Practical thinking on operating models, service management, ServiceNow, simplification, automation and AI in operations — drawn from 20+ years across consulting and corporate leadership.
Most "AI in service management" pitches are really about a chatbot on top of the same broken process. The organisations getting real value are the ones who used AI as a reason to simplify first, then automate what's left.
Most organisations "doing AI" in service delivery have added a chatbot on top of the same process. A genuinely AI-enabled delivery model is different — simplification, automation and AI designed in from the start, not layered on afterward.
A traditional ITSM strategy engagement can take months before a roadmap appears. Most of that time is coordination and transcription, not judgement — and a disciplined method can compress it to days without skipping the real decisions.
Most service transformations start with a tool or a process redesign. The ones that actually stick start with a clear operating model — who owns what, how decisions get made, and how accountability flows. Everything else is easier once that's settled.
Bringing IT, HR, Finance and Facilities under one roof solves a reporting-line problem, not a service problem. Real shared-services value only shows up once the underlying processes, data and governance are actually redesigned together.
Three very different industries, three very different regulatory and cultural pressures — but the same pattern every time: transformation succeeds when leadership treats it as an operating discipline, not a one-off project with an end date.
HR, Legal and Procurement teams often resist "ITSM thinking" because it sounds like an IT tool being forced on them. Reframed as shared discipline — clear intake, defined SLAs, visible queues — it tends to land very differently.
Tell me a project, a client conversation, or an opinion you want to get on record, and I'll draft the full article with you.
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