Recently I have discussions specifically related to knowledge management – not necessarily as an ITIL® Process, but rather as a recognized business commodity….

 

Businesses today, more than ever, are starting to realize, and acknowledge, knowledge as a valuable asset – a commodity.  The value of a business is only as good as those who work for them – take away the skills, and no matter how successful your business may be – it will be worthless if the knowledge walked out the door…

 

With this in mind – where does ITIL®’s process fit in?  Remember, a process is a set of activities designed to accomplish a specific objective. But isn’t knowledge mgt more than that? ( I do acknowledge that there are deeper levels of what a process is, but the guts is till the same…)

 

What value do we place on KM,, aka IP?  I truly believe that KM should be included, but the true “value” of this as an ITIL® process, should be more than just in the eyes of IT! 

 

If this is the case – how?

 

And this is where I believe ITIL® is hitting the mark – by getting us to create this process that ensures that knowledge is not forgotten( ie skills of those in the business) and that it gets… at the very least, recorded, and one would hope, at the very most… VALUED!

 

This is where I believe value is created – when KM is more than just a database – it is a dynamic, living and breathing process that flows in both directions… – from employee to customer, and hopefully – acknowledgement back to the employee…

 

( and I didn’t mention resources, capabilities, utility, warranty once!)

 

But I do want to mention strategic assets – because that is what we are!

 

Again – would welcome any feedback/comments… [email protected]

 

Till next time Cheers from the ITIL® Australia Team at The Art of Service

Michael

 

 

 

I was watching the news last night, when Brittany Spears, AGAIN made headlines for her antics (note I said antics – not “pantics”!).  it got me thinking – how does her agent deal with a “service” such as her? – Today’s blog is about the Role of Service Level Manager through the eyes of Brittany’s agent, Jason.

First step – get a good understanding of your customer’s needs, or the SLR.  Now, I am no expert, but I would expect that the minimal level of service required would have to include dressing appropriately for the occasion to represent said customer…

Next – Go away and discuss with your internal organization (Brittany), exactly what she can offer to meet the needs of her customer via her Operational Level Agreement (ie OLA) – a myriad of ideas run through my head – but a few would include – Excellent ability to provide partying service and gaining the most inappropriate attention; Fashion advice (especially what not  – or in Brittany’s case what TO wear); Entertainment service – umm….singing???, dancing??? – partying J. Family values service???

With this in mind, it now becomes the SLM’s role to negotiate between the two parties and develop and SLA –which would clearly – and articulately list all the agreed levels of service, as well as all functional requirements, capabilities and resources needed (I think this is where Jason forgot to list underwear).  Also included in this SLA would be the catalogue of services that Brittany would be able to perform.

And so the process goes on..

I, personally take my hat off to Jason! – I can only imagine the level of negotiation skills that he must possess (obviously has completed ITIL® managers Course training).  I am keen to know what levels of pantalties.. er penalties that are in place for when Brittany does not meet OLA and SLA targets, and definitely busting to know what is in her Service Portfolio’s pipeline !

 

Till next time Cheers from the ITIL® Australia Team at The Art of Service

 

Michael

 

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