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Published: 11 July 2023



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  • インフラストラクチャ/オペレーション (I&O) のリーダーが、自社のデジタル・トランスフォーメーションの目標、および関連するビジネスモデルを理解しない場合、誤った意思決定が下され、その結果ビジネス戦略の整合性が失われることで、ITサービスのデリバリが不十分になるリスクがある。

  • I&Oリーダーは、従来の手作業による中央集中型のITサービス管理 (ITSM) のプラクティスが、ハイブリッドなデジタル環境に求められるデリバリのスピードや変化のペースをサポートしていないことに気付いている。これが、コストとトイル (永続的な価値をもたらさない反復作業) を増加させ、効率性を低下させている。

  • I&Oサービス・デリバリの状況について広い視野を持たずにITSMプラクティスを管理していると、デジタル・トランスフォーメーションを遂げた組織の要求に十分に応えられない。



  • デジタル・トランスフォーメーションの計画をレビューし、最高デジタル責任者、最高プロダクト責任者、その他のプロダクト・リーダーなどのITエグゼクティブとのコラボレーションの下、デジタルの目標と関連する戦略を理解することで、組織のデジタル・ビジネス目標をプラクティスに取り入れる。

  • 将来像に関する目標を含み、自動化と俊敏性を活用する、ITSMプラクティスの近代化戦略を策定する。現在のITSMプラクティスに関わる人材、プロセス、テクノロジへの投資が、自社のデジタル目標達成の妨げとなっている分野を見極める。

  • サービス・オペレーションに関連するテクノロジおよび、デジタル・ビジネスの推進に必要な関連サービスをすべて収集してモデリングすることで、サービス・オペレーション・ツールを統合する計画を立てる。

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Hideo Yoneda

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