In this article on INC about building an extraordinary team culture (their words, not mine), I’m struck by divergence from my working environments in big companies who, exclusively, use ITIL processes to define teams in IT Infrastructure. Here are the five points the article makes and the reality in an ITIL compliant organisation:
|Building a Team||ITIL Prevents Team|
|1. Create a Team-Oriented Organization||Create a silos based on functional abstraction of specific elements which specifically preventing “teaming” and build specialisation where there is no requirement for it. aka Networks | Storage | Server | Virtualization are complementary technical disciplines.|
|2. Assign Serious Team Goals||ITIL promotes creation of service metrics. People pretend they are measurable. Work to deliver metrics instead of delivering goals.|
|3. Encourage Informal Teams||Prevent informal interaction by defining meeting and communications boundaries by “service definitions”.
Enforce rigid dialog through the use of documented processes determined “service definitions”.
|4. Cross-Train Employees||Cross training has no benefit inside the silo and are never funded in an ITIL system.|
|5. Provide Team Resources||ITIL processes define actions but not resources. Typically all “resources” are assigned to processes and compliance leaving no funding or space for team resources to be researched and deployed. ITIL effectively prevents this idea by creating rigid processes and ‘rules’ and preventing.|