Technology has always been something that is present in the history of modern society. Even in the early days, from the moment that man began to live in communities, he began to seek ways to facilitate his existence, with the initial intention of survival and then as a way to provide comfort and well-being.
As it evolved, the concept of society was also changing. As new needs arose, in principle alone and in small silos and increasing its scope, as these silos began to communicate and integrate later, they gave rise to the context that we have today as modern society. However, for this evolution to be significant, mankind had important triggers, milestones that were differentials for a global change of thought, vision and subsequent evolution.
The first of these milestones was the 1st Industrial Revolution, between 1760 and 1860, where the cotton fabric industries emerged with the use of the mechanical loom and the improvement of steam machines, which contributed to the continuation of this revolution. This, not only altered the form of production, but the very form of survival of human beings.
The Second Milestone was the 2nd Industrial Revolution, between 1850 and 1870. A little more aggressive and detailed, brought a wide development in the chemical, electrical, oil and steel industry.
In mid-1940, a new milestone emerges: the 3rd Industrial Revolution. Under the leadership of the United States of America, the greatest economic power of this period was the main characteristic of the use of advanced technologies in the industrial production system.
Now, mankind has come to live its fourth trigger: the 4th Industrial Revolution, which has also been called the 4.0 Industry. And as has occurred earlier, this brings significant changes as to the automation of factories, biotechnology, nanotechnology, neurotechnology, robots, artificial intelligence, energy storage systems, storage System Cloud, drones and 3D printers among others.
And in this new revolution, business and IT are also undergoing significant changes, through new approaches, concepts and structures such as digital transformation, IoT, DevOps culture and agile methodologies; Some even now emerge from the context of software development and begin to encompass not only the business, but the organizational structure itself and holistically.
The world of ITSM also does not stay out of this new revolution. A little over a year ago, an approach to service management emerged, focused on a new digital era: VeriSM™. More than a set of "Best Practices ", aims to construct a model that is functional, making sense for organizations and their customers. Being an initiative of IFDC (International Foundation for Digital Competences) in partnership with Exin, it was conceived by more than 70 experts from different parts of the world, as well as the support of large corporations. And among these professionals, one who has a very important role in this whole process is Claire Agutter, ITSM Professional, specialist in online corporate education and chief architect, responsible for coordinating these more than 70 specialists in ITSM Scattered around the planet.
A little over a year I have kept constant contact with Claire, and in some moments were almost daily. Very helpful and supportive, her vision both systemic and business, totally digital and disruptive, has changed my way of thinking and managing services as a whole. I Invited her to present herself to the Brazilian market and this invitation generated a conversation rich in detail.
Prepare yourself to learn some facts.. CA: Many organizations often see training as a "checkbox " - Send all collaborators for a three-day course every year, for example, and these collaborators fulfill their responsibilities in attending and attending this. Getting value from training requires a very different approach now.
WV: Claire, it's a huge satisfaction and a great joy to have this conversation with you. Many Professionals in service management in Brazil have a tremendous admiration for their work and have followed the same, but many still do not know it. Could you talk a little bit about yourself, introducing yourself to the Latin American market?
CA: My name is Claire Agutter and I work with service management for the most part of my career. I Started working on helpdesks and soon after, I switched to the function of change analyst, going later to change manager and soon after, service manager. I made my certification in ITIL Foundation v2 and shortly after in ITIL Manager. After having worked on various operational functions, I went to consulting and then to education and training.
For 11 years, I have an e-learning business focused on ITSM, the ITSM Zone. I Began to see that our customers were struggling with the number of changes in IT management, such as the emergence of Lean IT, Agile and DevOps and I wanted to help them. In 2016, I rode a new business, Scopism, which focuses on creating useful content and tools for IT managers. The first result were the training in the body of knowledge in SIAM Foundation and Professional, which are now the basis of the global scheme of training and certification SIAM (the download of the content is free). In 2017, I was invited to act as head architect in the VeriSM™ project, to reconceptuate the management of services for the digital age. This resulted in two publications based on the experiences of dozens of collaborators and an associated training scheme.
Technology is always evolving, so it is a fast-paced industry to work with. My focus is on how IT management evolves and how IT can work better. This is becoming more and more relevant as technology becomes increasingly incorporated into the heart of business and as digital transformation receives more attention from organizations in a "C-Level".
WV: What motivated you to become an expert in architecture and service management and a corporate educator?
CA: I Think for simplicity, I love to learn and love to share what I learned. When I look at the early stages of my career, I'm frustrated by mistakes I've made due to lack of experience. Listening to stories from other organizations provides inspiration and can help shorten the learning curve.
I firmly believe in the concepts of lifelong learning and in "T-Shaped" professionals, able to be innovative and problem solvers in their areas of specialization, in addition to being able to interact and understand specialists from other Areas and with other skills. It's my passion to help provide affordable, high-quality online trainings, allowing people to learn, even if they don't have a great budget for training or time, due to their work and other activities.
WV: Today, we see many professionals say that the educational model in much of the planet needs to change. How do you see the future of corporate education?
Corporate Education needs to include a mixture of formal training, learning at work and learning in the interaction with the community, being:
• Formal Training: This is still a necessary and important part in Corporate Education. IT provides a structured learning and the team feels that the company is investing in its improving by adding certifications in its curriculum. In Addition, I have seen growth in the use of Corporate E-learning, as companies have realized that this can help deliver their results, allowing for example that a globally distributed team can study together.
• Learning at Work: Experience is very important and companies need to give time for their teams to learn. This can include shading of other team members, taking time of learning and development approved or simply, opening up space for new ideas.
• Interaction with the Community: This interaction can be online or face to face, allowing employees to learn from other organizations, observing their successes and failures.
WV: Many professionals have the idea that an IT architect is just technical, working for example with patterns of designs, notifications like BPMN or UML or development suites, creating and analyzing lines of code. How are you an architect in IT, with a great knowledge, could you tell us what is the function of an architect within a good practice approach?
CA: The technology is fairly simple-it works or not. Humans and behaviors are much more complex. We Can't "Install " New behaviors on our team and expect them to be working a new way the next day. As service managers, we need to be aware of the technology, but we also need to be aware and care for the human element of what we do. The behavior takes time to change. The role of the architect in a service management environment is to balance all elements: consumers, staff, suppliers, processes, form of work and technology. With This, we need a range of skills to meet these challenges, including "soft skills" in relationship management, communication and negotiation.
For organizations with a digital transformation agenda, the role of a service management architect is directly involved in the "C-Level", helping to clarify the principles and governance that will support the desired results, as described In the VeriSM™ publications. These principles are cascading through the organization, defining the direction in all teams, technical and non-technical, so that products and services are created and managed in a manner aligned with the business objectives.
WV: Today, the world is talking about 4.0 industry. And in concepts such as agile methods, digital transformation and DevOps culture. In your opinion, what is the role of a ITSM in this new wave, called "The New Industrial Revolution"?
CA: The role of ITSM is becoming more and more "GS " and less time "TI ". It is No longer appropriate to talk about "business " and "IT " as if they were separate organizations. The technology is incorporated into all aspects of service creation and delivery, so that the entire organization needs to see itself as a service provider, using all its resources to provide value such as Finance, Logistics, HR, Sales, IT, etc. IT can no longer be a "controller ", otherwise it will continue to grow the shadow of the corporation. This kind of thinking is how we describe service management in the VeriSM™ books. Organizations can work with a combination of Agile, DevOps, Lean, ITIL, etc., as long as they are focused on their overall goals.
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In today's world, the role of the service manager grows exponentially out of the IT department. Service management Skills, such as supplier management, customer relationship management, and service support, are even more crucial.
WV: What advice would you give to those who think to enter the Service Management market?
CA: My advice to anyone who enter the service management market is to say yes to every opportunity you can. Engage with local community groups, offer support and advice on online forums, make presentations, or conduct workshops. The experience you earn and the network you'll build will help you as your career develops.
WV: Claire, I thank you for your time, your sympathy and your willingness to pass on such important and accurate information. Would you like to leave a final message for the professionals and the Brazilian/Latin American market?
CA: My Final message is that this is the most exciting time to be a service management professional – embrace new things and keep learning. I Wish you all a lot of success.
Well, this is Claire Agutter, an innovative and disruptive professional, who with so many appointments, was kind and helpful in an open and straightforward conversation. I Believe that from now on we get to have a better idea of what is happening in our segment and what to expect from it in a future, not so distant, having the opportunity to take our management to a next level. As I like to say inside my team, it's not enough to turn business... We need to transform lives so that they transform business.
Until our next chat.