Executives viewed Service Availability, Service Performance and Business Staff Satisfaction as experiencing
healthy improvement in the last 12 months. However, IT Staff was not nearly as positive. Interestingly, IT staff
felt metrics declined only 7-8% of the time …the lowest of any group.
Those responsible for tracking the metrics have a more restrictive view of how these metrics might have changed
for the better. The result of the business and executive assessment indicates a more positive perception exists …
or they don’t care about the metrics identified.
What actions should be taken to improve
IT performance metrics?
47
Belief by all roles & functions that process
Response
management process is the best way to improve IT performance metrics (66%). This is a huge and significant
change from 10 years ago when a tool or technology was expected to resolve all service management issues. It
is a good change. The highest score on process (72%) came from mid-level managers. This is an important
endorsement of ITIL best practices …but possibly not ITIL implementation projects as evidenced by the lowest
process scores coming from business (56%) and IT staff (58%). The business is seeing the length of ITIL project
implementation impeding responsiveness to their business needs, and the staff is seeing the diversion of resources
from high priority tasks.
The minimal willingness to outsource (16% of respondents) to improve metrics identifies a critical, yet-to-be-
resolved impact on cloud service providers. This implies an unwillingness or inability to hand off portions of IT
service management to an outsourcer … not from the perspective of reduced cost and faster provisioning
offered by Infrastructure-as-a-Service providers, but from the perspective of managing cloud services to satisfy
business objectives.
ITIL Adoption
In this section we explore how ITIL v2 and v3 process adoption is
progressing.
What ITIL v2 process capabilities are you
using today and planning to use?
51
Implemented
IT has largely implemented, the
core ITIL processes: 79%
66%
Incident management 60%
54%
Problem Management
Service Request Management
Change management
Incident Change Problem Service Request
Management Management Management Management
What ITIL v2 process capabilities are you
using today and planning to use?
52
Response
Not Planned or Don't Know Our initial surprise to this question is the
number of respondents that indicated that
62%
58% 57% they either had no plan to implement or
54%
52% 52%
48%
didn’t know.
We see ITIL V3 is more relevant to
organizations at BSM maturity levels 3 or
higher, and most of our survey respondents
are at level 2.
ITIL v2 and Adoption of ITIL v3
55
There are no surprises in responses from V2 of ITIL. The top four categories of ITIL implementations include
BSMReview Insight
Incident Management, Problem Management, Service Request Management and Change Management,
confirming the maturity of IT is currently focused on secure and reliable operations for a Level 2 business
maturity achievement.
The V2 ITIL ―planned to implement‖ story is a good indication of where short-term investments are anticipated.
Configuration Management (CMDB), Service Level Management (SLA’s) and Release Management top the chart
of next set of ITIL implementations ...all topping 40% of planned investments.
Although the existing implementations of ITIL V3 processes sometimes reaches one-third of respondents, the
―planned‖ implementations tell the story of what is being considered for short term investments. The top four
include Knowledge Management – Transition (32% now & moving to 73%); Service Catalog - Design (20% now
& moving to 72%); Service Asset & Configuration – Transition (21% now & moving to 70%); and Service Portfolio
Management – Strategy (15% now & moving to 59%).
IT Management using these V3 processes are attempting to move the IT organization from Level 2 Predictive to
Level 3 Aligned and Level 4 Optimized business maturity levels in order to better satisfy the business demands
of technology.
Conclusions and Recommendations
In this section we wrap up on the 2011 BSM Benchmark with some overall
conclusions and industry recommendations.
Conclusions
57
Business is maturing (moving beyond consistently ―reliable‖ to ―customer driven‖ and ―competitively
BSMReview Insight
differentiated‖) at a faster rate than their IT counterparts are maturing in their ability to meet business
expectations.
IT needs to better understand the business context in which their company is immersed and business should
better understand how technology can be leveraged for competitive advantage. The disparity between
business and IT views of business maturity and business drivers is too significant to ignore.
Business has a more optimistic, but dated view of technology’s contribution. IT needs to create additional
focus on ―marketing‖ IT to their business customers. If IT doesn’t articulate their unique differentiation and
core value proposition, then business will continue to have inappropriate expectations of IT and will move
toward competitive alternatives like outsourcing.
We found that respondents who had experienced some type of cross fertilization (business or IT liaison
roles) demonstrated greater awareness of the communication issues and better understanding of the value
of aligning IT investments with business objectives.
Recommendations (part 1)
58
taking the Develop an IT Marketing Strategy and Plan that builds a positive,
following trusted IT brand identity with the business
actions: Be clear about who you serve, what value you uniquely offer and how you will
improve customer satisfaction, retention and loyalty
Utilize proven marketing strategies/tactics and measure results
Credits
60
Authors/Editors Sponsors
Rick Berzle
GoToMarket Publishing
rberzle@bsmreview.com
858-271-4351
Bill Keyworth
Editor-in-Chief, BSMReview
bkeyworth@bsmreview.com
949-600-6255