ITIL 4: Digital and IT Strategy Reference and Study Guide

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 principles
			Table 2.1 Description of seven guiding principles
		2.2 Vision and strategy
			2.2.1 What is a vision?
			2.2.2 Confirming the scope and defining the vision
			2.2.3 Strategy structure and content
			Table 2.2 Elements of a strategy document
			2.2.4 Using business models for strategy planning
			Figure 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
			2.4.1 VUCA
			2.4.2 Ensuring the viability of digital organizations
			Table 2.3 Recommendations for acting in a VUCA environment
			2.4.3 Positioning tools for digital organizations
			Figure 2.3 Digital positioning assessment framework
			Figure 2.4 Positioning assessment framework focused on business, operational, cultural, and experience transformation
			Figure 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 concepts
			3.1.1 Digital, information, operational, and communication  technology
			Figure 3.1 Digital technology
			3.1.2 Digital organization and digital business
			3.1.3 Digitization and digital transformation
			3.1.4 Products and services
			3.1.5 Tiers of strategy
			Figure 3.2 Traditional perspective of business, digital, and IT strategy
			Figure 3.3 Revised perspective (example) of business, digital, and IT strategy
			3.1.6 Business models
		3.2 DITS and the service value system
			3.2.1 Opportunity and demand
			Figure 3.4 The service value system
			3.2.2 Guiding principles
			3.2.3 Continual improvement
			3.2.4 Practices
	4 DITS: the organization and its environment
		4.1 Environmental analysis
			Figure 4.1 The context of strategy applied to the four dimensions of service management and PESTLE
			4.1.1 External analysis
			Table 4.1 PESTLE: environment analysis factors and their influence on digital strategy
			4.1.2 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 momentum
			5.1.1 Long-term momentum: ensuring organizational viability
			5.1.2 Key behaviour patterns and characteristics for success
		5.2 Three levels of digital disruption
			5.2.1 Digital disruption
			Figure 5.1 Levels of digital disruption
			5.2.2 Ecosystem disruption
			5.2.3 Industry/market disruption
			5.2.4 Organizational disruption
		5.3 Factors influencing strategic focus
			5.3.1 Customer/market relevance
			5.3.2 Operational excellence
			5.3.3 Internal and external focus
			5.3.4 A balanced approach
	6 Strategic approaches for digital organizations
		6.1 Approaches for customer/market relevance
			6.1.1 Customer journeys
			6.1.2 Omnichannel delivery and support
			6.1.3 Context-sensitive delivery and support
		6.2 Approaches for operational excellence
			6.2.1 Automation
			Table 6.1 Descriptions of the three levels of automation
			6.2.2 Service optimization
			6.2.3 Technology modernization
			6.2.4 Sourcing strategies
			6.2.5 Workforce strategies
			6.2.6 Employee 360 approach
		6.3 Approaches for evolution
			6.3.1 Innovation
			6.3.2 Agility and resilience
			6.3.3 Organizational change management
			6.3.4 Knowledge management
		6.4 Approaches to social responsibility and sustainability
			6.4.1 Triple bottom line
			Figure 6.1 The triple bottom line model
			6.4.2 Employee fulfilment
		6.5 Financial aspects of DITS
			6.5.1 Funding projects, products, and services
			6.5.2 Balancing the cost of innovation and operation
			6.5.3 Charging models
			Table 6.2 Examples of common digital charging models
	7 Risks and opportunities
		7.1 Risk management
			7.1.1 Definitions
			7.1.2 Risk management in digital organizations
			7.1.3 Organizing and using risk management to evaluate opportunities
			7.1.4 Risk identification
			7.1.5 Qualitative risk analysis
			Figure 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 technology
			Table 7.1 Concepts that define an organization’s approach to risk
			7.1.8 Risk treatment
		7.2 Innovation
			7.2.1 Managing innovation is a strategic capability
			7.2.2 Managing innovation is a mindset and culture
			7.2.3 Formal approach to innovation management
			7.2.4 Characteristics of organizations with an innovative culture
			7.2.5 Building a culture that supports innovation
			7.2.6 Approaches to innovation
	8 Defining and advocating DITS
		8.1 Digital readiness assessment
			8.1.1 Evaluating current organizational capabilities
			8.1.2 Gap analysis
			8.1.3 Risks and challenges of digital readiness assessment
		8.2 Business case for DITS
			8.2.1 Quantifying the value of a digital and IT strategy
			8.2.2 Communicating the business case
	9 Implementing DITS
		9.1 How strategies are implemented
			Figure 9.1 Satir change model
			9.1.1 Large-scale transformation
			9.1.2 Incremental transformation
			9.1.3 Mergers and acquisitions
			9.1.4 Individual changes
		9.2 Defining operating models
			Figure 9.2 Operating model canvas
		9.3 Digital leadership
			9.3.1 Digital mindset
			9.3.2 Communication
			9.3.3 Relationship management
			9.3.4 Education and learning
			9.3.5 Evaluating emerging technology and industry trends
			9.3.6 Agile management techniques
			9.3.7 Defining and using strategic metrics
			9.3.8 Orchestrating diverse environments
			9.3.9 Operationalizing strategy
			9.3.10 Business and technology management skills
		9.4 Parallel operating models
			9.4.1 Cannibalism
			9.4.2 Erosion
			9.4.3 Concurrence
			9.4.4 Synergism
			9.4.5 Ineffective operating models
			9.4.6 Pace of transition from the old model to a digital model
		9.5 Assessing DITS success
			9.5.1 Types of metrics
			9.5.2 Lagging and leading metrics
			Figure 9.3 Lagging and leading indicators
			9.5.3 Outside-in and inside-out metrics
			9.5.4 Metrics and indicators
			9.5.5 Objectives and key results
		9.6 Typical activities of a digital transformation programme
			9.6.1 Scenario 1: Building capabilities to become a digital organization
			Figure 9.4 Typical steps in a digital transformation programme
			9.6.2 Scenario 2: Conducting a single digital transformation initiative
	10 ITIL practices in DITS
		10.1 Architecture management
			10.1.1 Purpose
			10.1.2 Practice success factors
		10.2 Measurement and reporting
			10.2.1 Purpose
			10.2.2 Practice success factors
		10.3 Portfolio management
			10.3.1 Purpose
			10.3.2 Practice success factors
		10.4 Risk management
			10.4.1 Purpose
			10.4.2 Practice success factors
		10.5 Service financial management
			10.5.1 Purpose
			10.5.2 Practice success factors
		10.6 Strategy management
			10.6.1 Purpose
			10.6.2 Practice success factors
		10.7 Workforce and talent management
			10.7.1 Purpose
			10.7.2 Practice success factors
	11 Taking the DITS examination
		11.1 Purpose of the ITIL 4 DITS qualification
		11.2 Examination structure
		11.3 Case study assessment
			11.3.1 Overview
			Table 11.1 Case study assessment criteria
			11.3.2 Case study assessment syllabus
			Table 11.2 Case study syllabus
			11.3.3 Taking the case study assessment
			11.3.4 Tips for completing the assessment
		11.4 Multiple-choice question examination
			11.4.1 Examination overview
			Table 11.3 Examination weighting by learning outcome
			11.4.2 Question type examples
			11.4.3 Examination modalities
			11.4.4 Sample papers
			11.4.5 Tips for taking the examination
	12 The ITIL 4 certification scheme
		12.1 ITIL Foundation
			Figure 12.1 The ITIL certification scheme
		12.2 ITIL Managing Professional stream
			12.2.1 ITIL Specialist – Create, Deliver and Support
			12.2.2 ITIL Specialist – Drive Stakeholder Value
			12.2.3 ITIL Specialist – High-velocity IT
			12.2.4 ITIL Strategist – Direct, Plan and Improve*
		12.3 ITIL Strategic Leader stream
			12.3.1 ITIL Strategist – Direct, Plan and Improve
			12.3.2 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 exam
	References
	Further information
	Index