When I read Greg Ferro’s infamous “Why I hate ITIL so much” blog back in 2015, I have to admit that I agreed with many (albeit not all) of what he said. Maybe it’s the issues that I have with authority in general, or maybe it’s my many years of working within the constraints of ITIL and ITSM in operating systems and services – but I truly believed (and still do) that well-educated, experience and consensus-based pragmatism is what actually gets things done.
If the IT industry were a religion, ITIL would be its sacred text – or at least one of them. Like a sacred text, ITIL lays out the concepts and principles that IT teams should follow to achieve success. Also like a sacred text, ITIL is ambiguous in a lot of ways, and subject to interpretation.
ITIL 4 has the potential to launch a massive shift in the evolution of IT service management. We're used to thinking in terms of a "service lifecycle", but ITIL 4 introduces a service value chain—where activities that create value can be started at any point, by anyone. Let our experts help you sort through the chaos of this intellectual shift.