Media Coverage

Easy ITIL: Getting to Done

By John Sundberg

Although the concept of the Information Technology Infrastructure Library (ITIL®) has been around for twenty-five years, many organizations are just beginning to think about it. Thanks to our British peers across the pond, we have the benefit of their experience and hindsight to aid our own adoption of ITIL best practices. So why are we so skeptical about easy ITIL adoption?
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Leveraging Service Catalogs Throughout the Enterprise

Successful service catalogs meet the needs of users who are looking for a simple way to order services instead of a cumbersome, definition-heavy service catalog laden with extra steps. The real value to employees and customers is the ability of the business service catalog to deliver services, as well as define them. The steps of the delivery process should be transparent: meet user expectations; enable identification of problems; and identify opportunities for improvement.

Business service requests have always been made, in one form or another. Every service group in an organization gets requests from its internal and/or external “customers.” Whether it’s a newly hired employee requesting a workstation assignment, a sales person requesting marketing materials, or an external customer with a support request, an organization needs to fulfill those requests as efficiently and cost-effectively as possible. That's where an effective business service catalog is crucial.
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Meant to Move

Minneapolis / St. Paul Business Journal - September 14, 2007 by Cati Vanden Breul, Contributing Writer - Nancy Kuehn | Minneapolis/St. Paul Business Journal

When John Sundberg decided to leave 3M Co. and pursue a career as an entrepreneur, he wasn't going to let anything stand in the way of his dreams -- even an announcement that his wife was pregnant with their first child.

That was nine years ago. Now Sundberg has four children, and one fully grown company, by the name of Kinetic Data Inc.
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5 Steps to a Better Service Desk

Service desks: We love them when they help us. And we love to complain about them when they don’t: “Too slow to answer.” “Too slow to fix my problem.” “Not personable enough.” “Not knowledgeable enough.” The truth is, whether we’re internal or external customers, we have high expectations of service desk personnel.

We are often already frustrated (if not totally exasperated) when initiating contact. We have been forced to seek answers or problem resolution and we want our request handled as quickly as possible—a reflection of having become a real-time society with real-time expectations.
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