book

ITIL4 Digital and IT Strategy: Reference and Study Guide

by David Cannon

February 2023

Intermediate to advanced

150 pages

3h 51m

English

TSO (The Stationery Office)

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2.1 The ITIL guiding principlesTable 2.1 Description of seven guiding principles
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
2.2.4 Using business models for strategy planningFigure 2.1 The Barrett model
2.3.1 Portfolio optimization

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
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
3.1 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
Figure 3.2 Traditional perspective of business, digital, and IT strategyFigure 3.3 Revised perspective (example) of business, digital, and IT strategy
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
4.1 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)
4.2 Opportunity analysis
5.1 How to achieve strategic momentum5.1.1 Long-term momentum: ensuring organizational viability5.1.2 Key behaviour patterns and characteristics for success
5.2.1 Digital disruptionFigure 5.1 Levels of digital disruption5.2.2 Ecosystem disruption5.2.3 Industry/market 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
6.1 Approaches for customer/market relevance6.1.1 Customer journeys6.1.2 Omnichannel delivery and support6.1.3 Context-sensitive delivery and support
6.2.1 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
6.3 Approaches for evolution6.3.1 Innovation6.3.2 Agility and resilience6.3.3 Organizational change management6.3.4 Knowledge management
6.4.1 Triple bottom lineFigure 6.1 The triple bottom line model6.4.2 Employee fulfilment
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
7.1 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
7.1.7 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
7.2.1 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
8.1 Digital readiness assessment8.1.1 Evaluating current organizational capabilities
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
9.1 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
Figure 9.2 Operating model canvas
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
9.4 Parallel operating models9.4.1 Cannibalism9.4.2 Erosion9.4.3 Concurrence9.4.4 Synergism9.4.5 Ineffective operating models
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
9.6 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
10.1 Architecture management10.1.1 Purpose10.1.2 Practice success factors10.2 Measurement and reporting10.2.1 Purpose
10.3 Portfolio management10.3.1 Purpose10.3.2 Practice success factors
10.4.1 Purpose10.4.2 Practice success factors10.5 Service financial management10.5.1 Purpose10.5.2 Practice success factors
10.6.1 Purpose10.6.2 Practice success factors10.7 Workforce and talent management10.7.1 Purpose10.7.2 Practice success factors
11.1 Purpose of the ITIL 4 DITS qualification11.2 Examination structure
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
11.4 Multiple-choice question examination (1/2)11.4.1 Examination overviewTable 11.3 Examination weighting by learning outcome11.4.2 Question type examples
11.4.3 Examination modalities11.4.4 Sample papers11.4.5 Tips for taking the examination
12.1 ITIL FoundationFigure 12.1 The ITIL certification scheme
12.2.1 ITIL Specialist – Create, Deliver and Support12.2.2 ITIL Specialist – Drive Stakeholder Value12.2.3 ITIL Specialist – High-velocity IT
12.3 ITIL Strategic Leader stream12.3.1 ITIL Strategist – Direct, Plan and Improve12.3.2 ITIL Leader – Digital and IT Strategy
Table 13.1 Concepts that are tested in the ITIL 4 Digital and IT Strategy examination