Business Service Center

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Advocates of BSM often use it to support a change from a culture which is very technology-focused to a position which understands and focuses on business objectives and benefits. Rather than supporting an internalized technology view, there is a shift to recognize and support customer needs and the delivery of value to business stakeholders including shareholders. A BSM initiative often underpins a shift in maturity for an IT department or service provider towards a more proactive and predictive operating model rather than the reactive and fire-fighting behavior which has been common in many IT operations. IT departments and Service Providers who reach this level of maturity often report improved relationships with their customers and business colleagues, being recognized as ‘Trusted Business Partners’ and ‘Competent Suppliers’ who deliver added business value rather than being considered a commodity or ‘Necessary Evil’.

Now leading organisations are taking the next step. Instead of operating numerous shared service centres and managing outsourcing vendors independently, they are implementing Global Business Services (GBS), providing integration of governance, locations and business practices to all shared services and outsourcing activities across the enterprise.

Next, defining the business service requires mapping, which involves building the associations for an application and the underlying components supporting that application. The mapping process results in an illustration which shows the connections between the application and the components including switches, routers, database servers, web servers, application servers, etc.

Gartner’s maturity model shows that among Infrastructure & Operations personnel, the current ranking on the maturity scale (stages include: Awareness, Committed, Proactive, Service Aligned, Business Partner) is 2.35 out of a possible 5. That means that majority of IT organization have not yet achieved a service-aligned view of their operations.