Lynda Cooper has edited ISO 20000 for over a decade. Her view of why the standard works is also her clearest answer to the question everyone gets wrong about it: standards tell you what to do, not how to do it. The how is what frameworks are for.
Most teams still bolt security on at the end, then act surprised when the audit goes badly. Alex Harding makes the case for Security Stories, negative “what if” scenarios written from the attacker’s viewpoint and dropped straight into the backlog, so security gets designed in rather than retrofitted. A practical look at how the technique maps onto ITIL (Version 5) and where it earns its keep in the design stage.
SITS26 brought together ITSM leaders, practitioners, and vendors to explore the future of AI, automation, change management, digital employee experience, and service transformation. Here are some of the biggest lessons and practical takeaways from this year’s event in London.
Somebody announces the death of service management every few years, and they’ve been doing it for 35. Barclay Rae has heard every version and thinks they all miss the same thing: the job at the heart of service management is human, not technological, which is exactly why no new wave of tech has managed to kill it. If anything, AI has made the case for it stronger.
Every few years, the IT industry settles on a new savior. Agile. Then DevOps. Now AI. The pattern, as Kaimar Karu sees it, is that organizations adopt each one without first knowing what they want from it, and then act surprised when the results don’t live up to the hype. In this episode of Roman Jouravlev’s Conversations with Giants series, Kaimar covers the iron curtain still sitting between ITIL and DevOps, why the ITIL guiding principles are a net rather than a recipe, why AI should never be the goal in itself, and the skills technology won’t easily replace.
IT support teams often spend all their time reacting to issues – resetting passwords, restoring services, responding to issues (incidents), and managing major incidents such as outages. In this article, learn how problem management helps eliminate root causes, reduce repeat incidents, lower costs, and shift IT from firefighting to prevention.
Most organizations overestimate what a single CMDB “transformation” can do and underestimate the power of a stream of small, compounding design and automation decisions. This article explains the benefits of the latter over the former.
Value is what the customer decides it is, not what the IT department or a framework says. It’s the test Stuart Rance has applied across a thirty-year career: would anyone on the receiving end say your work created value for them? In episode three of Conversations with Giants he explains why he hates tool replacement projects, why the guiding principles were ITIL Practitioner’s most important contribution, and why using agentic AI to cut headcount is the wrong use of the technology.
When Askar joined as a Developer Experience (DevRel) consultant at one of Kazakhstan’s largest banks with 700+ engineers, he expected the usual challenges: stakeholder alignment, change resistance, legacy tooling. What he didn’t expect was to watch a mature ITIL 4 implementation quietly fail to deliver what it promised.
For over 20 years, ITSM has repeated the same failures. Through ABC cards, Paul Wilkinson reveals how culture, leadership, and behavior – not tools or frameworks – consistently derail success. As AI becomes the latest “shiny new thing,” the question remains: why hasn’t the industry learned?
What happened to ITSM evangelists? Explore why they disappeared, the value they brought, and why the ITSM industry needs them more than ever in 2026.
ITIL (Version 5) describes the ITIL guiding principles as: “Recommendations that can guide an organization in all circumstances, regardless of changes in its goals, strategies, type of work, or management structure.” This article explains more.
How would you rate your organization’s ITSM or ITIL-adoption success? Not just in terms of process or practice adoption, but in serving your parent business. To help, PeopleCert has created an ITIL Performance Benchmarking Model. Helped by defined ways for calculating key metrics.
The release of the ITIL (Version 5) Foundation publication brings with it interest in what has changed from ITIL 4. This article shares 20 changes in ITIL (Version 5) compared to ITIL 4, including updates to the Value System, certifications, and AI governance.
Much has changed in ITIL 4 and thus there’s a lot to get one’s head around! This article quickly explains what the ITIL 4 service value system is and what it contains: the guiding principles, governance, service value chain, management practices, and continual improvement.