Clients first – the two word miracle

Clients first – the Two Word Miracle

By Joseph Callaway and JoAnn Callaway.

Three lessons from Clients First.

This book mainly focuses on three areas, honesty competence and caring, which are the foundation of a successful customer-brand relationship.

It does not matter whether you are a consultant or a shopkeeper, one thing is sure, a good business is based on customers or clients who trust you. Without a strong bond with customers, business will fail. But how do we create a strong bond with customers?

Lesson 1: Honesty – Clients can only trust you if you are honest.

By being honest. It does not only mean to tell the truth to your client. It also means telling the truth even if it may go against the interest of the business. Why? Clients will appreciate your honesty and become loyal to your business.

Lesson 2: Competence – Businesses with competence at every stage win clients.

By being competent. This is another approach which a business should implement in its interaction with clients. What does competence mean? It means showing the clients that an employee is an expert in what he or she does. Competence does not only come from working till you are the best. You acquire competence through a process of a continuous learning and development. It means learning non-stop.

Lesson 3: Care – Understand what the interest of your client is

Put your clients first. It means caring for the customers and not only for the salary. In a business context, caring is not about maternal feelings or providing a shoulder to cry on. But about understanding where the client’s interests lie. When customers notice that business is considering their interests, they are prepared to listen to the advice provided.

To summarize, put your clients first. Honesty, competence and caring are the keys to a successful business. Successfully implementing these aspects into your customer relationship will also distinguish your business from the rest.

Money: Master The Game

Anyone who wants to master money, and make it work for them should read this book. This book will teach you how to achieve financial freedom.

My reading notes.

1. Let your money work for you by compounding. 

Compounding is letting our money develop year after year, by allowing interest to build up. Assuming you invest $100 and this generates a 10% profit. If you leave the investment untouched, you’ll generate another 10% on $110 the year after, then on $121 the following year.

2. Put money into your investment fund, each month. 

According to the author, the first rule of financial security is to add money to your savings. If do not do this, our situation cannot improve. We should not consider this as a boring process. Instead, see it as a freedom fund which is like a personal ATM. Where we can place and withdraw funds. The author recommends aiming to save 10% of our income.

3. We should not fall for investment myths, but do our homework and research the best places for our cash. 

We should never invest if we don’t know the market. Therefore, sometimes it could be wise to use the services of professionals to manage our investments. But who?

The author argues that financial professionals do not know what is best for your or your money. Many people let stockbrokers manage their investment funds, but they get paid, whether we profit or not. Their job is to sell our things, whether good or bad. In other words, they want to earn their income even if it means selling your stocks for less than you bought it.

Unlike stockbrokers, fiduciaries are professionals required by law to have no other interests except your own. You can trust their advice.

You can also learn to invest on your own, but bear in mind the following rules: do your research, learn about what other successful people did with their investment, and be cautious.

4. Consider your financial goal.

It is important to consider how much money do you think you’ll need to feel completely free from financial stress? Is it a couple of hundred dollars, or a few thousand or a few million?

Once we have answers to these questions, then we can start thinking about how and how much money we want to invest.

5. The path to financial freedom could be slow, but don’t give up.

You will not only be distracted by self-doubt but also by short-term thinking. “Many people overestimate what they can accomplish in a year, but then underestimate what they can accomplish in a decade”.

6. You should diversify your investments to make the most of your freedom fund. 

Have you saved enough money in your investment fund? It is time to diversify your investments. But where?

You can invest in Bonds. They don’t offer massive returns but are also unlikely to lose value.

You can invest in Equities. Meaning stocks and shares.

7. Take advice from smart investors to guide you. 

If you want to be successful in anything, it is wise to learn from those who have been successful before you. If we analyze and copy what other successful investors have done, we’ll have a much better chance of reaching our goals.

Ray Dalio could be a good role model. He founded Bridgewater Associatiotes, the largest hedge fund in the world.

Ray Dalio recommends putting 7.5 percent of your assets in gold and 7.5 percent in commodities. Gold and commodities are often good investments, even during periods of high inflation. Then put 30 percent in stocks, especially during seasons of high growth in which you can earn more. Finally, put 55 percent into US bonds. 

 

7 Habits of Highly Effective People

 

Habit 1 – Be Proactive – You are the programmer. 

This habit means that our life is the product of our values and not feelings. It is the product of our decisions and not conditions. Proactivity means taking responsibility, taking an initiative to do everything required to make good things happen. The author is using the computer metaphor to elucidate that habit 1 is the awareness that we are the programmers of our future.

Habit 2 – Begin with End in Mind. You write your programme. 

Habit 2 provides, we write our programme that meets our needs and values and not others. Habit 1 is having a personal vision. Meaning, we have a personal power to choose our response based on our values. Habit 2 is about personal leadership. We are the leaders of our own life. It is our mental creation or a blueprint. We want to achieve or create. It is an end in mind picture. It is like having a picture of a jigsaw puzzle and then putting the puzzles together. How useful is it when we begin a project with an end in mind.

Habit 3 – Put first thing first. You run the programme. 

This habit is about personal management. As mentioned, habit one begins with that we are the programmers. Habit 2 starts with having an end in mind. We as should have the mental image of our programme and write it. Habit 3 is about running the programme. We execute this programme. We put first thing first.

The opposite of habit 3, will be putting second or third thing first. But as J.W. Goethe said, “things which matter most must never be at the mercy of things which matter least.”

Habit 4 – Think Win-Win. 

This habit lies in the heart of all relationships. It is the habit of mutual benefit. It is the paradigm of abundance. Meaning, there is plenty out there for everyone. You don’t need to despair. The strength of other people should not threaten us. We can nurture competencies around us. We can share our knowledge, recognition, gain or profit with others. Why? Because of abundance. We should not think win-lose but instead, focus on the situation which is acceptable and beneficial to all parties. As a result, we will get our fair share and build strong, lasting positive relationships with others.

Habit 5 – Seek First to Understand, Then To Be Understood.

When we are confronted with a problem, we regularly jump right to prescribing a solution. That is wrong. We must first take time to listen to the other person and then make recommendations.

Habit 6 – Synergize.

Together everyone one achieves more. It is producing something which we could not have been able to create alone.

Habit 7 – Sharpen the saw. 

This habit is about the constant renewal of all parts of our life. Which includes the physical, mental, the spiritual and the social-emotional dimension. The continual nourishment of these aspects is essential to combat the inevitable complacency and stagnation.  So we can stay effective in the long term.

 

Superfood

What are superfoods? According to David Wolf, superfoods are both a food and a medicine; they have elements of both. They are a class of the most potent, super-concentrated, and nutrient-rich foods on the planet—they have more bang for the buck than our usual foods. Extremely tasty and satisfying, superfoods have the ability to tremendously increase the vital force and energy of one’s body and are the optimum choice for improving overall health, boosting the immune system, elevating serotonin production, enhancing sexuality, and cleansing and alkalizing the body. Superfoods meet and exceed all our protein requirements, our vitamin and mineral requirements, glyconutrient (essential polysaccharide sugar) requirements, essential fatty acid requirements, immune system requirements, and so much more. Nourishing us at the deepest level possible, they are the true fuel of today’s “superhero.”

Conventional foods do not contain enough nutrients, most of it are nothing but empty calories. However, eating superfood will guarantee us with the right nutrients to be healthy all the years of our life. Superfoods are consumed in a raw and organic form. They restore enzyme deficiencies and create enzyme abundance.
Superfoods are the great source of clean, hormone free pesticides and chemical free: 
  • Protein
  • Minerals
  • Antioxidants
  • Enzymes
  • Coenzymes
  • Good fats and oils
  • Essential fatty acids
  • Essential Amino acids
  • Polysaccharides
  • Glyconutrients
The top 10 Superfoods are: 
  1. Goji berries – (the longevity fruit).
  2. Cacao
  3. Maca
  4. Bee products (honey, bee pollen, propolis, and royal jelly)
  5. Spirulina
  6. AFA blue-green algae
  7. Marine phytoplankton
  8. Aloe vera
  9. Hempseed
  10. Coconuts and coconut products.
Goji berries
  • Boost immune function,
  • Increase alkalinity
  • Boost immune function,
  • Increase alkalinity and vitality, provide liver protection, improve eyesight and blood quality, deliver anti-aging compounds. Longevity, Stamina, Sexual Energy.
  • Contain nineteen different amino acids (on par with bee pollen) and all eight essential amino acids (such as adrenal-supporting phenylalanine and serotonin-building tryptophan).
  • Goji berries can contain twenty-one or more trace minerals (the main ones being zinc, iron, copper, calcium, germanium, selenium, and phosphorus) as well as vitamins B1, B2, B6, and vitamin E.
  • Mature goji berries can contain about 11 mg of blood-building iron per 100 grams (2–3 handfuls) as well as beta-sitosterol (an anti-inflammatory agent), linoleic acid (an essential fatty acid), anti-aging sesquiterpenoids (cyperone, solavetivone), liver-healing betaine (0.1 percent), and antioxidant tetraterpenoids (zeaxanthin, physalin). Goji berries are some of the highest antioxidant-containing foods in the world. They typically contain two to four times the amount of antioxidants found in blueberries.
  • As we age, we produce less and less Human Growth Hormone (HGH). Decreasing levels of HGH have been linked to symptoms of ageing. Goji berries are the only food known to help stimulate the human body to produce more HGH naturally.
  • Only food to increase HGH
  • World’s greatest anti-aging food.
  • Improves Vision – Highest zeasnthin content
  • Advice: Rich, Red colour moist, 100% raw and organic.
Cacao (Cocolate)
  • Species: “the food of the Gods”
  • Most Antioxidants of any food.
  • #1 source of Magnesium,
  • The Most deficient mineral
  • Heart Health: blood flow, oxygen, nutrients,
  • Bowel movement
  • Bone Health
  • Theobromine
Maca Root – Libido & Strength.
  • Peeruvian Andes foro 2,600 yrs
  • Aka Andes Aphrodisiac
  • Cruciferous family
  • Incan Warriors
  • Grown on Highest altitude crop on earth.
  • Benefits:
  • Libido-enhancing, fertility,
  • Strength / Stamina, Adaptogen
  • Menstrual irregularities.
  • Use a table spoon in your smoothies.

Do you want to know more, when and how much to eat? buy the book and read it.

Four agreements

FIRST AGREEMENT: BE IMPECCABLE WITH YOUR WORD.

Author Don Miguel Ruiz describes the word impeccability as ‘without sin.’ Impeccable comes from the Latin pecatus, which means ‘sin.’ The im in impeccable means ‘without,’ so impeccable means ‘without sin.’ Religions talk about sin and sinners, but let’s understand what it really means to sin. A sin is anything that you do which goes against yourself. Everything you feel or believe or say that goes against yourself is a sin. You go against yourself when you judge or blame yourself for anything. Being without sin is exactly the opposite. Being impeccable is not going against yourself. When you are impeccable, you take responsibility for your actions, but you do not judge or blame yourself.”

Why should you be impeccable with our word? Your word is the power that you have to create. Your word is the gift that comes directly from God. Through the word, you express your creative power.

Luiz argues that “the word is not just a sound or a written symbol. The word is a force; it is the power you have to express and communicate, to think, and thereby to create the events in your life. You can speak. What other animals on the planet can speak? The word is the most powerful tool you have as a human; it is the tool of magic. But like a sword with two edges, your word can create the most beautiful dream, or your word can destroy everything around you. One edge is the misuse of the word, which creates a living hell. The other edge is the impeccability of the word, which will only create beauty, love, and heaven on earth. Depending upon how it is used, the word can set you free, or it can enslave you even more than you know”. Your word is pure magic, and misuse of your word is black magic.

Example: If I see an individual on the street and I call her or him stupid, it may see that I using the word against them. But really, I am using my word against myself, because they are going to hate me for this, and their hating is not good for me. As a result, if get angry and with my word send all the emotional poison to him or her, I am using the word against myself.

SECOND AGREEMENT: DON’T TAKE ANYTHING PERSONALLY.

“Whatever happens around you, don’t take it personally… if I see you on the street and say, ‘Hey, you are so stupid,’ without knowing you, it’s not about you; it’s about me. If you take it personally, then perhaps you believe you are stupid. Maybe you think to yourself, ‘How does he know? Is he clairvoyant, or can everybody see how stupid I am?”

Even when a situation seems so personal, even if others insult you directly, it has nothing to do with you. What they say, what they do, and the opinions they give are according to the agreements they have in their own minds. Their point of view comes from all the programming they received during domestication.

THIRD AGREEMENT: DON’T MAKE ASSUMPTIONS

“We have the tendency to make assumptions about everything. The problem with making assumptions is that we believe they are the truth. We could swear they are real. We make assumptions about what others are doing or thinking—we take it personally—then we blame them and react by sending emotional poison with our word. That is why when we make assumptions, we’re asking for problems. We make an assumption, we misunderstand, we take it personally, and we end up creating a whole big drama for nothing.”

FOURTH AGREEMENT: ALWAYS DO YOUR BEST

“There is just one more agreement, but it’s the one that allows the other three to become deeply ingrained habits. The fourth agreement is about the action of the first three: Always do your best.” Ruiz continues: “Under any circumstance, always do your best, no more and no less. But keep in mind that your best is never going to be the same from one moment to the next. Everything is alive and changing all the time, so your best will sometimes be high quality, and other times it will not be as good.”

Notable Quotes

“If someone is not treating you with love and respect, it is a gift if they walk away from you. If that person doesn’t walk away, you will surely endure many years of suffering with him or her. Walking away may hurt for a while, but your heart will eventually heal. Then you can choose what you really want. You will find that you don’t need to trust others as much as you need to trust yourself to make the right choices.” – Miguel Ruiz

“Whatever happens around you, don’t take it personally… Nothing other people do is because of you. It is because of themselves.” – Miguel Ruiz

“Every human is an artist. The dream of your life is to make beautiful art.” – Miguel Ruiz

 

Getting To Yes

Any method of negotiation may be fairly judged by 3 criteria:

  • It should produce a wise agreement if an agreement is possible
  • It should be efficient
  • It should improve or at least not damage the relationship

Positional Bargaining (stay away from this beastly method of negotiating):

  • Your ego becomes identified with your position. You now have the interest in “saving face”.
  • As more attention is paid to positions, less attention is devoted to meeting the underlying concerns of the parties.
  • Dragging feet, stonewalling, threatening to walk out, and other such tactics become commonplace and all increase the time and costs and the rish of no agreement at all
  • Bitter feelings generated by one such encounter may last a lifetime
  • Choosing a soft and friendly position makes you vulnerable to someone who plays a hard position – hard always dominates soft.

All good negotiation occurs on 2 levels: substance and procedure.

Principled Negotiation (or negotiation on merits):

  • [P] People: separate the people from the problem
  • [I] Interests: focus on interests, not positions
  • [O] Options: generate a variety of possibilities before deciding what to do
  • [C] Criteria: insist that the results be based on some objective standard

The participants should come to see themselves as working side by side, attacking the problem, not each other. Invent options for mutual gain.

There are 3 stages to Principled Negotiation:

  • Analysis: try to diagnose the situation
  • Planning: plan and come up with additional options and additional criteria
  • Discussion: the actual communication and negotiation back and forth, looking toward an agreement.

There are 3 Basic People Problems:
1. Perception:

  • You must put yourself in the other person’s shoes to understand the problem from their way of thinking. Feel the emotional force with which they believe in it.
  • Understanding is not the same as agreeing – one can understand perfectly and completely disagree
  • Don’t deduce their intentions from your fears
  • Don’t blame them for your problem: separate the symptoms from the person you are talking
  • Discuss each other’s perceptions: often negotiating parties will dismiss concerns on the other side perceived as not standing in the way of negotiation – don’t do that!
  • Look for opportunities to act inconsistently with their perceptions
  • Give them a stake in the outcome by making sure they participate in the process: in a sense, the process is the product
  • Face-saving: Make your proposals consistent with their values

2. Emotion:

  • First recognise and understand emotions, theirs and yours
  • Make emotions explicit and acknowledge them as legitimate
  • Allow the other side to let off steam
  • Don’t react to emotional outbursts: adopt the rule that “only one person can get angry at a time”
  • Use symbolic gestures

3. Communication:

  • Whatever you say, you can expect that the other side will almost always hear something different Sometimes, parties give up and talk merely to impress 3rd parties on their own constituency
  • Do not busy yourself with thinking of the next thing to say – if you are not hearing what the other side is saying, then there is no communication
  • Listen actively and acknowledge what is being said
  • Speak to be understood – put yourself in the role of being a co-judge working toward a common verdict
  • Speak about yourself, not about them: describe a problem in terms of its impact on you (“I feel let down” instead of “you broke your word”)
  • Speak for a purpose: know the purpose of your outcome

Principled Negotiation: Interests:

  • The difference between interests and positions is crucial: interests motivate people; they are silent movers behind the hubbub of positions. Your position is something you have decided upon, while your interests are what caused you to decide.
  • You can ask for another’s position, making clear that you do not want justification, just a better understanding their needs, hopes, fears, or desires that they serve
  • The most powerful interests are basic human needs: security, economic well-being, sense of belonging, recognition, control over one’s life
  • If you want the other side to take your interests into account, explain to them what those interests are
  • Make your interests come alive – be specific!
  • Acknowledge their interests as part of the problem – be sure to show your appreciate their interests if you want treatment in like kind
  • Put the problem before your answer: give your interests and reasoning first and your conclusions or proposals later
  • Look forward, not back: instead of asking someone to justify what they did yesterday, ask “Who should do what tomorrow?”
  • Be concrete but flexible: treat the opinion you formulate as simply illustrative – final decision to be worked on later
  • Be hard on the problem, soft on the people: show you are attacking the problem, not people – give positive support to the humans on the other side equal in strength to the vigor you emphasize the problem – this causes cognitive dissonance and in order for the other to overcome it they will be tempted to disassociate from the problem in order to join you in doing something about it.

Principled Negotiation: Options:

  • Premature Judgment: nothing is so harmful to inventing as a critical sense waiting to pounce on the drawbacks of any new idea. Judgment hinders imagination.
  • Premature Closure: if you look for the single best answer from the outset, you are likely to miss a wiser decision-making process where you select from a large number of answers.
  • Don’t assume the bargaining is based on a fixed pie – sometimes you have to get out of the pie and not just aim to fill in the 100%
  • Do not concern yourself with only your own immediate needs and interests. Both sides must be considered.
  • Separate inventing from deciding – invent 1st, decide later.
  • Look for options that will leave the other side satisfied as well.
  • Every negotiation has shared interests. Shared interests are opportunities – not Godsends. Make them concrete and future-oriented. Stressing your shared interests can make things more smooth and amiable.
  • Jack Sprat could eat no fat, His wife could eat no lean, and so betwixt them both they licked the platter clean.
  • Look for items that are low cost for you but high value for them, and vice versa.
  • If you place yourself firmly in the shoes of your opposite number, you will understand his problem and what kind of options might solve it.
  • If you want a horse to jump a fence, don’t raise the fence.
  • It is usually easier to refrain from doing something not being done already that to stop an action already underway. Also, it is easier to stop doing something than to go an entirely new way.
  • Making threats is not enough. Offers are usually more effective.
  • When planning, write out 1-2 sentences on what the most powerful critic of the other side might say about your proposal to prepare.

Principled Negotiation: Criteria:

  • Negotiate on the basis of objective criteria and NOT the will of either side.
  • Commit yourself to reaching a solution based on principle, not pressure.
  • Concentrate on the merits of the problem, not the mettle of the parties.
  • Be open to reason, but closed to threats.
  • If some agent states that the form being used is just the standard form, then ask them if that is the same standard form
    THEY would use in this situation.
  • Don’t forget the cake division tactic – ask 2 kids to divide a cake amongst themselves: one cuts, the other picks.

Negotiating with Objective Criteria:

  • Frame each issue as a joint search for objective criteria
  • Reason and be open to reason to which standards are most appropriate and how they should be applied
  • Never yield to pressure, only to principle
  •  Never be afraid to ask: “What’s your theory?” or “How did you arrive at that figure?”
  • When negotiating and ‘trust’ is brought up, simply state: “Trust is an entirely separate matter. The issue at hand is…”
  • If the other side truly will not budge and will not advance a persuasive basis for their position, then there is no further
    negotiation.

What if they are more powerful?:

  • The reason you negotiate is to produce something better than the results you can obtain without negotiating.
  • BATNA – Best Alternative To a Negotiated Agreement – develop it for every negotiation and keep it close.
    o Invent a list of actions you might conceivably take if no agreement is reached
    o Improve some of the more promising ideas and convert them into practical alternatives
    o Tentatively selecting the alternative that seems best
  • Don’t forget to set a trip-wire to provide some margin in reserve – that early warning detector than let’s you know they’re headed away from negotiation and toward your BATNA.
  • The better your BATNA, the greater your power. the relative negotiating power of each side depends mainly on how attractive to each is NOT reaching an agreement.
  • Consider the other side’s BATNA: if theirs is so good they don’t see any need to negotiate on the merits, consider what you can do to change it.

What if they won’t play?

  • Do not push back – when they assert their position, do not reject them. When they attack your ideas, do not defend
    them. When they attack you, don’t counterattack. Sidestep their attack and deflect it against the problem.
  • Do not attack their position, look at it. Treat it as one possible option. Look for the interests behind it, seek out the principles which are reflected and think about ways to improve it.
  • Don’t defend your ideas, invite criticism and advice: ask them what’s wrong with your position. Examine their negative judgments to find out their underlying interests and to improve your ideas from their point of view. Consider asking them for what they would do if they were in your position.
  • Recast an attack on you as an attack on the problem: don’t defend yourself – let them blow off some steam. Listen to them, show you understand what they are saying, and when they are done, recast the attack on you to the problem.
  • Ask questions and pause: use questions instead of statements. Statements generate resistance and questions generate answers. Just wait – if you feel they have provided an insufficient answer to an honest question – they will feel uncomfortable and offer more information.
  • Figure out WHY someone wants something and negotiate on those merits. “Wife wants a bay window… figure out why and see if alternatives exist”
  • Getting them to play – use these statements to help the cause:

o Please correct me if I am wrong
o We appreciate what you’re done for us
o Our concern is fairness
o We would like to settle this on the basis of independent standards, not of who can do what to whom
o Trust is a separate issue
o Could I ask you a few questions to see whether my facts are right?
o What’s the principle behind your action?
o Let me see if I understand what you’re saying
o Let me get back to you
o Let me show you where I have trouble following some of your reasoning
o One fair solution might be…
o if we agree … and if we disagree…
o We’d be happy to see if we can leave when it’s most convenient for you
o It’s been a pleasure dealing with you

What if they use dirty tricks?

  • Counter them by using principled negotiation about the negotiation process.
  • Deliberate deception:
  • Phoney facts: get in the habit of trusting but verifying factual assertions
  • Ambiguous authority: find out about the authority of the other side – it’s okay to ask “how much authority do you have in this particular negotiation?”
  • Dubious intentions: get them to commit to their intentions
  • Less than full disclosure is not the same as deception: if asked, “what would be willing to pay?”, then answer “let’s not put ourselves under such strong temptation to mislead.”

Psychological warfare:

  • Stressful situations: continually questions any stressful feelings you have and work to minimise what you can
  • Personal attacks: comments on clothes, being late, interrupting to deal with others – all attacks. Bring it up
    explicitly and they should stop.
  • Good-guy/Bad-guy: recognise it and just remain consistent between the two – ask the good guy the same
    questions as the bad guys
  • Threats: simply state, “I only negotiate on merits. My reputation is built on not responding to threats.”

Positional pressure tactics:

  • Refusal to negotiate: recognise this tactic as a ploy to gain the upper hand, talk about their refusal to negotiate, and then insist on using principles
  • Extreme demands: ask for principled justification of their position until it looks ridiculous even to them
  • Escalating demands: call it to their attention and maybe take a break while you consider whether and what basis you want to continue negotiations
  • Lock-in tactics: resist lock-ins on principle – make a joke and don’t take the lock-in seriously. Also reassure them that your practice is to never yield to pressure, only to principle. Avoid making the commitment a central question.
  • Hardhearted partner: recognise the tactic (“…oh but my wife…”) and then get the other person involved
  • A calculated delay: make these tactics explicitly known – consider creating a fading opportunity for the other side – establish deadlines
  • “Take it or leave it”: consider ignoring this at first – say something like “CASE X was your final offer before we discussed the principles of CASE Z”
  • Don’t be a victim: question your own motives on whether or not you would deal this way with a family member or good friend. It is easier to defend principle than an illegitimate tactic.

ITIL Foundation

What is ITIL? staff in IT department use ITIL to better serve their customers and users. By using the guidelines set out in the ITIL framework IT departments can develop best practices and improve the way different teams interact and manage the IT infrastructure within their business. As a result, end users get a better level of service and business saves money. ITL is just about the IT service Desk or helpdesk. It covers all of different areas from designing the infrastructure of IT department right through the to dealing with problems and improving the service. ITIL consists of five different processes or type of work that is carried out by IT department.

 

  1. Service Strategy.
  2. Service Design
  3. Service Transition
  4. Service Operation
  5. Continual Service Improvement.

1. Service Strategy (SS)

(ITIL Service Strategy) “A stage in the lifecycle of a service. Service strategy defines the perspective, position, plans and patterns that a service provider needs to execute to meet an organization’s business outcomes.”

Goal of SS

  • How to design, develop, and implement Service Management not only as an organizational capability but as a ‘strategic asset’.
  • Service providers to operate and grow successfully in the long-term and provide the ability to think and act in a strategic manner.

Objective of SS

  • Provide direction for growth, prioritizing investment and defining outcomes against which the effectiveness of service management may be measured.
  • An understanding of what strategy is.
  • A clear identification of the definition of services and the customers who use them.
  • The ability to define how value is created and delivered.
  • A means to identify opportunities to provide services and how to exploit them.
  • A clear service provision model that articulates how services will be delivered and funded as well as to whom they will be delivered and for what purpose.

Service Providers – Types

  • Type 1 – Internal Service Provider (ISP)
  • Type 2 – Shared Services Unit (SSU)
  • Type 3 – External Service Provider (ESP)

Five Service Strategy Processes

  1. Strategy Management
  2. Financial Management,
  3. Business Relations Management,
  4. Demand Management
  5. Service Portfolio Management

2. Service Design

(ITIL Service Design) “A stage in the lifecycle of a service. Service design includes the design of the services, governing practices, processes and policies required to realize the service provider’s strategy and to facilitate the introduction of services into supported environments”.

Goal

To create a realistic service with

  • Service solution
  • Processes
  • Technology Architecture
  • Supporting systems
  • Measurement system & metrics

Purpose

  • The purpose of the service design stage of the lifecycle is to design IT services, together with the governing IT practices, process and policies.

Four P’s of Service Management (Design)

Many designs, plans and projects fail through a lack of preparation and management. Service Management implementation is about preparing and planning the effective and efficient use of four P’s.

  1. People
  2. Process
  3. Product
  4. Partners

Service Design has 8 Processes

  1. Design Coordination
  2. Availability Management.
  3. Service Catalogue management.
  4. Capacity Management.
  5. Service Level Management.
  6. Information Security management.
  7. Supplier Management.
  8. It Service Continuity management

3. Service Transition

(ITIL Service Transition) “A stage in the lifecycle of a service. Service transition ensures that new, modified or retired services meet the expectations of the business as documented in the service strategy and service design stages of the lifecycle”.

Goal

  • To provide guidance on the development and improvement of capabilities for transitioning new and changed services into supported environment, including release planning, building, testing, evaluation and deployment.

Objectives

  • Monitor and improve the performance of the service transition lifecycle stage.
  • Manage risks relating to new, changed or retired services.
  • Successfully deploy service releases into supported environments.

Service Transition has 7 Processes

  1. Transition Planning and Support
  2. Change Management
  3. Service Asset and Configuration
  4. Release and Deployment Management
  5. Service Validation and Testing
  6. Change Evaluation
  7. Knowledge Management

4. Service Operation (SO)

“(ITIL Service Operation) A stage in the lifecycle of a service. Service operation coordinates and carries out the activities and processes required to deliver and manage services at agreed levels to business users and customers. Service operation also manages the technology that is used to deliver and support services.”

Goal

  • It is goals is to focus on effectively managing the day-to-day aspects while maintaining a perspective of the greater context.
  • Staff involved in the service operation stage of the service lifecycle should have processes and support tools in place.
  • These processes and tools should also detect any threats or failures to service quality.

Purpose

  • To coordinate and carry out the activities and processes required to deliver and manage services at agreed levels to business users and customers.

Objective

  • Deliver and manage services at agreed levels.
  • Conduct, Manage and control day-today operation of process.

Service Operation has 5 Processes

  1. Event Management,
  2. Incident Management,
  3. Problem Management,
  4. Request Fulfilment,
  5. Access Management.

5. Continual Service Improvement (CSI)

(ITIL Continual Service Improvement) – A stage in the lifecycle of a service. Continual service improvement ensures that services are aligned with changing business needs by identifying and implementing improvements to IT services that support business processes. The performance of the IT service provider is continually measured and improvements are made to processes, IT services and IT infrastructure in order to increase efficiency, effectiveness and cost effectiveness. Continual service improvement includes the seven-step improvement process. Although this process is associated with continual service improvement, most processes have activities that take place across multiple stages of the service lifecycle. See also Plan-Do-Check-Act.

The 6 steps of CSI approach to improve the performance of our services and process.

  • What is the Vision? We should understand what is the vision of the organization? Vision should be aligned to IT and business strategies of the organization.
  • Where are we now? Analyze the current situation in terms of the business, organization, people, process and technology. This will give us the baseline assessment and we will get to know, where are we now.
  • Where do we want to be? We should understand the business needs and requirements as that will help us in moving towards the direction of where do we want to be.
    • Understand and agree on the priorities for improvement based on a deeper development of the principles defined in the vision’?
  • How do we get there? What are the improvement steps we need to take to get there. Improvement can be of short, medium and long term. All these initiatives need to be logged in CSI register.
  • Did we get there? We should monitor, report and review the service level achieved and the actual performance against targets identified in the business requirement.
  • How do we keep the momentum going?

The Seven-step improvement process

It is obvious that all the activities of the improvement process must assist CSI in some way. It is relatively simple to identify what takes place but more difficult to understand exactly how this will happen. The improvement process spans not only the management organization but the entire service life-cycle. This is a cornerstone of CSI, the main steps of which are as follows:

  1. Identify the strategy for improvement: Identify the overall vision, business need, strategy as well as the tactical and operational goals.
  2. Define what you will measure: Service strategy and service design need to identify this information early in the life-cycle phase. CSI can then start its cycle again at “Where are we now?” and “Where do we want to be?”. This identifies the ideal situation for both IT and business. CSI can identify opportunities for improvement by doing gap analysis as well as answering the question “How do we get there?”.
  3. Gather the data: To analyse “Did we get there?” data needs to be gathered generally, done at service operation phase. At this point data is raw and nothing can be concluded from this.
  4. Process the data: The simple goal of this step is to process data from multiple disparate sources to give it context that can be compared. Once we have rationalized the data we can begin with analysis.
  5. Analyse the information and data: As we bring the data more and more into context, it evolves from raw data into information with which we can start to answer questions related who, what, when, where and how as well as answer questions of trends and impact on the business. It is the analyzing step that is most often overlooked or forgotten in the rush to present data to management. 
  6. Present and use the information Here the answer to “Did we get there?” is formatted and communicated in whatever way necessary to present an accurate picture of the results of the improvement efforts to the various stakeholders. Knowledge is presented to the business in a form and manner that reflects their needs and assists them in determining the next steps
  7. Implement improvement – The knowledge gained is used to optimize, improve and correct services and processes. Issues have been identified and now solutions are implemented — wisdom is applied to the knowledge. The improvements that need to be taken to improve the services or process are communicated and explained to the organization. Following this step, the organization establishes a new baseline and the cycle begins anew. While these seven steps appear to form a circular set of activities, in fact, they constitute a knowledge spiral. In practice, knowledge gathered and wisdom derived from the knowledge at one level of the organization becomes a data input to the next. People often believe data, information, knowledge and wisdom to be synonymous or at least broadly similar in meaning. This view is incorrect. There is a significant difference between each of the four items.