Service management

The challange

Operations in constant firefighting mode cost more than money.

An immature operations organisation makes itself felt everywhere: firefighting instead of predictability, the same incidents coming back again and again, a CMDB nobody trusts, and suppliers delivering to their contract rather than to what the business actually needs. Leadership is left without the numbers to show whether things are moving in the right direction.

It's rarely because people aren't doing their best. It's because the structure and governance framework — Service Management — isn't in place: processes are unclear, accountability is blurred, and there's no shared definition of what "good operations" even means. Without that, every day turns into a fresh round of improvisation.

Good operations isn't the absence of problems — it's an organisation that handles them predictably.

My approach

Structure that matures the organisation — step by step.

Maturity starts from the right foundation — a baseline, if you like. I begin with an initial maturity assessment: where does the organisation actually stand today on processes, data, supplier management and governance? Without that picture, you risk building on assumptions. The assessment sets the direction and makes progress measurable, step by step.

Seven key elements to the work: