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How ITIL 4 Helps in the Breakdown of Siloed Working | All you need to know [ OverView ]

Last updated on 04th Nov 2022, Artciles, Blog

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Lakshmi Dev (Software Quality Engineer )

Lakshmi Dev is a Software Engineer with 5+ years of experience as a Java Specialist. She is an expert in JavaScript, HTML/CSS, SQL, Python, Looker ML, DBT, PDT Looker, Looker API, Lightdash, Snowsight, and CARTO's SQL API.

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    • In this article you will learn:
    • 1.Introduction To ITIL 4.
    • 2.Two ways of ITIL 4 eliminates siloed approach to work.
    • 3.Nipping siloed approach at the bud.
    • 4.Siloed working has always one of the most common problems in a IT and IT service management (ITSM).
    • 5.Silos Hinder Flexibility.
    • 6.Conclusion.

Introduction To ITIL 4:

Silo mindset is a mindset adopted by a some employees/teams/departments within same organization. Working in a silos hinders efficiency, scope for improvement cross-functional knowledge transfer as well as a confidence-building in workforce. The existence of silo mentality significantly affects the health of the company culture in a long run.

Two ways of ITIL 4 eliminates siloed approach to work:

ITIL 4 was introduced with an intention of streamlining the service value chain by eliminating the traditional way of carrying out the activities. It enables a team to develop holistic approach rather than tacit approach. Below are 2 ways to use enterprise of ITIL® 4 to avoid a tacit approach to work:

1. Fostering Collaborative Work Environment from Above:

  • Most of organizations say that an ITIL® has helped them implement an effective organizational changes. In most of these organizations ITIL® was adopted from a senior management to be early-stage employees. When professionals at a top levels of an organization demonstrate teamwork with growth mindset, it is inevitable that rest of a workforce will adopt it.
  • This level of an over-the-top collaboration reinforces an idea that employees/teams should work together to be achieve business goals. ITIL® 4 helps organizations design the new process architecture that revolves around a value-creation principle. Processes are formally documented to keep track of a continuity and progress, and also dependencies involved in every process are clearly determined. In this way, teams work holistically and tacit approach to work is be reduced.

2. Tell employees about holistic work approach:

  • A rigid work culture does not motivate an employee to cooperate. ITIL® 4 advocates creation of customer-centric culture. However, for happy customers to be a born, an employees must first be satisfied. Enterprises should consider aspirations of their employees and why they prefer silent work over a teamwork. If employees express concerns about the company culture and the lack of adequate support forcing them to work in silos, that needs to be an addressed.
  • Employees who feel that they lack a right skills to collaborate should also be supported to increase their productivity, through a periodic performance reviews and rewards/recognition for teamwork. An Efforts can also be a rewarded.
ITIL 4 of Siloed Working Practice

Nipping siloed approach at a bud:

In past, ITSM has received much criticism for a promoting silent work, however, the latest version of a ITIL, ITIL® 4, corrected this drawback of ITSM. In midst of this highly competitive market, it is an imperative for organizations to generate a value quickly. The silent approach hinders the enterprises from a point of view of value-generation. Industry experts are believe that on-the-job training is the best way to improve an entire workforce at ITIL® 4. Adopting a ITIL® 4 will go a long way in preventing a tacit approach to work and encouraging a holistic and collaborative work practises.

Siloed working has always one of the most common problems in a IT and IT service management (ITSM):

  • Lack of contact in the operations teams, lack of knowledge about what is going on in a design and development and low collaboration are more painful for IT support, leading to low visibility, low transparency and a low information.
  • This rigid way of a working can without question go through a following procedures and procedures even if it doesn’t make a sense.
  • However thanks to an ITIL® 4 looking forward to seeing the more collaboration and more shared goals across IT organizations.
ITIL 4 Service

Destruction of silos:

  • The tacit IT mindset means that a task at hand fails to understand the broader organizational requirements, strategic direction, and how to create value. Ultimately, this leads to be a waste of time, resources and value, which is ineffective and uncompetitive.
  • Meeting technical IT requirements without a comprehensive view of end goal is not enough and of course, this leads to a conflict.
  • The problem of a silent working is complex to solve because an organizational culture and structure often supports it. This leads teams that want to keep a closed environment to survive, preserve their power and avoid change altogether.
  • Today this is unacceptable. With the level of competition demanded by a market, organizations need to create value quickly and this requires a various approach based on Lean and Agile concepts. This includes empowering people to be creative and collaborative To get better results through various and more effective ways of working.

Silos Hinder Flexibility:

  • For many years I have talked about the challenges that organizational silos present to successfully optimize customer experience. Silos are created when people focus only on an organization they are responsible for. This means that most of the planning or actions are carried out on a basis of a singular view of the individual organization.
  • It replaces the thinking with single processes on which an organization can focus from looking at an entire experience through a value flow. The problem with these types of questions is that they look at the same organization. For a company to improve customer experience, it must have a holistic view of what is happening. Silent organizations lack a full picture, and therefore lack a solid understanding of customer experience today and how to meet the demands of customers in the future.
  • The design of ITIL 4 Service Value System is configured in a way that encourages organizations to break their silent thinking. It replaces thinking with the single processes on which an organization can focus from looking at an entire experience through a value flow. When customer demand is recognized, this end-to-end thinking is applied to all the organizations, stakeholders and practices within a building the service value chain to offer companies with a well-rounded picture of a customer experience and/or So to receive.
  • Should be Having this holistic approach to service delivery makes it much quicker and simpler for companies to see the potential benefits and risks of decisions as well as a potential impact and risks, allowing them to respond quickly and flexibly to demands, trends, and changes .

Conclusion:

ITIL 4’s expanded guidance and emphasis on value creation are expected to significantly transform a way organizations manage IT services. The Service Value System and a Four Dimension Model broaden the scope of framework beyond IT processes to include every aspect of IT service delivery and value creation.

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