| Description |
1 online resource : illustrations |
| Bibliography |
Includes bibliographical references. |
| Contents |
Intro -- Copyright Page -- Contents -- List of figures and tables -- About the author -- Foreword 1 -- Foreword 2 -- Preface -- Acknowledgements -- Dedication -- Chapter 1: Where to start -- 1.1 The ITIL guiding principles -- 1.2 Continual improvement -- 1.3 Disruption and innovation -- learn, unlearn, and relearn -- 1.4 Continual improvement as a practice -- 1.5 Organizational change management in action -- 1.6 In summary -- Chapter 2: ITIL -- it's not just about IT -- 2.1 The changing role of IT -- 2.2 Why ITIL isn't just IT -- 2.3 ITIL and the enterprise -- 2.4 The ITIL service value system |
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2.5 The four dimensions -- 2.6 In summary -- Chapter 3: Defining values -- 3.1 Personal values -- 3.2 Organizational values -- 3.3 In summary -- Chapter 4: Balancing organizational perspectives -- 4.1 Organizational governance -- 4.2 Ethics -- 4.3 Agility -- 4.4 Leadership -- 4.5 Culture -- 4.6 In summary -- Chapter 5: Balancing supplier perspectives -- 5.1 Engagement -- 5.2 Collaboration -- 5.3 Supplier governance -- 5.4 In summary -- Chapter 6: Co-creating value with customers -- 6.1 The evolution of ITIL -- 6.2 Innovation -- 6.3 Viability -- 6.4 ITIL 4 and the customer journey -- 6.5 Outcomes |
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6.6 In summary -- Chapter 7: Creating value through knowledge -- 7.1 Knowledge management -- 7.2 Defining the value of knowledge -- 7.3 Using knowledge to achieve a balance -- 7.4 Knowledge and the value of tools -- 7.5 In summary -- Chapter 8: The value of reporting -- 8.1 Representative reporting -- 8.2 Operational reporting -- 8.3 The watermelon effect -- 8.4 Balancing quality with quantity -- 8.5 C-level information -- 8.6 Affecting value through commentary -- 8.7 In summary -- Chapter 9: Practice makes perfect -- 9.1 The real world -- 9.2 Thinking outside the trenches |
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9.3 Practices -- a case study -- 9.4 Proof-of-concept services -- 9.5 Value-based decisions -- 9.6 In summary -- Chapter 10: The value of peeking under the cover -- 10.1 Measuring success -- 10.2 Fragile services -- 10.3 Balancing dependencies -- 10.4 A fragile case study (personal story) -- 10.5 In summary -- Chapter 11: One language -- Chapter 12: The end -- or just the beginning? -- Glossary -- Further research -- Notes |
| Summary |
Co-creating value in organizations with ITIL 4 explores how to achieve value across multiple business models using ITIL 4 at different stages of business and product evolution. |
| Subject |
ITIL (Information technology management standard)
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Information technology -- Management.
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ITIL (Norme) |
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Technologie de l'information -- Gestion. |
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Information technology -- Management |
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ITIL (Information technology management standard) |
| Other Form: |
Print version: Barrow, David Co-creating value in organisations with ITIL 4 London : The Stationery Office Ltd,c2022 9780113318438 |
| ISBN |
9780113318445 (electronic bk.) |
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0113318448 (electronic bk.) |
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9780113318438 |
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011331843X |
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