CIO OPINION
South African enterprises need to migrate from ITSM to ESM
Muggie van Staden , Managing Director Obsidian Systems
Virtually every business function inside an organisation requires technology to work effectively . The digital glue that binds all these systems is Enterprise Service Management , ESM which breaks down traditional silos to align the delivery of services with the strategic objectives of the business .
One of the catalysts that sparked the evolution from traditional IT Service Management , ITSM to ESM has been the need to deliver faster , more personalised , and more seamless experiences to customers . If anything , customer service delivery stands as a cornerstone of success for organisations across all industries and , as businesses strive to meet the ever-changing needs of their customers , the evolution of service management practices has become paramount .
A significant trend shaping ESM and customer service delivery in South Africa is the prevalence of load shedding . This poses disruptions to service delivery operations due to intermittent power outages . There are also significant disparities in digital and network access across different regions and socio-economic groups presenting challenges in delivering consistent and equitable service experiences to all customers .
However , the evolution of customer service delivery strategies represents a strategic imperative for organisations seeking to thrive in today ’ s digital economy . By embracing ESM principles and integrating modern service management practices , organisations can deliver faster , more personalised , and more seamless experiences to their customers , driving sustainable growth and competitive advantage in the South African landscape and beyond .
ESM aims to create a unified service delivery model that aligns with the strategic objectives of the business . Think of ESM as a way for a company to deliver seamless services and experiences to both internal and external customers . However , it does require a shift towards a customer-centric mindset . Within this context , service delivery is viewed as a strategic differentiator and a key driver of business success .
The transition to ESM is not without its challenges . Common obstacles include resistance to change , legacy systems and processes , and a lack of alignment between IT and business objectives . Some companies may also struggle to find the right balance between standardisation and flexibility , particularly in highly regulated industries or complex organisational structures .
Socio-economic differences further compound these challenges , affecting access to technology and digital literacy levels among the population . To address these issues , organisations must adopt innovative solutions that prioritise resilience , such as investing in alternative power sources and optimising digital service delivery channels to accommodate varying levels of digital access .
Business leaders must therefore turn their focus to upskilling and reskilling employees with the skills essential for ESM . Key competencies include strong leadership , effective communication , and a focus on continuous improvement . Organisations must also cultivate a culture of innovation and agility , empowering employees to embrace change and adapt to evolving customer needs .
There are many ways employees develop trust with their CEOs , things like feeling that their opinions are valued , they can express their views and see how they are recognised as well as feeling some involvement or are least aware of the decisions being made .
Unsurprising results from the poll found that the two most common factors that led to employees distrusting CEOs was leaders having a hidden agenda and playing into corporate politics , 48 %, and those who delivered unclear and inconsistent messages , 31 %.
Other factors that led to employees distrusting were CEOs who lacked a strong voice , 14 % whilst only 6 % were led to doubts over a negative reputation .
The blueprint for building trust is clear , employees want leaders who are transparent and good communicators who maintain a strong , consistent voice . Who are not afraid to play an active role in creating a positive culture .
Reputation , surprisingly , trails behind these other qualities . Showing it is not always about trying to have the popular opinion .
No matter how experienced a leader may be , they should never assume they have all the answers .
With more than 4,300 people in 31 countries , Robert Walters Group delivers recruitment consultancy , staffing , recruitment process outsourcing and managed services across the globe . From traditional recruitment and staffing to end-to-end talent management , its consultants are experts at matching highly skilled people to permanent , contract and interim roles across all professional disciplines . p
40 INTELLIGENTCIO AFRICA www . intelligentcio . com