Month: September 2025

 

The value of a service is not measured by how much effort we put into it – it is measured by how much benefit the customer gains from it.

Honestly, after years of working in the IT field, one thing becomes very clear: sometimes we look at our work so much from the “inside” that we forget to see it through the customer’s eyes.

We build new systems, implement updates, enhance security. Among ourselves, we say: “That was an excellent job!”

But on the other hand, the customer says:
“I used to complete this task in 3 minutes, now it takes me 10.”
“The new system does not fit my daily workflow.”

And at that moment, a question arises:
Are we providing a service, or are we just doing technical work?

What does ITIL v4 tell us?

ITIL v4 summarizes it in one sentence:

“Value is co-created and is only defined through the eyes of the customer.”

This means that the success of a service is not only measured by its technical quality, but by how well it meets the customer’s real, everyday needs.

Let us take a simple example from daily life:

Imagine you bring a new printer to an office. It works via Wi-Fi, it is fast, and it consumes less energy. Technically, you think you have done a “great job.”

But the user says:
“The old printer in the front office was more convenient because it worked via a direct cable.”
“We are having trouble connecting to the new printer.”
“Technology has improved, but convenience has decreased.”

So what happened here?
There was technical progress, but the value of the service decreased – because user convenience was not considered.

The conclusion is very simple:

We are providing a service – and the central focus of that service is the customer.
It is not us who decide whether the service is good – it is the user who uses it.

How can we apply this approach?

• In the design phase, involve the customer.
• Measure success not by technical elegance, but by ease of use.
• Treat feedback not as “complaints,” but as “value signals.”

And finally, a question:

What do you think defines the “excellence” of a service?
Technical stability? Or delivering real value to the user?

 

 

Dear valued reader,. Today, I would like to touch upon one of the most valuable topics in ITIL — Service Management. I hope this article will be interesting not only for those working in IT services but also for friends involved in other service-related fields. The article might be a bit long, so please bear with me — it is not a topic that can be covered briefly. 🙂

Before diving into the definition of Service Management, I would like to break down the term itself: What is Service? What is Management? Then, we will explore what these words mean when combined. So, let us begin:

What is a Service?

You may have come across various definitions of the term Service in different contexts. However, a simple and understandable definition could be:

A means of enabling desired outcomes for customers while reducing their specific risks and costs.

The term Service can have different meanings depending on the context in which it is used. For example:

1. In the context of Economics and Business:
   A service is an activity or benefit that one party offers to another, which is essentially intangible and does not result in ownership of anything.
   Examples:Insurance, Education, Cleaning services, etc.
2. In the context of Technology or IT:
   A service refers to a set of functions provided by a device, system, or software to fulfill a specific purpose.
   Example:A web service facilitates communication and data exchange over the internet.
3. In the context of Customer Service:
   A service refers to the assistance and advice provided by a company to those who buy or use its products or services.
4. In the context of Public Service:
   A service refers to activities and duties carried out for the benefit of the public or its institutions.
5. In general usage:
   A service simply means helping someone or performing a task for them.

What is Management?

Management refers to the process of efficiently and effectively coordinating and utilizing resources within an organization or business to achieve specific goals.

There is a particularly important word in this definition — Resources!

So, what does Resources mean here, and what does ITIL imply by it?

In this context, resources typically refer to people, technology, infrastructure, money, and so on.

Now, let us define Service Management

Based on the definitions of Service and Management above, we can roughly define Service Management as:

Helping people achieve outcomes while reducing their costs and risks, and doing so by using resources more efficiently and effectively.

However, I would also like to share the official ITIL definition in English:

Service Management is a set of specialized organizational capabilities for enabling value for customers in the form of services.

Let is take a deeper look at the core phrase in this definition — “a set of specialized organizational capabilities.”

To better understand it, let us break it down:

• Set – A collection of different but complementary elements. It is not just one skill, but a combination of related skills and resources.
• Specialized – These are not ordinary skills; they are specifically developed to create, deliver, and manage services.
• Organizational Capabilities – These are the abilities an organization possesses, based on knowledge, skills, processes, resources, and experience, to achieve specific objectives.

So, what is Service Management ?

Service Management refers to the collective organizational capabilities specifically designed to provide value to customers through services.

But we must remember: Having resources is not enough — the ability to use them effectively is key. To create a service, it is not just about technology; people, processes, tools, and experience must all be considered together. These collectively form the Specialized Capabilities.

Let us conclude with an example:

Imagine a company called ABC IT. This company wants to provide Helpdesk or Technical Support services to its customers. To successfully deliver this service, the organization must have:

• Qualified staff
• Defined processes (e.g., Incident Management)
• Technologies (e.g., Ticketing system)
• Experience

All of these are considered Specialized Organizational Capabilities.

We hope this publication has been helpful to everyone. See you in our next, even more engaging publication…

The Power of Taking Initiative in IT Service Management

In today’s digital world, the IT department is no longer just a technical support unit. It has evolved into a strategic hub that directly impacts business resilience, customer satisfaction, and operational continuity.

But this transformation brings with it an important question:
“Who takes initiative within IT teams?”

Often, as long as systems are running, problems are considered “nonexistent.” However, true value comes from those who can foresee issues before they arise and take proactive measures.

I personally encountered such a situation a few years ago:

We were experiencing recurring system performance issues. At each occurrence, we resolved the issue through “Slack or ticketing systems” and moved on. But this was a persistent problem. No one was asking, “Why is this happening?”

One day, I took responsibility and began analyzing the issue at its root. Logs, SLA metrics, user complaints… After several days of investigation, we identified the core problem and implemented process changes to prevent it from recurring. I did not expect praise or recognition. I simply did not say, “This is not my job.”

That’s where initiative begins.

How does initiative emerge?

• Operational understanding: It is not just about technical knowledge. Understanding service management principles is crucial. Frameworks like ITIL and COBIT are very helpful here.
• Observing and questioning: Ask, “Why is it like this?” or “Can we do this differently?”
• Stepping out of your comfort zone: If you only do what you are told, you will never make a difference.
• Communication: If you have an idea, share it. Talk to your team. Even approach leadership with small suggestions.

You do not need to be in a senior leadership role to take initiative. In IT service management, making a difference only requires one principle: “See and act.”

If you work in this field and think, “Nothing I do makes a difference” — think again. Change sometimes starts with a single question, a single idea, or quietly solving a problem.

Remember:
“Initiative is not a duty — it is a choice.”

 

 

“It is not a problem, it is an incident” – Or could it be the inverse?

Let us admit it… One of the most commonly confused concepts in IT is the difference between an incident and a problem. Even we – IT professionals – often sense the distinction but struggle to articulate it clearly.

Here is a real-life example:

It is 9:00 AM. People are starting their workday. Suddenly, calls start coming in:

– “VPN is not working.”

– “Outlook will not open.”

– “The system is slow.”

What do we do? We open an incident. We try to restore the customer’s access to the service. Because an incident = an unexpected interruption or degradation in service quality.

But if the same issue keeps happening repeatedly, we need to think deeper: This is no longer just an incident. This is a problem – meaning an underlying cause that is not yet identified.

What does ITIL v4 say?

An incident is an event that affects the user and needs to be resolved immediately. A problem is about investigating and eliminating the root cause of one or more incidents.

To put it simply:

– “You hurt your foot” – that is an incident.

– “Why do you keep twisting your foot in the same spot?” – that is a problem.

Why is this distinction important?

Because if we only resolve incidents without analyzing and eliminating problems, we are constantly putting out the same fire.

This approach may bring short-term relief, but in the long run, it leads to wasted resources, user dissatisfaction, and loss of trust.

Practical recommendations:

– Log recurring incidents of the same type – this is the first step toward problem analysis.

– When a problem is identified, look beyond just a workaround – aim for a permanent solution.

– Dedicate time to problem management – this falls into the “important but not urgent” category.

– When a problem is resolved, document the root cause analysis – it will save you significant time in the future.

What do you think?

– Does your team treat incidents and problems as separate approaches?

– Have you ever found yourself solving the same issue over and over again?