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03819nam a22003733i 4500 |
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|a 9780117092747
|q (electronic bk.)
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|a (OCoLC)1287137751
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|c MiAaPQ
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|a Limited, TSO.
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|a Co-creating value in organisations with ITIL 4.
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|a London :
|b The Stationery Office Ltd,
|c 2021.
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|c Ã2021.
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|a 1 online resource (134 pages)
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|a text
|b txt
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|a computer
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|a online resource
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|a Intro -- Copyright Page -- Contents -- List of figures and tables -- About the author -- Foreword 1 -- Foreword 2 -- Preface -- Acknowledgements -- 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 -- 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 -- 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 -- 9.3 Practices - a case study -- 9.4 Proof-of-concept services -- 9.5 Value-based decisions.
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|a 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.
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|a 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.
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|a Description based on publisher supplied metadata and other sources.
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|a Electronic reproduction. Ann Arbor, Michigan : ProQuest Ebook Central, 2023. Available via World Wide Web. Access may be limited to ProQuest Ebook Central affiliated libraries.
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|a Electronic books.
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|i Print version:
|a Limited, TSO
|t Co-creating value in organisations with ITIL 4
|d London : The Stationery Office Ltd,c2021
|z 9780117092747
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| 797 |
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|a ProQuest (Firm)
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|u https://ebookcentral.proquest.com/lib/matrademy/detail.action?docID=6820010
|z Click to View
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