Embedding ITSM into Business Transformation Programmes: A Strategic Imperative
- Richard Keenlyside
- Apr 23
- 3 min read
TL;DR:
Integrating IT Service Management (ITSM) into transformation programmes isn’t just beneficial—it’s essential. Embedding ITSM from the start boosts alignment, improves service delivery, and strengthens governance across IT and business units. Discover how to make it a core pillar of your transformation strategy.
Building ITSM into Transformation Programmes
By Richard KeenlysideGlobal CIO, LoneStar Group
Digital and business transformations often fail not because of ambition, but due to the lack of structured operational integration. Enter IT Service Management (ITSM)—an overlooked, yet critical enabler of transformation success.
With over three decades of experience leading transformations across sectors—retail, manufacturing, logistics, utilities, and private equity—I’ve seen how embedding ITSM early in the transformation lifecycle pays exponential dividends.
Why ITSM is Essential to Transformation Programmes
Too often, transformation is synonymous with change at breakneck speed. Systems are replaced, processes reimagined, and teams restructured. Amid this chaos, ITSM provides a stable, structured framework to:
Align IT services with business needs
Ensure continuity through change
Provide governance, metrics, and risk management
Enable automation and efficiency through standardised processes
In essence, ITSM acts as the connective tissue between ambition and reality.
From Tactical to Strategic: ITSM’s Expanding Role
Traditionally viewed as a post-implementation tool, ITSM is now rightly being repositioned as a strategic enabler. At LoneStar Group, I implemented a global ITSM framework across 13 international entities as part of a wider transformation. The result? A standardised operating model, reduced technical debt, and improved IT maturity within months.
Embedding ITSM into transformation isn’t just about tools like ServiceNow or BMC Remedy. It’s about:
Defining clear incident, change, and problem management workflows before new systems go live.
Establishing service level agreements (SLAs) that scale with evolving business needs.
Introducing ITIL-based governance structures early in programme lifecycles.
Common Mistakes: What to Avoid
Postponing ITSM until “go-live” – This delays value realisation and results in firefighting.
Not aligning ITSM processes with business objectives – IT must be a service provider and a strategic partner.
Lack of ownership – Transformation leaders must treat ITSM as integral, not auxiliary.
Best Practices for Success
Having delivered transformation programmes across firms like Mothercare, FitFlop, and Northumbrian Water, here are five core best practices:
Start with a maturity assessment – Know your current ITSM capabilities.
Embed ITSM into the programme governance model – Include it on the steering board agenda.
Use ITSM to measure transformation impact – Track incident volume, service disruptions, and user satisfaction.
Enable automation and AI – Use ITSM platforms to drive efficiencies with RPA and machine learning.
Upskill teams on ITIL and agile service delivery – Capability uplift is non-negotiable.
Real-World Impact: A Case Study
At M.I. Dickson, embedding ITSM into our digitisation journey—covering everything from chatbot deployment to ERP migrations—reduced tech debt by £700k and improved operational performance by 40%. ITSM wasn’t just a framework—it was the operating backbone.
FAQs
What is ITSM in a transformation context? ITSM is the strategic and operational framework for delivering and supporting IT services. In transformation, it ensures that new systems and processes are governed and supported effectively.
When should ITSM be introduced in a programme? Ideally from day one. Include ITSM requirements in your initial transformation blueprint.
Does every organisation need ITSM during transformation? Absolutely. Regardless of size or sector, a structured service model underpins sustainable transformation success.
Which frameworks support ITSM integration? ITIL 4, COBIT, and TOGAF can guide the integration of ITSM into wider enterprise architectures.
In Closing
ITSM isn’t just a service desk process—it’s your transformation’s safety net, quality barometer, and scalability engine. As transformation leaders, our role isn’t simply to deliver change, but to embed frameworks that sustain it.
By making ITSM a foundational element of your transformation, you not only ensure continuity, but you also guarantee impact.
Richard Keenlyside is the Global CIO for the LoneStar Group and a previous IT Director for J Sainsbury’s PLC. Follow me on X https://x.com/cioinpractice & LinkedIn https://www.linkedin.com/in/richardkeenlyside/
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