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<v Speaker 1>I never feel like you're trying to navigate a bustling

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<v Speaker 1>city without a map, especially you know, when it comes

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<v Speaker 1>to you keeping up with the latest in technology and

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<v Speaker 1>how it helps businesses run. It's really easy to get

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<v Speaker 1>lost in all the specialized language, sometimes feeling like you

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<v Speaker 1>need a secret decoder ring just to follow a conversation. Well,

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<v Speaker 1>today we're sort of handing you that map. We're taking

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<v Speaker 1>a deep dive into IT till four. It's the globally

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<v Speaker 1>recognized framework that's fundamentally changing how organizations deliver value through

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<v Speaker 1>the services they offer a day in and day out.

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<v Speaker 1>We've distilled the insights from Clara A. Gutter's It till

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<v Speaker 1>four Essentials, which is a fantastic guide, really packed with

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<v Speaker 1>practical wisdom from a true expert. Our mission today is

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<v Speaker 1>to give you a genuine shortcut. We want to extract

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<v Speaker 1>the most important and sometimes surprising nuggets of knowledge so

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<v Speaker 1>you can walk away feeling well informed and hopefully ready

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<v Speaker 1>to tackle your next challenge, whether you're directly in it

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<v Speaker 1>or not. Think of us as your guides on this journey.

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<v Speaker 1>Will help you understand not just the what, but crucially

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<v Speaker 1>the why and the how, making sure you grab the

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<v Speaker 1>core principles and their powerful real world application. So let's

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<v Speaker 1>set the stage a bit. I TELL four isn't just

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<v Speaker 1>another tech ecronym, right, It's more like a journey from

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<v Speaker 1>potentially outdated, maybe rigid IT processes to a dynamic system

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<v Speaker 1>that actually delivers business value. So maybe you can walk

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<v Speaker 1>us through what I TEL four is at its core

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<v Speaker 1>and why is it such a game changer even if

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<v Speaker 1>someone's day to day isn't directly in it.

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<v Speaker 2>That's a great way to put it. Actually At its heart,

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<v Speaker 2>ITEL is considered the best practice framework for IT service management,

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<v Speaker 2>or ITSM. Now, if you're not an IT, just think

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<v Speaker 2>of ITSM as the discipline of how an organization thoughtfully designs, delivers, manages,

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<v Speaker 2>and continuously improves the way it provides all its IT

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<v Speaker 2>services to its users, to its customers. It's not a

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<v Speaker 2>prescriptive rulebook telling you exactly what to do step by step,

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<v Speaker 2>but it's more of a flexible framework that guide you.

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<v Speaker 2>It started, interestingly enough, in the UK government back in

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<v Speaker 2>the nineteen eighties. It's evolved through several versions since then,

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<v Speaker 2>and then I till four arrived in twenty nineteen. This

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<v Speaker 2>newest iteration, well, it truly focuses on a value system approach.

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<v Speaker 2>It's really designed to integrate seamlessly with modern ways of working,

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<v Speaker 2>things like agile and DevOps, you know, those flexible collaborative

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<v Speaker 2>approaches focused on speed and continueus delivery. You hear so

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<v Speaker 2>much about. The main goal is simply to ensure it

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<v Speaker 2>services don't just function, but they truly deliver with the

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<v Speaker 2>business needs precisely when it's needed, and do it efficiently

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<v Speaker 2>and effectively.

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<v Speaker 1>And something often highlighted as a key reason for itel's

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<v Speaker 1>widespread success is its independence, isn't it. It's vendor neutral,

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<v Speaker 1>so not tied to anyone's supplier or technology, and non prescriptive,

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<v Speaker 1>meaning organizations can adopt and adapt the bits that work

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<v Speaker 1>best for them. Plus crucially, it's built unproven best practices

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<v Speaker 1>gathered from thousands of ITSM practitioners worldwide. That adaptability means

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<v Speaker 1>it's suitable for well, basically any organization, any size, any.

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<v Speaker 2>Sector exactly, and the source material really emphasizes that point.

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<v Speaker 2>It makes it a far superior alternative to what's called

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<v Speaker 2>proprietary knowledge, you know, the kind that often build up

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<v Speaker 2>within organizations, those unwritten rules or maybe undocumented processes that

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<v Speaker 2>only a few experienced staff members really know that kind

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<v Speaker 2>of internal knowledge. It isn't consistently documented, it's rarely challenged

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<v Speaker 2>or improved upon, and it creates a huge risk if

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<v Speaker 2>those key staff members leave. Itilrovides a robust shared language instead.

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<v Speaker 1>Yeah, that makes sense, and its impact is kind of everywhere,

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<v Speaker 1>even if we don't always see it. Think about your

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<v Speaker 1>own daily reliance on tech, whether you're say, smoothly getting

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<v Speaker 1>cash man ATM, booking tickets online for a trip, or

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<v Speaker 1>just relying on your phone for work stuff. Itel is

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<v Speaker 1>often working behind the scenes there, helping make sure that

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<v Speaker 1>technology works seamlessly and effectively. It's directly supporting an organization's

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<v Speaker 1>digital transformation strategies. Without it, you'd likely run into a

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<v Speaker 1>far more frustrating glitches and delays than you probably already do. So, okay,

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<v Speaker 1>if IDLE four is all about value, how exactly does

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<v Speaker 1>it define that concept? Because it seems like it redefines

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<v Speaker 1>it in quite a fundamental way, moving beyond just the

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<v Speaker 1>bottom line.

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<v Speaker 2>It absolutely does, and this is really crucial to grass.

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<v Speaker 2>Value in IDLE four isn't just some vague idea floating around.

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<v Speaker 2>It's precisely defined as the perceived benefits, usefulness, and importance

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<v Speaker 2>of something. So it's far more than just monetary cost.

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<v Speaker 2>It encompasses things like saving time, reducing risk, providing peace

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<v Speaker 2>of mind, or maybe even conveying status. For instance, a

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<v Speaker 2>new internal IT system might save employees hours each week.

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<v Speaker 2>That's time saved, clear value. Or perhaps a robust cybersecurity

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<v Speaker 2>service prevents a data breach that's massive risk reduction. Service

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<v Speaker 2>management itself, then is defined as a set of specialized

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<v Speaker 2>organizational capabilities for enabling value for customers in the form

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<v Speaker 2>of services.

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<v Speaker 1>It's not just an abstract idea that it requires a

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<v Speaker 1>really deep understanding of the nature of value, who all

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<v Speaker 1>the stakeholders are, and that's often more people than you think,

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<v Speaker 1>and how services actually co create that value, not just

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<v Speaker 1>deliver it.

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<v Speaker 2>Co create. That's an interesting term. So value isn't just

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<v Speaker 2>delivered to consumers exactly, it's actively created with them. That's

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<v Speaker 2>a core concept here. The book gives a really great example.

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<v Speaker 2>Imagine you're booking a holiday through a travel agent. You

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<v Speaker 2>don't just hand over money and say surprise me, right.

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<v Speaker 2>You need to share your budget, your desired location, activities,

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<v Speaker 2>you want to do, plan dates, all that vital information

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<v Speaker 2>The agent then uses other providers hotels, airlines, tour operators

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<v Speaker 2>to build that service for you. Together, you co create

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<v Speaker 2>the value of your trip. But if you, as the

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<v Speaker 2>consumer withhold key information, or maybe if the agent doesn't

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<v Speaker 2>truly listen and understand your needs, well the full value

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<v Speaker 2>just won't be realized. It's definitely a two way street.

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<v Speaker 2>It requires active participation, clear communication from both sides.

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<v Speaker 1>That travel agent analogy makes it so clear. It really

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<v Speaker 1>highlights that clear communication and active involvement from everyone involved

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<v Speaker 1>are absolutely key to getting genuine, meaningful value. Are there

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<v Speaker 1>common missteps or challenges organizations face when trying to actually

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<v Speaker 1>implement this co creation idea, particularly maybe in a more

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<v Speaker 1>internal it context.

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<v Speaker 2>Well, absolutely, I think the biggest challenge is often just

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<v Speaker 2>a lack of genuine dialogue, really talking with people, not

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<v Speaker 2>just at them. Organizations might think they know what their

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<v Speaker 2>users need based on assumptions or old data, but they

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<v Speaker 2>don't actively engage them in the design or the improvement process.

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<v Speaker 2>Or conversely, users might just assume it knows best or

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<v Speaker 2>just knows what they want, and they fail to clearly

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<v Speaker 2>articulate their actual needs and importantly their desired outcomes. What

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<v Speaker 2>are they trying to achieve bridging that communication gap is

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<v Speaker 2>just vital. It takes effort.

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<v Speaker 1>Right. That whole discussion on co creation really underlines how

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<v Speaker 1>interconnected everything is. You can't just operate in the silo,

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<v Speaker 1>can you? So how does ITEL four make sure we're

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<v Speaker 1>looking at the whole picture, the whole ecosystem. This is

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<v Speaker 1>where it's four dimensions of service management come in. Isn't

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<v Speaker 1>it sounds like it helps manage all that complexity.

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<v Speaker 2>It definitely does, And this is where IEL four really

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<v Speaker 2>pushes for a holistic view, you know, recognizing that no

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<v Speaker 2>single service or process or team stands alone. It helps

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<v Speaker 2>us answer that critical question, how do we ensure quality

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<v Speaker 2>and efficiency across the board without missing anything vital that

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<v Speaker 2>by considering the four dimensions of service management. These are

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<v Speaker 2>organizations and people, which is all about the structure of

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<v Speaker 2>the culture, of the skills, the competencies of the people involved.

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<v Speaker 2>Then there's information in technology, covering the knowledge, the data,

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<v Speaker 2>the actual tech infrastructure itself. Also partners and suppliers which

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<v Speaker 2>encompasses all those external relationships vendors, collaborators, service providers, and finally,

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<v Speaker 2>value streams and processes, which details how work actually flows.

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<v Speaker 2>Step by step to create value for the customer. These

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<v Speaker 2>dimensions are deeply interconnected, They influence each other constantly, and

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<v Speaker 2>they must all be considered for every service. The source

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<v Speaker 2>is quite explicit. Neglecting any one of them can lead

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<v Speaker 2>to reduced value or maybe even no value at all.

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<v Speaker 1>And it's not just internal factors either. Even things completely

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<v Speaker 1>outside the organization can shape these dimensions, things we might

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<v Speaker 1>not even think about at first.

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<v Speaker 2>That's absolutely right. These dimensions are heavily influenced by external factors.

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<v Speaker 2>A useful way to think about these is using the

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<v Speaker 2>pestal framework. It's a common business analysis tool. It stands

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<v Speaker 2>for political, economic, social, technological, environmental and legal influences. So,

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<v Speaker 2>for instance, new data privacy laws that's a legal factor

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<v Speaker 2>might severely limit where an organization is allowed to store

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<v Speaker 2>customer information. That directly impacts the information and technology dimension,

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<v Speaker 2>and it could potentially require different strategies for the partners

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<v Speaker 2>in suppliers dimension, especially if they use cloud providers based

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<v Speaker 2>in certain locations. These external forces are constantly shifting and

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<v Speaker 2>organizations really need to be acutely aware of their potential impact.

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<v Speaker 2>It makes you realize how many sort of unseen forces

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<v Speaker 2>are constantly shaping the services we use every day.

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<v Speaker 1>Okay, so we've talked about these individual pieces value cocreation,

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<v Speaker 1>the four dimensions. How does EITEL four bring all of

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<v Speaker 1>this together into a cohesive, actionable strategy That sounds like

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<v Speaker 1>where the service value system or SPS comes in. That's

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<v Speaker 1>the overarching blueprint right Precisely.

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<v Speaker 2>The SVS is essentially the grand blueprint. The definition is

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<v Speaker 2>a model representing how all the components and activities of

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<v Speaker 2>an organization work together to facilitate value creation. Its core

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<v Speaker 2>purpose really is to combat silos. You know, those notorious

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<v Speaker 2>departmental walls that so often hinder organizations, making them less agile,

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<v Speaker 2>less resilient. Silos limit effective communication, they prevent a shared vision.

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<v Speaker 2>A siloed organization, for example, will almost always struggle to

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<v Speaker 2>act quickly, or optimize resources effectively, or make good holistic

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<v Speaker 2>decisions because information just isn't flowing freely. The STS actively

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<v Speaker 2>tries to foster flexibility and a shared vision. It's meant

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<v Speaker 2>to be more than just a pretty diagram on a slide.

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<v Speaker 1>Okay, so what makes up this SVS.

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<v Speaker 2>Well, the SVS itself is comprised of several key elements

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<v Speaker 2>working together. You've got the guiding principles which act as

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<v Speaker 2>fundamental recommendations for all circumstances. There's governance, which provides a

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<v Speaker 2>necessary direction and control for the organization. Then the service

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<v Speaker 2>value chain. This outlines the six core activities and organization

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<v Speaker 2>performs to create value, things like planning, engaging with stakeholders, designing, obtaining, building,

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<v Speaker 2>delivering and supporting and continually improving. You also have the practices,

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<v Speaker 2>which are essentially sets of organizational resources like people, processes,

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<v Speaker 2>tools designed for performing work or accomplishing an objective. There

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<v Speaker 2>are thirty four of them in Idle four. Continual improvement

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<v Speaker 2>is embedded throughout ensuring ongoing alignment with changing business needs

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<v Speaker 2>and overarching all this are the inputs and outputs of opportunity,

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<v Speaker 2>demand and value. Opportunity and demand trigger activities within the SVS,

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<v Speaker 2>and the outcomes should always be value. What's really interesting,

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<v Speaker 2>I think is the emphasis on the service value chain

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<v Speaker 2>as a flexible operational model. Is not presented as a rigid,

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<v Speaker 2>linear pipeline, but rather as a set of core activities

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<v Speaker 2>that can be configured in many different ways. This allows

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<v Speaker 2>organizations to create specific value streams, tailored sequences of activities

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<v Speaker 2>for different types of services or products.

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<v Speaker 1>That adaptability sounds absolutely key, especially in today's fast paced

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<v Speaker 1>digital world. And you mentioned the guiding principles of all

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<v Speaker 1>those SBS components. These really stand out as practical, actionable advice,

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<v Speaker 1>don't they. They seem like they're constant no matter what

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<v Speaker 1>else changes in an organization, like an unwavering compass.

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<v Speaker 2>Absolutely, they are fundamental recommendations designed to guide you in

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<v Speaker 2>all circumstances, doesn't matter if your goals change, your strategy shift,

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<v Speaker 2>or even if management structures are reorganized. They're also designed

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<v Speaker 2>specifically to allow different ways of working, like traditional waterfall

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<v Speaker 2>or more modern agile and DevOps approaches, to integrate effectively

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<v Speaker 2>within a single coherent service management approach. The book even

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<v Speaker 2>suggests quite practically putting up posters of these principles in

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<v Speaker 2>your workplace just to keep them visible on top of

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<v Speaker 2>mind for everyone.

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<v Speaker 1>Makes sense, Could you maybe walk us through a couple

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<v Speaker 1>of the key ones.

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<v Speaker 2>Sure, let's start with the first one. Focus on value. Now,

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<v Speaker 2>this sounds obvious, right, who wouldn't focus on value? But

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<v Speaker 2>the source reveals how often organizations actually miss this in practice.

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<v Speaker 2>They get bogged down in internal metrics or technical details

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<v Speaker 2>that don't actually resonate with customer needs or perception. For instance,

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<v Speaker 2>an IT team might proudly report on achieving ninety nine

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<v Speaker 2>point nine percent system uptime. Great number, but if the

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<v Speaker 2>one system critical to a customer's peak sales period goes

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<v Speaker 2>down during that point one percent downtime, the customer's perception

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<v Speaker 2>of value just tanks, regardless of the overall uptime stat

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<v Speaker 2>So it's about deeply understanding the customer experience CX, that's

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<v Speaker 2>the overall journey and perception a customer has when interacting

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<v Speaker 2>with your service, and also the user Experience UX, which

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<v Speaker 2>focuses more on how easy and pleasant it is for

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<v Speaker 2>an individual user to interact with a specific product or system.

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<v Speaker 2>It means constantly asking what truly moves the needle for

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<v Speaker 2>a customer, what outcomes are they trying to achieve, not

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<v Speaker 2>just focusing on what we think they want or was

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<v Speaker 2>easy for us to measure.

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<v Speaker 1>That's so crucial. It really challenges us to look beyond

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<v Speaker 1>our own internal metrics and truly understand their perspective, their experience,

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<v Speaker 1>their desired outcomes exactly.

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<v Speaker 2>Then there's another really powerful one, Start where you are.

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<v Speaker 2>This principle tells us do not start over without first

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<v Speaker 2>considering what is already available to be leveraged. Basically, revolution

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<v Speaker 2>is off often far more disruptive, expensive, and wasteful than evolution.

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<v Speaker 2>Before making any big change, especially introducing something new, you

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<v Speaker 2>need to objectively assess what already exists, what tools, processes,

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<v Speaker 2>skills can be reused or adapted, use measurements, gather data

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<v Speaker 2>to really analyze your current state accurately. Don't just rely

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<v Speaker 2>on assumptions the source share some cautionary tales of companies

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<v Speaker 2>that spend absolute fortunes on brand new systems, only to

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<v Speaker 2>find out later their existing infrastructure could have been adapted

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<v Speaker 2>for a fraction of the cost and effort. It reminds

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<v Speaker 2>me of that famous Henry Ford quote. If I had

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<v Speaker 2>asked people what they wanted, they would have said faster horses.

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<v Speaker 2>It's a powerful reminder not to reinvent the wheel unnecessarily

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<v Speaker 2>and to build smartly on existing strengths.

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<v Speaker 1>Right, don't throw the baby out with the bathwater, so

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<v Speaker 1>to speak.

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<v Speaker 2>Assess first, precisely, and finally, let's touch on a principle

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<v Speaker 2>that often sparks a lot of discussion. Optimize and thought

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<v Speaker 2>a mate. This is where many organizations tend to jump

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<v Speaker 2>a gun. The source makes a really powerful, almost counterintuitive

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<v Speaker 2>point here, do not automate chaos. Think of it like this.

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<v Speaker 2>If your current manual process is a tangled mess of

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<v Speaker 2>red tape, unnecessary steps, and bottlenecks, what happens if you

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<v Speaker 2>just automate it as is? Well, all you're doing is

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<v Speaker 2>creating a faster, perhaps more efficient, but still fundamentally tangled mess.

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<v Speaker 2>You absolutely have to optimize first. That means making the

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<v Speaker 2>process as effective, streamlined, and useful as it needs to

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<v Speaker 2>be before you even think about automation. The book shares

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<v Speaker 2>examples of companies that eagerly automated inefficient workflows, only to

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<v Speaker 2>amplify the existing problems and frustrate users even more because

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<v Speaker 2>the bad process just happened faster. You really need to simplify, clarify,

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<v Speaker 2>and improve the process before automating. Otherwise you risk just

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<v Speaker 2>well automating an unclear, inefficient mess. As the old it

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<v Speaker 2>Joe goes, if you automate a mess, you just get

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<v Speaker 2>an automated mess faster.

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<v Speaker 1>That's such a vital distinction optimize then automate. It really

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<v Speaker 1>highlights that these principles aren't just slogans. They're like a

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<v Speaker 1>set of wise practical guidelines for almost any project or decision.

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<v Speaker 1>They help you navigate complexity and where you're always aiming

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<v Speaker 1>for the best, most efficient outcome, not just the fastest

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<v Speaker 1>or shiniest solution. Okay, Now, something else significant in ITEL

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<v Speaker 1>four is the shift in language from processes to practices.

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<v Speaker 1>That sounds like a big deal, doesn't. It seems to

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<v Speaker 1>signal and move away from potential bureaucracy towards something maybe

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<v Speaker 1>more agile and adaptable. What are the practical implications of

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<v Speaker 1>that change for organizations?

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<v Speaker 2>It certainly is a significant shift, and it raises an

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<v Speaker 2>important question why the change. Well. Previous ITOL versions maybe

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<v Speaker 2>V three in particular, sometimes face criticism for being perceived

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<v Speaker 2>as too rigid or overly processed driven. In some cases,

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<v Speaker 2>this could potentially imped flow, especially in fast moving, agile

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<v Speaker 2>environments where flexibility is key. So IDLE four moves beyond

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<v Speaker 2>just focusing on rigid, step by step process workflows to

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<v Speaker 2>embrace a broader, practice based perspective. What this means is

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<v Speaker 2>that for each of the thirty four IT tool practices,

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<v Speaker 2>which are categorized into general management, service management, or technical

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<v Speaker 2>management practices, you're encouraged to consider all Ford dimensions we

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<v Speaker 2>talked about earlier, So not just the procedures or workflows,

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<v Speaker 2>but also the people involve, the teams, the culture, the

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<v Speaker 2>necessary information, the technology that suppliers, the metrics, the interfaces

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<v Speaker 2>between practices. Processes are still incredibly relevant. They haven't disappeared,

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<v Speaker 2>but they are now viewed as just one part of

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<v Speaker 2>this wider, more holistic, and ultimately more adaptable practice view.

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<v Speaker 2>It gives organizations much more flexibility to tailor how they

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<v Speaker 2>actually work.

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<v Speaker 1>Okay, so the processes are still there. They're still important,

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<v Speaker 1>but they're now embedded within this bigger picture, allowing for

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<v Speaker 1>more flexibility and maybe less of that kind of bureaucratic

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<v Speaker 1>hurdle that can sometimes actually slow things down.

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<v Speaker 2>Exactly. That's a great way to summarize it. The source

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<v Speaker 2>material even uses a compelling scar tissue analogy. It describes

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<v Speaker 2>how organizations often react to failures by adding more layers

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<v Speaker 2>of complex checks, approvals, and controls to processes. Ironically, this

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<v Speaker 2>can make the process so cumbersome that employees eventually just

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<v Speaker 2>find ways to work around it, entirely defeating the purpose.

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<v Speaker 2>This shift to practices encourages us to keep things simple

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<v Speaker 2>and practical, to ensure we have just enough processed the

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<v Speaker 2>right amount to ensure consistency and quality, but not so

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<v Speaker 2>much that it stifles speed and agility. One vital practice

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<v Speaker 2>that the book really highlights is continual improvement. It gets

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<v Speaker 2>quite an in depth study emphasizing that improvement isn't just

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<v Speaker 2>a one off project you do occasionally. It's an ongoing,

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<v Speaker 2>organization wide activity embedded in everyone's role. It involves systematically documenting, assessing,

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<v Speaker 2>and prioritizing improvement ideas, often using something like a Continual

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<v Speaker 2>Improvement Register or CIR, and then using various methods like lean,

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<v Speaker 2>agile or DevOps improvement techniques to implement those enhancements continuously.

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<v Speaker 2>And just one more key lesson this one from the

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<v Speaker 2>measurement and reporting practice is the concept of good Heart's law.

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<v Speaker 2>Have you heard of that good Heart's law? No? I

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<v Speaker 2>don't think so.

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<v Speaker 1>What's that?

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<v Speaker 2>It basically states when a measure becomes a target, it

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<v Speaker 2>ceases to be a good measure. Think about it. Once

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<v Speaker 2>everyone knows a specific metric is being used for performance

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<v Speaker 2>targets or bonuses, people inevitably start optimizing their behavior to

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<v Speaker 2>hit that specific number, sometimes even gaming the system, even

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<v Speaker 2>if doing so doesn't actually lead to the originally intended

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<v Speaker 2>outcome or improvement. It's a crucial reminder to ensure our

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<v Speaker 2>metrics truly drive the desired behaviors and outcomes, rather than

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<v Speaker 2>just becoming a box taking exercise or a target to

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<v Speaker 2>be manipulated.

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<v Speaker 1>Wow, that's a fascinating point. When a measure becomes a target,

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<v Speaker 1>it stops being a good measure. That makes you really

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<v Speaker 1>think about KPIs and metrics, doesn't it. This whole evolution

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<v Speaker 1>really shows that ITEL is arguably more relevant than ever.

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<v Speaker 1>It offers a flexible form work that genuinely helps organizations

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<v Speaker 1>respond quickly and effectively to change and foster a culture

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<v Speaker 1>where efficiency, collaboration, and that crucial continuous learning are paramount.

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<v Speaker 1>We've certainly covered a lot of ground today in this

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<v Speaker 1>deep dive into it TEL four. It's clear how comprehensive

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<v Speaker 1>yet adaptable this framework really is. We've journeyed from its

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<v Speaker 1>origins and core concepts like value and cocreation, explored those

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<v Speaker 1>four essential dimensions of service management, and understood the unifying

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<v Speaker 1>service value system. The practical wisdom of those guarding principles

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<v Speaker 1>like focus on values, start where you are, and the

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<v Speaker 1>critical optimize then automate and we grasp that crucial shift

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<v Speaker 1>from rigid processes to a more holistic, flexible practice approach.

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<v Speaker 1>Hopefully you listening in now have a much clearer picture

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<v Speaker 1>of how IDOL four can help pretty much any organization

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<v Speaker 1>deliver better, more efficient services and foster that vital culture

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<v Speaker 1>of continuous improvement, giving you that well informed edge we

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<v Speaker 1>talked about.

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<v Speaker 2>Absolutely So maybe for you, our listener, here's a thought

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<v Speaker 2>to chew on as you go about your week. If

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<v Speaker 2>I TIL four really champions this idea of co creation

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<v Speaker 2>of value and collaboration across silos, what's maybe just one

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<v Speaker 2>area in your own work or your own team we're

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<v Speaker 2>inviting a new, perhaps unexpected perspective, maybe from a different

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<v Speaker 2>department or even the customer, could potentially unlock entirely new

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<v Speaker 2>value that's currently hidden. Something to think about.