The output of the original phase 1 idea gathering and discussion has been extracted to an MS Excel format spreadsheet, ordered by the number of votes received and each idea given a unique ID in the format 'I-xxx'.

Phase 1 Output - with index (MS XLS)

A shortened version of the ideas from the spreadsheet is repeated below as a table for easy reference.

Index of Ideas[edit | edit source]

ID Ideas Votes
I-01 Prioritise outcomes that affect customers over internal IT metrics 18
I-02 Processes are ways of dealing with repeated tasks in a structured way, freeing up time for more complex activities. They aren't an end in themselves 14
I-03 People and relationships are more important than process and tools 12
I-04 Customer satisfaction over SLA compliance 11
I-05 Where good/best practice already exists outside of ITIL it should be explicity referenced/interfaced rather than trying to reinvent the wheel just for ITSM 11
I-06 Simple processes and #CSI are better than huge process development effort. incremental improvements add value over time. 8
I-07 IT Services contribute to the success of business results and outcomes 8
I-08 Improvement as an attitude rather than as a process 7
I-09 if your metrics don't support customer experience, they are the wrong ones 7
I-10 ITIL isn't just for IT. Responsiveness and customer satisfaction matter to all service groups. Think business service catalog, not just IT service catalog. 7
I-11 ITIL provides organisations with ideas to help them deliver better IT services. It's not a bible, a silver bullet or a cure all. 7
I-12 Creating value for customers is more important than meeting SLA targets 6
I-13 Adopt and adapt. A framework which fits everyone, fits no-one. 6
I-14 the ITIL community and movement are as important as the content 6
I-15 Programmes to improve ITSm should be influenced by thinking in other areas, such as Lean, theory of Constraints and Agile 6
I-16 Many activities cut across multiple processes - it's the value creating work that matters, not the process 5
I-17 You don't need to create another process every time something goes a little bit wrong 5
I-18 I think we should clear up that ITIL is neither a standard, nor a methodology. There are even doctoral thesis using such terms. 5
I-19 #ITIL is not + can't be 'implemented' - it's a tool to support successful service delivery and continual service improvement 4
I-20 IT exists primarily (solely?) to add stakeholder value. IT processes, capabilites and functions are a means to that end 4
I-21 Business facing target and agreements should be technology agnostic 4
I-22 ITSM and specifically ITIL has always been more about common sense that earth shattering revelation. Long time technologists have always looked at ITIL as something they always knew they should do, but just never wrote it down a deposit put it in a book or 12. 4
I-23 To be viewed as a strategic asset, customers and service providers need to view each other as partners (sharing in successes) 3
I-24 #itil toolsets are parts of supply chain - not an end in themselves.They can't 'give you #itil' without organisational change 3
I-25 ITIL is just a library, with sensible, balanced, and proven guidance for improving the delivery of IT services. Organizations can adopt as little or as much as they need for their specific needs. 3
I-26 Understand & measure outcomes. The CSF is customer & business success. The KPI is value 3
I-27 We need to shift focus to academia and that`s the place future of #ITIL and #ITSM resides. Inspire students to big picture #ITILManifesto 3
I-28 All ITSM community generated IP should only be adopted by AXELOS under the terms of a creative commons licence 3
I-29 ITSM is transformational, both for the business and IT. Both need to work together as partners, thus #trust is a CSF 2
I-30 Be aware of the organizational culture of your customer. You won't succeed everywhere by stating that you're adopting ITIL 2
I-31 Control on results over Control on activities 2
I-32 ITIL is not an international standard that would tell your customers that your IT Services are being managed. 2
I-33 Optimising the value and risk equation 2
I-34 ITIL is built on a set of principles and values (tbd) which inform the core content, which is built on by practitioners 2
I-35 The answer to any question about service management, SLAs, process etc. is never "because ITIL says so" 2
I-36 Sharing & Knowledge OVER Ownership & Content 2
I-37 Adapt and adopt the ITIL best practices 2
I-38 Always remember that at any point, any ITSM provider can be replaced... 1
I-39 The CMDB was a lie! 1
I-40 IT must continually improve its practices and services for enhanced customer satisfaction, the best of today will be no more than is just about average of tomorrow. 1
I-41 When interacting with IT (requests, incidents etc) the customer should only be asked to provide the required data, not fill out endless fields…. 1
I-42 Be aware of the organizational culture of your customer. You won't succeed anywhere by stating that you're adopting ITIL 1
I-43 A good process, like a good UI shouldn't need explaining. 1
I-44 trust your people & their experiences go for short iterations of improvement and not big CSI 1
I-45 (Information) Security is not a separate book or chapter, but should be integrated in every process, right from the start. 1
I-46 all your process are belong to us 1
I-47 ITIL has a lifecycle view of Service Management which encompasses Service Strategy, Service Design, Service Transition, Service Operation, and Continual Service Improvement 1
I-48 Training should be driven by the requirements of employers for certain skills, not academic knowledge of the content of a book 1
I-49 Practical experience applying ITIL over Certifications 1
I-50 Lets follow same pattern of statements as in agilemanifesto.org: "We value A & B over C & D" 1
I-51 Outcomes OVER Services 1
I-52 Clairfy the use of terms such as 'ITIL Certified' used by both technology providers and consultants alike - causing misery and misunderstanding (and undue trust) in organisations, consultancies and agencies. 1
I-53 Just because you have a class leading tool (ITIL Certified!!), doesn't mean you'll deliver class leading IT. Service Management tools will need to be configured to your specific organisation's needs, right down to the workflow level. Defining this workflow level comes from your processes, and these are defined to meet the needs of the business, not for the convenience of IT, nor the needs of an IT auditor (sorry this turned into a bit of a rant!) 1
I-54 Service Operation in isolation without CSI (a depressingly common practice in many orgs) is A Bad Thing, and misunderstands a core concept in ITIL: feedback for improvements 1
I-55 A set of defined interfaces into other business areas/processes that sit outside of IT 1
I-56 Deep down, ITSM is about Governance - Service Governance 1
I-57 Processes and tooling should add value immediately. The perfect solution may not be the most valuable. Adopt the concept of ‘good enough’ 0
I-58 Value = perception 0
I-59 The first question is always “what does your customer want?” 0
I-60 #ITIL Processes should be used as building blocks, components in a supply chain of #IT Services 0
I-61 no profiteering on monopoly, recognise and reward volunteer effort, financial and governance transparency build community, no taxation without representation 0
I-62 As an #ITSM consultant, it's ME who adopts ITIL to get my customer's IT Services managed. 0
I-63 Organizations can't “implement ITIL”. Wash, rinse, repeat until you rid yourself of that completely. Starting with a mindset of continual improvement, organizations use ITIL as a reference to improve service delivery. 0
I-64 ITIL is not about platitudes. It is about making things better for all stakeholders based on a variety of trade-offs, and balancing short-term reactiveness with long-term stability. 0
I-65 ITIL is the most successful scam since the sale of the Eiffel tower. ;) 0
I-66 Attitudes & collaboration over Certification 0
I-67 Adoptivity over Procedures 0
I-68 IT services exist to support business processes 0
I-69 Stakeholder value delivered by measuring the outcome from carefully managed services. 0
I-70 If the technology you are implementing doesn't contribute to a service that is in support of the organizational outcomes, stop. 0
I-71 As a matter of fact, ITIL is not about IT; it's all about the business 0
I-72 It is better to use a smaller part of the full lifecycle than doing one stage completely and ignoring the rest. 0
I-73 *** ITIL or ITSM manifesto? ***** click + for ITIL, click - for ITSM 0
I-74 Agree with the statement "ITIL is not about IT; it's all about the business". The business is experiencing a joyous rethink of what to expect from IT suppliers as a result of cloud, that rethink is having a big impact. I don't see anything here about a cloud-centric definition of managing services. And it's not about the technolog, it's about changing expectations which a whole new platform is meeting collaboratively. 0
I-75 None of the processes nor RACI models will work effectively without building appropriate “ownership culture/attitude” among respective teams/people. 0
I-76 Individuals & Community OVER Institutions and Businesses 0
I-77 Trust OVER Control 0
I-78 Ingenuity OVER Process 0
I-79 We must have a best practise framework which describe the steps that are mandatory for any process.Persons who want to implement that process will choose the steps as per their requirement. 0
I-80 Process Measure techniques needs to be more ellobrated,after every process of ITSM we must mention its measure techniques 0
I-81 ITSM is the global professional discipline for Service Delivery organisations. 0
I-82 ITSM enables successful service delivery. 0
I-83 The focus of ITSM is on delivering successful Business Outcomes and Customer Experience 0
I-84 Features of ITSM 0
I-85 Our ITIL process should able to cater next 5 years future technologies & their management. 0
I-86 The crucial chain: requirements - design - outcomes -> value is an essential of ITIL that's often ignored, neutering any attempt to get genuine value. 0
I-87 My browser counts 42 occurrences of the word "process", 3 occurrences of the word "community" and 1 occurrence of the word "collaboration" 0
I-88 Integration of processes and holistic approach, such as: " Providing quality IT Services involves defining, implementing, operating and improving 26 sets of activities (processes) which integrate the ITIL Service Lifecyle. This SLC has to be considered and treated as a whole. Inputs, outputs and interfaces between processes should be clearly defined." 0
I-89 ITIL should apply and be adaptable to all service providers, catering for in-house and outsourced service models easily 0
I-90 There is no such thing as a ITIL compliance nor maturity on any level (process vs Process, service vs Service...) by the nature of ITIL as adoptable and adaptable framework. 0
I-91 There should be more effort put into taxonomy, object decomposition.... 0
I-92 Tangible outcomes over services 0
I-93 Sharing and knowledge over ownership and content 0
I-94 ITIL Scientific research and academia over questionnaires and non reliable researches 0
I-95 CSI is journey travelled together by customer and Service Provider 0
I-96 The focus is not to be ITIL compliant (as many do), but improve your business using ITIL best practices. Can you prove this? 0
I-97 The focus is not to implement processes and let them running. Focus on getting sustained business improvements every month! 0
I-98 Service Delivery over Service Support 0
I-99 Customer Experience over Only Reaching SLA 0
I-100 Agile Change Delivery over Traditional Change Management (delaying improvements) 0
I-101 Cross-technology Service Teams over Technology-based Teams 0
I-102 It's not about developing processes, it's about developing a mentality of enabling customer outcomes in the form of service provided by IT 0
I-103 Service management guidance is for the enlightenment of managers - assisting them in their constant, challenging balancing act 0
I-104 Rather manage services with no tools than expect tools to manage them all for you. 0
I-105 The plan is essential, but must be adaptable to circumstance 0
I-106 BRM can mean playing golf with the board - but only if business insights acquired are written down and shared 0
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