The Case for Agile Business Service Management
During turbulent times such as the past year, Agile business service management enables the business to become more competitive by speeding up the pace of delivery of new functionality and accommodating changes in business requirements as part of standard operating procedures. Like a computer chess program that extends clever tactics into the strategic realm [The New Yorker 2005], it compensates for the lack of prolonged periods of techno-economic stability through business Agility, substituting speed, flexibility and momentum for traditional long range planning. It is particularly noteworthy that Agile business service management applies equally well to companies pursuing adaptive strategies as to those betting on shaping strategies [Hagel et al 2008].
As indicated in a previous post, the article outlines the research agenda I will be pursuing. Specifically:
- How is agile BSM implemented and delivered? …measured?
- What are the benefits of agile BSM to the business objectives of development? …ops? …test?
- Who carriers responsibility for agile BSM delivery and implementation?
- Who benefits from agile BSM delivery & implementation?
- How are these benefits applied?
- When is Agile BSM expected to be understood and accepted by the business entities?
- Where is agile BSM likely to be wholeheartedly implemented first?
- What is the impact of Agile BSM on ISV’s (as distinct from IT “shops”)?
Listeners to Live Recording of Four Principles, Four Culture, One Mirror are well aware of my view of scaling downstream – it is the most tricky of the three dimensions of Agile scaling (up, out, downstream). IMHO Agile BSM is the first step toward effective scaling downstream.