Apps And Games

How ITIL transformed the outlook of these biggies/industry giants

With all the big-talk about ITIL’s mortality, it’s time to address what ITIL has really done and why it takes more than a blog to convince an ITSM honcho that ITIL is dead. The following article presents valid and resonating data about how ITIL has transformed even the largest of corporates and how individuals can benefit from riding that train.

Case Study 1: Spotify

The largest music streaming service in the world, Spotify is a legendary idea that brings users closer to artists; If that’s not the end goal of ITSM right? The industry giant, Spotify is a powerhouse of data, analytics, and software that culminates in music to everyone’s ears (Literally!). Spotify strives towards giving an opportunity for artists to earn through their users directly. The key factor in bridging this equation is the speed. An analytical engine that requires immediate deliveries is a mammoth task to take on, and Spotify was well aware of the challenge. Continuous improvement was the key. The cross-functional, autonomous teams had to come together to please the FS (Financial Services) team and to add to the challenge the existing ERP (Enterprise Resource Planning Platform) was to be moved to the cloud. An agile dominated workflow ruled the organisational structure. So to keep things moving while the change to the cloud was happening, ITIL format weekly plans and daily stand-ups were set up and this proved to be a great way of structural changes that involved the benefit of everybody and the organisation. Olingo also set up controls that would allow Spotify to enter the stock exchange market, revolutionizing the business meets IT pathos. Today we see Spotify gladly following ITIL protocols and continue to expand to several countries across the world.

Case Study 2: Disney

ITIL was the suggestion of former CIO to kick-start the Walt Disney Theme Park. The staggering data for the parks are as follows: 11 parks, 2 water parks, 42 resorts, 2 cruise ships, 36000 rooms, and 118 million visitors. The only platform that allows Disney’s customers to directly interact with the company, organizational excellence in service management is taken to a whole other level on this platform. Disney began its ITIL journey in the mid-2000s, championed by ardent ITIL practitioner Glen. The IT side of Disney required 100% availability and maintainability so that customers don’t face disservice on their one week holiday that mostly happens once in a few years! To give an example of how IT plays a role in Disney’s theme parks and resorts, Disney works with Verizon Mobile to give guests waiting times for their favourite rides. It also uses handheld devices that keep track of inventory on the retail carts. There have also been large innovations that Disney harboured for their casting process. In his words ‘With over 700 domestic IT cast, we simply can’t adopt large-scale change overnight’. He soon chose ITIL experts to guide the organisations and gave large incentives towards promoting ITIL4 foundation course certified workforce. These ever-changing innovations, coupled with a push for increased efficiencies and cost reductions, mean ITIL’s mettle was once again proven!

Case Study 3: Amadeus

Finally, one that features ITIL 4, Amadeus’ case study is the most contemporary version of ITIL’s many success stories. Amadeus ITIL V3 to ITIL 4 transition gave a human-centric spin to an already customer-centric organisation, and how it renewed the focus on value propositions. The world leader in providing critical solutions to airports, hotels, railways, travel agency and other travel players, Chris Dolphin, VP of Amadeus is the brainchild of ITIL4. He has taken up the task of transitioning for managing mission-critical airlines; applications. That might sound way bolder than it really is! Amadeus’ process driven ITSM served well in terms of handling infrastructure and even in terms of finding the balance between fixes and recovery. However, the customers still remained unhappy with certain aspects of management. Which meant, their older strategies worked well internally but weren’t showing the lifecycle results. Chris Dolphin decided to take several steps that looked forward to longer gameplay while at the same time giving short terms wins to keep the internal team motivated and happy. He introduced a Level 3 engineering team to fix non-code related issues that do not require changes to an application, and boy did it pay off. The team achieved a TAT of 6-days and the resolution rate increased from 42% to 90%. Such revolting changes are unheard of in the airlines’ industry! For Chris Dolphin and his team, ITIL4 foundation training and certification kick-started the change programme. 

These golden words of Chris Dolphin, prove to us that ITIL 4 certification is here to make human-centric changes to provide valuable results that were never before seen in ITSM. “In the past, we tended to build processes independently with the intention of finding the perfect solution for airlines. Now, we are co-creating the solutions and are in a much better place to understand what is business-critical for them.” 



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