Let’s talk about selling ITSM to the C-suite. Convincing senior management to invest in a new service management solution, which promises to enhance operational efficiency, time management, and budget expenditure, demands thorough research and a strategic approach to showcasing its objective business value. It’s crucial to articulate the necessity for change and elucidate how it will drive operational enhancements. This entails a deep understanding of existing business practices and a clear demonstration of why the traditional approach to IT department management is no longer optimal.
When selling #ITSM, convincing senior management to invest in a new ITSM solution demands research and a strategic approach. This article via @Topdesk shares how. #servicedesk Share on XWhen selling ITSM, focus on the value
When selling ITSM, begin by pointing out that it’s not just an expenditure but an investment that will provide greater efficiencies and, ultimately, reduce operational costs and increase revenue, providing the organization a competitive edge. IT service management (ITSM) is not something most leadership teams will use intimately, but it certainly will assist the help desk in improving reporting, ticket management, user experiences, and free time for other important priorities.
Where to start the conversation with leadership about an investment in the help desk
Start with the basics and work your way up from there. We’ve already named some of the solutions a mature ITSM solution will add, but there are many more benefits, like reducing service calls, eliminating Excel-based trackers, streamlining reporting, and automation even in areas otherwise known only for their manual processes.
All these factors can help the help desk (and the organization) thrive, but other challenges may need to be addressed when selling ITSM.
This post via @TOPdesk shares four ways to start the conversation with leadership about an investment in the #servicedesk. Share on X1. Dispel the history myth
The “we’ve always done it like this” approach holds organizations back. Believing that past processes, procedures, beliefs, and other routines are the only way to operate is a myth. It may be unknown why those processes were adopted initially, but that’s irrelevant. If you plan to make changes, history or reason for being doesn’t matter if its mere existence creates problems.
If there is no plan for change, that may be the real problem. It’s true that looking at how operations worked in the past can help plan the future. If processes are running poorly, changes can be made gradually to effect the greatest outcome. Enforce this when selling ITSM.
2. IT must constantly evolve
Businesses are under a lot of pressure to deliver innovation to customers quickly. ITSM can be a great start for making necessary changes. However, your entire IT team must be included to effectively manage assets to maximize the return on this investment.
Use change management practices to minimize disruptions as IT services evolve. Change is modifying, adding, or removing a part of your operations that directly or indirectly affects services. This includes:
- Standard changes that have already been approved and assessed are great candidates for automation, which frees up your team’s time and focus. For example, adding memory or storage, replacing failed routers, or creating new databases can be made easier with an ITSM solution.
- Normal changes are non-emergency changes, such as performance improvements, upgrading content management systems, or migrating to a new data center.
- Emergency changes arise from an unexpected threat or error and must be immediately addressed. This could be restoring service to a customer or securing your system against immediate threats.
It’s important to abandon the “one size fits all approach” to changes and instead use risk assessment to determine priorities.
3. Building a case for selling ITSM
You may face an uphill battle convincing the C-suite that you need ITSM. Executives are not using it directly and are comfortable with what they know, no matter how dysfunctional “it” may be. Convincing senior leadership to invest in a new management system can be challenging, even when you expose weaknesses.
First, understand who you must convince to get your IT department’s needs. Find out what they care about when making your case and selling ITSM.
There will be supporters, detractors, and backers. Supporters are on your side and will validate your findings.
Detractors may have either overt or explicit motives for working against you. They may just be comfortable with the current system. The backer’s concerns stem from their desire to ensure resources are used wisely, so you’ll need to convince them that you are proposing a wise investment.
4. Build your pitch for selling ITSM
Once you convince enough people to back your ITSM proposal, you will need to present a business case. Use these steps:
- Your introduction should state your Why
- Describe your current situation
- Summarize the gains that will result from your proposal
- Outline your process improvement gains
- Show how your proposal will lead to cost reductions and greater business value
- Present a financial analysis and ask for the funding you need.
What would you add to this approach to selling ITSM? Please let me know in the comments.
Further Reading
Please use the website search capability to find other helpful ITSM articles on topics such as developing team members, enabling business processes and business goals, defining project scope, making informed decisions, aligning with business strategies, user-friendly capabilities, high-level improvements for specific tasks, enabling decision makers, the Information Technology Infrastructure Library (ITIL), taking a structured approach to AI, setting goals and objectives, how to increase productivity with automation, risk management, ITSM business plans, and meeting ITSM tool project objectives.
Luis Soares
Luis Soares is managing director of TOPdesk UK, an international IT service management provider with offices in more than a dozen countries worldwide. He has held his position since 2016, overseeing the overall growth of the business and working alongside international colleagues to elevate the TOPdesk brand and product.