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ITIL4 Digital and IT Strategy: Reference and Study Guide

Name: ITIL4 Digital and IT Strategy: Reference and Study Guide
Author: David Cannon
ISBN: 9780113318261

by David Cannon

February 2023

Intermediate to advanced

150 pages

3h 51m

English

TSO (The Stationery Office)

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ITIL® 4: Digital and IT Strategy - Reference and Study Guide
Contents
Foreword
Acknowledgements
About this guide
1 Introduction
2 Using DITS in an organization
2.1 The ITIL guiding principlesTable 2.1 Description of seven guiding principles
2.2 Vision and strategy (1/2)
2.2.1 What is a vision?2.2.2 Confirming the scope and defining the vision2.2.3 Strategy structure and contentTable 2.2 Elements of a strategy document
2.2 Vision and strategy (2/2)
2.2.4 Using business models for strategy planningFigure 2.1 The Barrett model
2.3 Strategy discussion and approval
2.3.1 Portfolio optimization

Figure 2.2 An organization’s portfolios enable a return on investments
2.4 DITS and the VUCA environment (1/2)2.4.1 VUCA2.4.2 Ensuring the viability of digital organizationsTable 2.3 Recommendations for acting in a VUCA environment2.4.3 Positioning tools for digital organizationsFigure 2.3 Digital positioning assessment framework
2.4 DITS and the VUCA environment (2/2)
Figure 2.4 Positioning assessment framework focused on business, operational, cultural, and experience transformationFigure 2.5 Positioning assessment framework focused on physical and digital presence, and the use of emerging and standard technologies
3 DITS and digital disruption
3.1 Key concepts3.1.1 Digital, information, operational, and communication technologyFigure 3.1 Digital technology3.1.2 Digital organization and digital business3.1.3 Digitization and digital transformation3.1.4 Products and services
3.1.5 Tiers of strategy
Figure 3.2 Traditional perspective of business, digital, and IT strategyFigure 3.3 Revised perspective (example) of business, digital, and IT strategy
3.1.6 Business models
3.2 DITS and the service value system3.2.1 Opportunity and demandFigure 3.4 The service value system3.2.2 Guiding principles3.2.3 Continual improvement3.2.4 Practices
4 DITS: the organization and its environment
4.1 Environmental analysisFigure 4.1 The context of strategy applied to the four dimensions of service management and PESTLE4.1.1 External analysisTable 4.1 PESTLE: environment analysis factors and their influence on digital strategy4.1.2 Internal analysis (the four dimensions of service management)
4.1.3 Using the results of environmental analysis
4.2 Opportunity analysis
5 Using DITS to remain viable in the future
5.1 How to achieve strategic momentum5.1.1 Long-term momentum: ensuring organizational viability5.1.2 Key behaviour patterns and characteristics for success
5.2 Three levels of digital disruption
5.2.1 Digital disruptionFigure 5.1 Levels of digital disruption5.2.2 Ecosystem disruption5.2.3 Industry/market disruption
5.2.4 Organizational disruption
5.3 Factors influencing strategic focus5.3.1 Customer/market relevance5.3.2 Operational excellence5.3.3 Internal and external focus5.3.4 A balanced approach
6 Strategic approaches for digital organizations
6.1 Approaches for customer/market relevance6.1.1 Customer journeys6.1.2 Omnichannel delivery and support6.1.3 Context-sensitive delivery and support
6.2 Approaches for operational excellence
6.2.1 AutomationTable 6.1 Descriptions of the three levels of automation6.2.2 Service optimization6.2.3 Technology modernization6.2.4 Sourcing strategies6.2.5 Workforce strategies
6.2.6 Employee 360 approach
6.3 Approaches for evolution6.3.1 Innovation6.3.2 Agility and resilience6.3.3 Organizational change management6.3.4 Knowledge management
6.4 Approaches to social responsibility and sustainability
6.4.1 Triple bottom lineFigure 6.1 The triple bottom line model6.4.2 Employee fulfilment
6.5 Financial aspects of DITS
6.5.1 Funding projects, products, and services6.5.2 Balancing the cost of innovation and operation6.5.3 Charging modelsTable 6.2 Examples of common digital charging models
7 Risks and opportunities
7.1 Risk management7.1.1 Definitions7.1.2 Risk management in digital organizations7.1.3 Organizing and using risk management to evaluate opportunities7.1.4 Risk identification7.1.5 Qualitative risk analysisFigure 7.1 Matrix example for qualitative risk analysis
7.1.6 Quantitative risk analysis
7.1.7 Risk posture: balancing the risks and rewards of digital technologyTable 7.1 Concepts that define an organization’s approach to risk7.1.8 Risk treatment
7.2 Innovation (1/2)
7.2.1 Managing innovation is a strategic capability7.2.2 Managing innovation is a mindset and culture7.2.3 Formal approach to innovation management7.2.4 Characteristics of organizations with an innovative culture7.2.5 Building a culture that supports innovation7.2.6 Approaches to innovation
7.2 Innovation (2/2)
8 Defining and advocating DITS
8.1 Digital readiness assessment8.1.1 Evaluating current organizational capabilities
8.1.2 Gap analysis
8.1.3 Risks and challenges of digital readiness assessment8.2 Business case for DITS8.2.1 Quantifying the value of a digital and IT strategy8.2.2 Communicating the business case
9 Implementing DITS
9.1 How strategies are implementedFigure 9.1 Satir change model9.1.1 Large-scale transformation9.1.2 Incremental transformation9.1.3 Mergers and acquisitions9.1.4 Individual changes
9.2 Defining operating models
Figure 9.2 Operating model canvas
9.3 Digital leadership
9.3.1 Digital mindset9.3.2 Communication9.3.3 Relationship management9.3.4 Education and learning9.3.5 Evaluating emerging technology and industry trends9.3.6 Agile management techniques9.3.7 Defining and using strategic metrics9.3.8 Orchestrating diverse environments9.3.9 Operationalizing strategy
9.3.10 Business and technology management skills
9.4 Parallel operating models9.4.1 Cannibalism9.4.2 Erosion9.4.3 Concurrence9.4.4 Synergism9.4.5 Ineffective operating models
9.4.6 Pace of transition from the old model to a digital model
9.5 Assessing DITS success9.5.1 Types of metrics9.5.2 Lagging and leading metricsFigure 9.3 Lagging and leading indicators9.5.3 Outside-in and inside-out metrics9.5.4 Metrics and indicators
9.5.5 Objectives and key results
9.6 Typical activities of a digital transformation programme9.6.1 Scenario 1: Building capabilities to become a digital organizationFigure 9.4 Typical steps in a digital transformation programme9.6.2 Scenario 2: Conducting a single digital transformation initiative
10 ITIL practices in DITS
10.1 Architecture management10.1.1 Purpose10.1.2 Practice success factors10.2 Measurement and reporting10.2.1 Purpose
10.2.2 Practice success factors
10.3 Portfolio management10.3.1 Purpose10.3.2 Practice success factors
10.4 Risk management
10.4.1 Purpose10.4.2 Practice success factors10.5 Service financial management10.5.1 Purpose10.5.2 Practice success factors
10.6 Strategy management
10.6.1 Purpose10.6.2 Practice success factors10.7 Workforce and talent management10.7.1 Purpose10.7.2 Practice success factors
11 Taking the DITS examination
11.1 Purpose of the ITIL 4 DITS qualification11.2 Examination structure
11.3 Case study assessment
11.3.1 OverviewTable 11.1 Case study assessment criteria11.3.2 Case study assessment syllabusTable 11.2 Case study syllabus11.3.3 Taking the case study assessment
11.3.4 Tips for completing the assessment
11.4 Multiple-choice question examination (1/2)11.4.1 Examination overviewTable 11.3 Examination weighting by learning outcome11.4.2 Question type examples
11.4 Multiple-choice question examination (2/2)
11.4.3 Examination modalities11.4.4 Sample papers11.4.5 Tips for taking the examination
12 The ITIL 4 certification scheme
12.1 ITIL FoundationFigure 12.1 The ITIL certification scheme
12.2 ITIL Managing Professional stream
12.2.1 ITIL Specialist – Create, Deliver and Support12.2.2 ITIL Specialist – Drive Stakeholder Value12.2.3 ITIL Specialist – High-velocity IT
12.2.4 ITIL Strategist – Direct, Plan and Improve*
12.3 ITIL Strategic Leader stream12.3.1 ITIL Strategist – Direct, Plan and Improve12.3.2 ITIL Leader – Digital and IT Strategy
12.4 ITIL Master
13 ITIL 4: Digital and IT Strategy syllabus
Table 13.1 Concepts that are tested in the ITIL 4 Digital and IT Strategy examination
References
Further information
Index (1/2)
Index (2/2)

Content preview from ITIL4 Digital and IT Strategy: Reference and Study Guide

Implementing DITS

9.4.6 Pace of transition from the old model to a digital model

The best POM varies according to the organization, as does the best

pace of transition. The appropriate pace will tend towards either a rapid

(often painful) transition period, or a cautious approach due to the

uncertainties inherent in completely abandoning the old model and

replacing it with a new one.

At least four factors need to be considered in determining the

appropriate pace of transition:

●

consumer demand

●

organizational capabilities and culture

●

maturity of supporting digital technologies

●

threats from competitors and emerging technologies.

9.5 Asses

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ITIL4 Digital and IT Strategy: Reference and Study Guide

by David Cannon

Become an O’Reilly member and get unlimited access to this title plus top books and audiobooks from O’Reilly and nearly 200 top publishers, thousands of courses curated by job role, 150+ live events each month,
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