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Most businesses, large and small, have a fundamental problem - they don't handle strategic business-spanning changes as well as they should - which can have devastating consequences. In order to be successful, large process and service changes typically require changes to how decisions are made and how people work with processes and technology. As difficult as these changes are to execute, they are even harder to sell without a good understanding of the problems to be solved, value of service changes, and their costs and risks. This is particularly true for IT service changes that go to the heart of a business' value proposition and cost structure.
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