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The Future of ITSM: How Are Roles (and Rules) Changing? Part 1

Dennis Drogseth

Both the “rules” and the “roles” governing IT Service Management (ITSM) are evolving to support a far-broader need for inclusiveness across IT, and between IT and its service consumers. Recent EMA research, What Is the Future of IT Service Management? (March 2015), exposed a number of shifting trends that might surprise many in the industry.

In our research, we approached ITSM not only as a set of service management processes, but we also viewed it in the context of recent trends in technology adoption and evolving organizational models. The research spanned 270 respondents in North America and Europe — in roles ranging from executives, to service desk professionals, to operations, and even development personnel — all of whom were actively engaged in ITSM in some way. Company/organizational size was a good mix, as well, ranging in size from 500 employees to more than 20,000 employees. Nearly 50% of those surveyed indicated that their ITSM teams were slated for growth. Another 35% were remaining the same, and only 15% were shrinking in size.

Probably the first thing that stood out in the survey responses was that there is a growing need to more fully integrate the service desk with operations beyond traditional trouble ticketing. This requirement is changing both the roles and the rules of ITSM, especially among the more successful ITSM teams, where dialog between service management professionals and core operations experts is becoming more multifaceted and more service-aware than in the past. In many cases, the more effective ITSM teams are increasingly helping to coordinate and focus operational experts in support of business needs.

Our data showed that the top three strategic priorities for ITSM teams were the following:

■ Improved user experience for internal service consumers (end users)

■ Improved operations-to–service desk integrations for incident and problem management

■ Improved operations-to–service desk integrations for configuration and change management

All three data points call out for stronger operations-to-ITSM integrations — in terms of workflow, analytics, and automation, as well as effective role-aware visualization. As an added confirmation, 55% of our respondents felt that “big data analytics for IT” belong equally to ITSM and operations, and 14% believed that big data was primarily the province of the ITSM team.

Another surprising finding that supports integrated operations was that, for the first time ever, “performance-related service impact” was the dominant use case for CMDB/CMS deployments — followed by asset and change management — once again emphasizing the need to optimize the delivery of critical IT application services and, hence, improve the end-user experience.

Read Part 2 of this blog

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The Future of ITSM: How Are Roles (and Rules) Changing? Part 1

Dennis Drogseth

Both the “rules” and the “roles” governing IT Service Management (ITSM) are evolving to support a far-broader need for inclusiveness across IT, and between IT and its service consumers. Recent EMA research, What Is the Future of IT Service Management? (March 2015), exposed a number of shifting trends that might surprise many in the industry.

In our research, we approached ITSM not only as a set of service management processes, but we also viewed it in the context of recent trends in technology adoption and evolving organizational models. The research spanned 270 respondents in North America and Europe — in roles ranging from executives, to service desk professionals, to operations, and even development personnel — all of whom were actively engaged in ITSM in some way. Company/organizational size was a good mix, as well, ranging in size from 500 employees to more than 20,000 employees. Nearly 50% of those surveyed indicated that their ITSM teams were slated for growth. Another 35% were remaining the same, and only 15% were shrinking in size.

Probably the first thing that stood out in the survey responses was that there is a growing need to more fully integrate the service desk with operations beyond traditional trouble ticketing. This requirement is changing both the roles and the rules of ITSM, especially among the more successful ITSM teams, where dialog between service management professionals and core operations experts is becoming more multifaceted and more service-aware than in the past. In many cases, the more effective ITSM teams are increasingly helping to coordinate and focus operational experts in support of business needs.

Our data showed that the top three strategic priorities for ITSM teams were the following:

■ Improved user experience for internal service consumers (end users)

■ Improved operations-to–service desk integrations for incident and problem management

■ Improved operations-to–service desk integrations for configuration and change management

All three data points call out for stronger operations-to-ITSM integrations — in terms of workflow, analytics, and automation, as well as effective role-aware visualization. As an added confirmation, 55% of our respondents felt that “big data analytics for IT” belong equally to ITSM and operations, and 14% believed that big data was primarily the province of the ITSM team.

Another surprising finding that supports integrated operations was that, for the first time ever, “performance-related service impact” was the dominant use case for CMDB/CMS deployments — followed by asset and change management — once again emphasizing the need to optimize the delivery of critical IT application services and, hence, improve the end-user experience.

Read Part 2 of this blog

Image removed.

Hot Topics

The Latest

According to Auvik's 2025 IT Trends Report, 60% of IT professionals feel at least moderately burned out on the job, with 43% stating that their workload is contributing to work stress. At the same time, many IT professionals are naming AI and machine learning as key areas they'd most like to upskill ...

Businesses that face downtime or outages risk financial and reputational damage, as well as reducing partner, shareholder, and customer trust. One of the major challenges that enterprises face is implementing a robust business continuity plan. What's the solution? The answer may lie in disaster recovery tactics such as truly immutable storage and regular disaster recovery testing ...

IT spending is expected to jump nearly 10% in 2025, and organizations are now facing pressure to manage costs without slowing down critical functions like observability. To meet the challenge, leaders are turning to smarter, more cost effective business strategies. Enter stage right: OpenTelemetry, the missing piece of the puzzle that is no longer just an option but rather a strategic advantage ...

Amidst the threat of cyberhacks and data breaches, companies install several security measures to keep their business safely afloat. These measures aim to protect businesses, employees, and crucial data. Yet, employees perceive them as burdensome. Frustrated with complex logins, slow access, and constant security checks, workers decide to completely bypass all security set-ups ...

Image
Cloudbrink's Personal SASE services provide last-mile acceleration and reduction in latency

In MEAN TIME TO INSIGHT Episode 13, Shamus McGillicuddy, VP of Research, Network Infrastructure and Operations, at EMA discusses hybrid multi-cloud networking strategy ... 

In high-traffic environments, the sheer volume and unpredictable nature of network incidents can quickly overwhelm even the most skilled teams, hindering their ability to react swiftly and effectively, potentially impacting service availability and overall business performance. This is where closed-loop remediation comes into the picture: an IT management concept designed to address the escalating complexity of modern networks ...

In 2025, enterprise workflows are undergoing a seismic shift. Propelled by breakthroughs in generative AI (GenAI), large language models (LLMs), and natural language processing (NLP), a new paradigm is emerging — agentic AI. This technology is not just automating tasks; it's reimagining how organizations make decisions, engage customers, and operate at scale ...

In the early days of the cloud revolution, business leaders perceived cloud services as a means of sidelining IT organizations. IT was too slow, too expensive, or incapable of supporting new technologies. With a team of developers, line of business managers could deploy new applications and services in the cloud. IT has been fighting to retake control ever since. Today, IT is back in the driver's seat, according to new research by Enterprise Management Associates (EMA) ...

In today's fast-paced and increasingly complex network environments, Network Operations Centers (NOCs) are the backbone of ensuring continuous uptime, smooth service delivery, and rapid issue resolution. However, the challenges faced by NOC teams are only growing. In a recent study, 78% state network complexity has grown significantly over the last few years while 84% regularly learn about network issues from users. It is imperative we adopt a new approach to managing today's network experiences ...

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From growing reliance on FinOps teams to the increasing attention on artificial intelligence (AI), and software licensing, the Flexera 2025 State of the Cloud Report digs into how organizations are improving cloud spend efficiency, while tackling the complexities of emerging technologies ...