VeriSM – What it is and what it’s not [Webinar]
VeriSM is a new methodology for service management. Whether you’re a manager or a CXO in IT, HR, Finance, Marketing, Operations, or Product Development, VeriSM can help you achieve goals and become successful faster.
We noticed that a lot of folks in the service management industry were talking about VeriSM, but there were a lot of misconceptions as to what it exactly was. So we reached out to Johann Botha – VeriSM lead author and CEO of getITright – to help us learn more.
Johann presented a webinar titled “VeriSM – What it is and what it’s not”. We hope you enjoy it and learn from it as much as we did.
Sajeesh: Before we start the webinar, let’s do a quick audio check. If you can hear me clearly, please type your name and where you’re from in the chat box.
Okay, looks like most of you can. We’ve got Praveen from India. Thanks for joining us at this time of the night, Praveen. I know it’s late. We appreciate it. We’ve got Raj from Ireland. Glad you could make it, Raj. We’ve got Rita from Toronto, Canada. Thanks for joining us today, Rita. We just got joined by Steve from the UK. Great! Glad you guys could make it.
Hello everyone. I’m Sajeesh Sahadevan and I’ll be your host for today. I drive marketing for Freshservice which is the beautifully simple ITSM and ESM solution from Freshworks. I’ll talk a little bit more about Freshservice later but right now let’s jump right into the topic for today’s webinar.
VeriSM is a new model for service management that spans across business functions and brings them all together to work toward a common business goal. Now there’s a few things that we know about VeriSM and there’s a lot that we still don’t. So, in today’s webinar, we’re joined by VeriSM lead author Johann Botha to help us learn more about this new model. Johann is also the CEO of getITright and he’s been in the ITSM industry for over three decades.
Today Johann will walk us through key VeriSM concepts and along the way he’ll debunk some of the myths around VeriSM and answer some of the most common questions he’s come across. Now, if you have a question now or at any time during the webinar please ask us through the Q&A button on your screen. And just so you know we’ll be sharing a recording of this webinar to your registered IDs in case you’d like to watch it again or share it with your colleagues. And if you’re active on Twitter you can tweet about this webinar and use the hashtag that you see on the screen right now. So I’ll give you a minute while you guys do that.
Okay, we’re all good then. So without further ado, I will hand it over to Johann to begin this session. Johann – over to you.
Johann: Thank you very much, Sajeesh. Hello everyone. Yeah, it seems like it’s an audience from all over the globe. Thanks for getting up early some of you. Thanks for staying up late some of you. And I hope to make it worth your while.
Before we start talking about VeriSM, I suppose we need to ask why another model or a best practice framework or why can’t we just deal with the things that we’ve got?
And I think their driving force behind – or not I think – I know the driving force behind what we’ve done with VeriSM is the fact that we realize that our world is changing and it’s changing at a very rapid pace. There’s a tremendous amount of lessons that we’ve learned in the IT industry that becomes now apparent that they are necessary in a broader context as the world starts getting more digital.
If we think about what’s busy happening in the world, the world’s largest taxi company owns no vehicles, the world’s most popular media owner has no content, the world’s largest retail don’t have inventory, and that the world’s largest hotel don’t have any real estate. And that is what’s busy happening in the world around us. Organizations are really struggling with this issue of digital transformation or the digitization of their business. And that’s the aim of VeriSM – it’s to help the organizations end-to-end getting to grips with the fact that the world is changing, everything is becoming more digital. Yes, and I know there’s people who argue that we’ve been getting digital for the last 50 years when we started computerizing. But that was more transactional digitization. Now it’s the way that our customers interface with us, the way that they deal with us, the way that they communicate with us. In fact all spheres of interaction. And it’s starting to influence the way that we start doing business.
And that’s where we saw the need, the opportunity to introduce something new and innovative that helps organizations not to think about the IT stuff. Although IT is important in terms of this whole digitization of the business environment, it’s really about helping the business to think about how are we gonna do business in future.
You know, I suppose all organizations are building what some call “digital twins”. Something equivalent in the digital world to the tangible, physical products or services that they offer currently to their customers within their markets. And in essence what we’re trying to do with VeriSM is to provide guidance to organizations on how to embark on this journey.
It obviously includes technology because it is about digitization and digital transformation. But it’s broader than that. It’s about how everything that we do within organizations is busy changing and how they should change, and which change is the best for us because there’s different views and models and approaches to tackling this whole issue of digital transformation.
So if you look at the strategic technology trends last year from Gartner you’ll see there’s a bunch of stuff that to large extent influences the way that we do business in future, that we will do business in future. And you can also see that, most probably, the clear boundaries between the physical and the digital world is busy disappearing. If we think about things like artificial intelligence or the Internet of Things or the fact that anybody can interact with us by a digital medium from anyway, that they can pay us not using – dare I say – “real money”. And still that the demand of these customers are for a high-quality product or service and there’s also this need for immediacy when they deal with us in this digital world.
So for organizations to survive we actually have to rethink the way that we do business we shouldn’t throw away our business acumen – the things that we’ve learned about our business in the past that forms the foundation. But I lead and within an organization today now has to have a view of how technology and digitization impacts on the way that they do business.
Organizations have to think about integrated processes – the whole organization as a service provider – instead of building silos within the organization. We have to think about new, innovative stuff. So entrepreneurship is becoming more and more important. And when we think about this new and innovative stuff, we need to be able to deliver them quicker, faster, better, and more usable. So that puts a huge strain on business leaders and that’s really what we wanted to do with VeriSM.
If we look at, most probably, one of the big drivers of this transformation – maybe the Internet of Things or digital devices – on the one hand, but on the other hand also the fact that we can connect anyway and have scalable infrastructure, you can see that there’s a big drive for public cloud and for private cloud and that sits behind this whole transformation of the way that we do business. You know if I think about my own business I don’t even know where my database resides it’s somewhere in the cloud. All that I know is the way that I interact with my customers, the way that we do transactions, the way that I market to them, the way that I capture sales, the way that our facilitate delivery. And that’s in a very real physical world because we sell course material as one of the offerings within our business.
So there’s this myriad of new things that’s become available on the market. I mean we talk about DevOps and agile, Internet of Things and automation and cloud computing and the customer mapping and all kinds of new terms and terminology and knowledge is that business leaders need to be familiar with but how do you take all of this stuff and put it together? That’s really really difficult.
And we don’t have a choice. We have to do that. If we don’t think about transformation, if we don’t change the way that we do the businesses and if we don’t grasp these concepts and principles and the new way of doing business we’ll go out of business.
If you think about Kodak yeah what is that about twenty years ago 28 billion US dollars and looking 45,000 employees. And today it doesn’t exist. And I supposed to a large extent somebody like some of the new social media platforms there’s now taken the place of a photograph that we’ve printed. We put them in an album before, now this album is online. Now we share it all over the world not only with our friends but the communities of interested people who like the stuff that we’d like, that would like to do the things that we do. It’s actually very exciting but from a business leader perspective, it’s also really scary.
I quite love this statement from Alvin Toffler. You know he said that was in the mid-80s that the illiterate of the 21st century will not be those who cannot read and write but those who cannot learn, unlearn, and relearn at a rapid pace. And that’s essentially what business leaders have to do today. So the solution, we think, is VeriSM.
So when we started thinking about how we will put this new model framework together, we went out into the industry and asked people in the industry – “What do you want? What do you need? What is it that you want us to help you with?” And because most of us come from an IT background obviously the first community that we went out to was the IT community. And it was said very loud and clear we don’t want another ITIL. ITIL works. We don’t want to replace it. We don’t want to throw it away. We’ve invested a lot of money in it. What we do need is we need to think broader than ITIL. We need something that gives us guidance on how we can pull all of this stuff together from marketing to sales to HR to finance to IT to production and really the organisation end-to-end.
So, there were also some other questions that we asked about best practices within the market space. Especially, initially the IT Service Management space, most people used more than one framework so that already tells us that there’s a need for whatever we do to act as an integrator.
What was actually quite interesting is that most of the respondents did not think that ITSM-backed based practice has kept up with the changing businesses landscape. And the interesting word here is ‘business landscape’. It’s not the IT landscape as such.
So what was interesting in the 1950s the US Air Force measured four thousand pilots. Lots of different bits and pieces of all kinds of pilots that they measured and the reason for that is they wanted to design the perfect cockpit for aviators.
It turned out that there was no such thing as an average pilot. Everybody was different and as you can see from this picture – different heights, lengths, body shapes. And similarly, there’s no such thing as an average organization. Each one of our organizations has to deal with different things, within different marketplaces, we’ve got different types of customers, we’ve got different legislation, legal things that we need to worry about, cultural things, language. So when we set out to do right really we didn’t want to go and write something that was prescriptive. We needed to take cognizance of the fact that the guidance would be used in actually all over the world – in different markets, different types of organizations. And we needed to write it in such a way that there’s a huge large amount of freedom and the ability to to tailor the approach that any organization will take.
Now if you read through the material you’ll see that there are some underlying language that sort of sounds a little bit ‘leanish’ and ‘agilish’. But you don’t necessarily have to use a lean approach or an agile approach when you use VeriSM.
What we’ve done is we’ve basically created the ability for you to take all these bits and pieces. Now the slide only shows IT practices but there’s actually a bunch of other good practices in finance and HR and marketing and sales and and so forth. And take all of that stuff and integrated into a way that you can do business that’s unique to your organization, but that’s response of your markets price and the audience that you serve.
So if you ask me what VeriSM is it’s a way to make sense of all of the things that we need to do to survive as a business and to make our customers happy with the products and services that we provide in future.
I’ve already mentioned quite a number of times that you know although it most probably started out in IT industry, this is really not about IT only. That being said, though, the driving force in terms of what we want to get out is an organization that is capable and has built the capabilities to thrive within a digital market space.
So what does VeriSM stand for, it is not something that we think that we can define once and it will work forever. The focus on everything that we do is value for the customer. So that sounds really much like lean. We know and understand that the environment that we deal with, the environment in which we work is not necessarily static. It’s definitely not static. It’s constantly evolving and whatever guidance we give should be able to provide people with the ability to change and to learn as we go along. So like an agile approach it’s empirical we do stuff we see what works, what doesn’t work we change it and we respond to changes within our environment.
So that brings us to the next thing. It’s responsive and then very importantly it is integrated. And that integration is not technology integration but the integration of the whole value chain within the organization.
VeriSM is actually a word it comes from Latin. And we thought that the definition actually fits well to what we’re trying to do. It’s about thinking how you can take something that is contemporary and in an innovative way go and create something that at the end of the day would be legendary.
The other interesting thing is that the root of the Latin word is the same root as the word realism. So this is really not about buying the sky, this is about making sure that we do things that work.
So we’ve already touched on the fact that there was a need for integration and that you need to create a community of practice, that thinks about services end-to-end and help our customers to interact with us in the digital world. But that we also do it in such a way that we can respond to changes within the market space or demands from our specific customers or market segments in which we operate.
So that’s a lot to try and achieve in a single framework, and really at the heart of the VeriSM framework is a model. And this model is there to help us think about how do we take a customer request for a service to an organization and deliver to that customer of that organization what they actually need. So it includes the whole of the value stream and as I’ve mentioned before it’s not only about IT and we don’t really want to talk without internal services also. It’s about the service that you or your organization provide to your customers or constituents that relies on the products and services that you provide.
So this is a high-level view of the model. Everything is driven by governance. Now there’s a huge misconception of what governance actually is. Governance means that somebody within the organization will need to provide direction for the organization to get certain things done, we need to make sure that it is done and we need to make sure that the way that we empower people who need to get it done to be able to do it. So that’s what governance means. It’s not only about risk. It’s not about compliance. It’s actually about giving strategic direction and making sure that people act on that direction. And that we realize the strategic intent of the organization.
So governance sits behind everything. From our governance model, we will define a bunch of service management principles. Let’s call these the guide rails. They’re the things that tells us when we go and do something, when we go and take a customer requirement and build a product or a service, what are the boundaries that we need to act within. So this includes to a large extent many of the organizational values also. And then we need to work out for ourselves how we are actually going to get that done. But before we can think about taking a customer request and turn it into a product or a service. We need to go and select management practices that best suit the environment in which we operate. And that selection process is defined in what we call the management mesh. And then we can logically think about customer requirement, define what it is, make sure we can produce it. We can make it, we can provide it, we can provide support for it and make sure that the customer is happy with the product or the service that we provide at the end of the day.
You’ll hear that I keep on talking about products and services and not only services. The reality is every service has got a bit of product in it and every product has got a bit of service in it. So we can’t really draw a clear distinction anymore, especially in this new digital world.
So, just to recap: In essence, we establish a governance framework for the organization and we’ll give you guidance on how to do that. We will give you some guidance on how to establish your service management principles – these guide trails that you’ll use to to build this new organization within. Then we still select a bunch of management practices. So these can be old management practices, new management practices, innovative management practices, things that you come up with yourself, or things that’s been tried and tested. So that’s our mesh and then at the end of the day, we can define a flexible operating model that’s fit for this specific organization that you operate within.
So here’s sort of a view of the mesh. There’s a bunch of things that we need to think about when we establish this mesh. We have to think about what do we need – resources. We have to be very aware of the environment in which we do it so that’s things like our organizational culture, the context in which we do business, legislation, our comparators. Then we also have to use a bunch of management practices. Now in this specific example, there’s a bunch of IT stuff listed here and I just want to make you aware that they’re here because when we started defining this, many of the participants came from the IT service management environment. But these should be all kinds of management practices – HR practices, finance practices, marketing practices, and so forth.
You’ll most probably also be aware that we currently busy writing the how-to book for VeriSM. So the first level book was a was a high-level view of what VeriSM is all about. And in this how-to book, you’ll see that we’ll have lots of management practices that we reference within the heart to guidance that’s not necessarily IT or IT-related. And then, last but not least, obviously we need to think about the possibilities that IT creates for us to be able to go and build new and innovative products and services for our customers.
And that at a very very high level is what VeriSM is all about. There’s a huge amount of confusion within the market space and I thought that maybe it should be – or it would be – a good idea if we give everybody an opportunity to ask specific questions and clear up the confusion. So at this moment I’m gonna hand back.
And if we can come up with a bunch of questions that you want me to answer I will gladly do that for the next 20 minutes or so.
Sajeesh: Great! Thanks, Johann. That was a brilliant overview of VeriSM. I think it’s a good way to get into the details based on the questions that we get. We’ll give our attending is a couple of minutes for them to ask specific questions.
Johann: Yeah, sure. So if anyone of you would like to after the conference or video conference, if you think about any questions you can always contact me on LinkedIn. At the bottom of the page is my LinkedIn profile. Pop me a question and I’ll gladly answer anything that you want me to answer or that you still unsure about.
Sajeesh: Okay I think we have our first question. So the question is – do we have specific examples of organizations using VeriSM for marketing initiatives?
Johann: Okay. So, remember when the first book came out, there were organizations that use some of these principles but not necessarily the principles in totality as we put them together as VeriSM. So in the next book – the how-to book – we will have lots of practical examples of how VeriSM is used within different contexts and what we’ve made sure that we’ve got a fairly broad list of contributors to the how-to guidance – so there’s HR people in there, there’s finance people in there, there’s legal people there, there’s marketing people in there. So I suppose my direct response at this moment in time is watch out for the how-to book. It’s called ‘VeriSM Unwrapped and Applied’. It should be in the market in Q3. We’re currently putting the finishing touches on the text and actively looking for examples to include in the book specifically in non-IT things.
Sajeesh: Got it. I appreciate you addressing the point of specific examples for applying VeriSM with respect to IT as well as non-IT because we have a couple of questions coming in pertaining to that which I think you’ve touched upon.
Then another question coming in is, “What are the various levels of VeriSM that are available?” I suppose this is about the certification.
Johann: Okay. So, yeah I suppose that would be about certification. So these are the ‘foundation certification’ which is currently available they will be to further levels of certification available based predominantly on the content of the book that’s going to come out in Q3 and that would be a ‘practitioner level’ and a ‘leadership level’. We’re not quite sure whether it’s going to be called leadership or executive. So you must probably see that these are some marketing research being done at the moment and people asking you for opinions because it seems like all markets don’t necessarily see leadership as an executive.
The practitioner level course will focus on the applying or the use of the mesh and applying it to the organization. So that’s really how do I put it in place typical practitioner level course most probably three or four days – not quite sure yet.
The leadership or the executive part of the certification. We’re not a 100% sure how that’s gonna work yet. There’s some really innovative ideas that’s been mentioned by the community. It will most probably not be a normal classroom-based course that’s what I can say at the moment.
Sajeesh: Okay, thanks Johann. There’s also a question that needs you to touch upon how VeriSM helps integrate best practices. Could you go over that one more time?
Johann: Okay. Yeah, sure! One of the biggest challenges in organizations, maybe take the example maybe of international certification. So if you go do large organization you’ll see that there’s a bunch of guys that’s in one corner busy working on the Quality Management System. The next corner they’re busy working on occupational health and safety system and the next corner they’re busy working on a food and safety system. But here’s the question – how many management systems can you actually have in an organization? Logically if you think about it, you should only have one.
So, what we’ve done with the way that VeriSM is written is, it helps the organization to think about strategy in such a way that the whole of the organization can contribute to the realization of the organization’s product and services. Everybody understands their role within providing those products or services and then with the help of the mesh we take the elements that’s necessary from different good or best practices and say, “Ok, so obviously we need to think about sustainability when we do a product or a service”, “Obviously we have to think about safety”, “Obviously we have to think about customer satisfaction”, “Obviously we have to think about security”. By use of the mesh come up with a way that within your specific context and your specific organization how you can use the bits and pieces of these different frameworks or best practices or good practices or emergent practices, and build something that’s really unique to your own organization.
Once again I would really suggest that you you do invest in the ‘Unwrapped and Applied’ book because there will be really interesting case studies or practical examples of people using VeriSM to do this. We’re very fortunate that there’s a number of large organizations who’s really excited about this and already committed to going the whole hog.
What we also will do within the the second publication is, there is a case study that is used for example purposes throughout the book. So, the book will basically start with a case study and then as we go along, we will show you how you can use the principles and the concepts that we talk about and create this integrated mission.
Sajeesh: Thanks Johann for your detailed answer. And just so our attendees know, the books and the documents that Johan mentioned, we’ll be sending you an email listing the books and reading materials that would help you apply the principles of VeriSM.
Johann: Okay if I can maybe just interject, the book that I’m talking about ‘Unwrapped and Applied’ is still in the making that will only be available in Q3. What I have done in the meantime is I’ve given you some interesting reading material that I found within my own organization has helped me to actually think about this concept of integrated service delivery end-to-end, thinking about the customer. But note that everything on the reading list is just ideas, yeah? We don’t prescribe in VeriSM, we don’t tell you which ideas you have to use. You have to or you can use the guidance that we provide to actually make sense of your environment and then pick whatever is appropriate for your specific context.
Sajeesh: Absolutely and I think that’s a perfect segue into the next question that came in. So, this is about ITSM. If an organization is already doing ITSM for instance, if someone from the IT department is already ITIL certified, what is the process of bridging the gap between where they are to becoming VeriSM certified or applying the VeriSM model – in their organization on an individual level and organization?
Johann: Okay. That’s actually two questions but let me take the easiest one first. Because you know and understand IT Service Management it will help you a lot to think about service provisioning to customers and all of the things that needs to happen from a customer request until you actually provide them with a service that make that satisfies the specific need.
So, ITIL is very helpful, IT Service Management is very helpful and that mindset will help you to apply VeriSM. There’s not really a bridging process between ITSM certification and VeriSM because it’s much broader. The context is different. So you can’t say you know because you’re an ITIL Expert, you can now only do half a day worth of training and then you’ll be able to write the exam and pass it. Most probably not. What I can maybe say that is if you come from an ITSM background and you’ve been to a business school, the things that we’re gonna talk about in VeriSM is going to be very easy for you to grasp and I think because you understand service management, it would be easier for you to apply than maybe somebody from HR who’s not used to doing it this way.
Sajeesh: Great, and I suppose that also applies to organizations that are doing ITSM.
Johann: Yeah, whether you use ISO 20000 or.. actually there’s a lot of the the things that we do within an IT context that other parts of the business can learn a lot from. Some of the content that we talked about in COBIT and ITIL and ISO 20000 and 38500 – all of those things are really principles that can be used in other parts of the organization.
Now usually when I stand in front of an IT class teaching ITSM, I say to them, you know even the corner shop that you go to buy bread applies most of these things. They need to think about which products or services they’re going to provide, how much stock should they hold (that’s capacity management), when should it be available, is it fresh enough, what happens if something goes wrong, somebody breaks a bottle in the shop, how do you clean it up, how do you introduce a new product into your cafe or you or your supermarket. You know, all of those things actually use exactly the same processes that we’re used to in an IT context.
Sajeesh: Absolutely. I think that’s a great analogy. Some of the principles that have been used in the ITSM industry for a long time apply to other departments and also, you know, our daily life in general. So, for instance, problem management suggests that you get to the root cause of the problem and resolve that as opposed to fixing the symptoms over and over again, which becomes a vicious circle. Like you said, it applies to non-IT scenarios as well and I think that’s the main point of relevance and that’s the main driving factor that would make VeriSM successful.
Johann: Yeah. And you know even if you think about your IT service management tools can be used outside of the IT context. Also, it’s like, for instance, configuration management. IT configuration management is actually quite complex. So it’s very easy for us to use configuration management in a facilities environment, for instance. The CIs that we manage is now just different CIs, they’re non-IT CIs. But they still have got associated relationships, they belong somewhere, they’re connected to something.
Yeah, so whether you run around and think about aircons or lighting or the hygiene products within the bathroom to whatever, they’re all just configuration items that needs to be managed and information needs to be kept up-to-date and there’s relationships and there’s consequences if they’re not available, and so forth. So, literally, everything that we talk about in an ITSM context from strategy to portfolio to demand management to capacity management to availability management, all of that stuff basically applies in any business setting.
Sajeesh: Makes a lot of sense. And the next question that I want to bring up is diagonally opposite to what we just addressed. So Jay wants to know in a non-technical person you can understand the material enough to be able to use VeriSM methods.
Johann: So, what we’ve done is when we wrote the book, we tried to make sure that we don’t use terms and terminology that’s difficult to understand. It’s logical, it’s easy to use, it’s just enough for somebody to be able to get the job done and not too much technical detail that people will get lost in. Remember, the aim is that VeriSM is guidance for the whole of the organization so we can’t make it too complex or too technical because then we would miss the point.
Sajeesh: Got it. I think that answers the question perfectly. I’ll you give the attendees just one more minute for any new questions to come in. I think you’ve already addressed most of the categories of questions I just clubbed multiple questions with the same intent together. So I’ll see if a new topic comes in.
Johann: Okay. So while you’re looking for seeing what comes in let me give it answer to the question that we get a lot.
Johann: No VeriSM doesn’t compete with ITIL. ITIL is one of the things that you’ll most probably use within the mesh. So please don’t see VeriSM as a replacement for any of ITSM practices. It complements, it’s a higher level framework, it’s an integrated framework, it’s not intended to replace any specific best practice. It’s intended to bring all of these things together
Sajeesh: Thanks for addressing that, Johann. I think that was a misconception that’s fairly prevalent and that is something that a lot of people who know about VeriSM and who are in the service management industry have right now. So thanks for addressing that and in addition to ITSM in general I noticed that there is a question about whether Freshservice implements VeriSM. And I’ll take that.
So, VeriSM principles have not been specifically applied in Freshservice, the app, per se. However, although Freshservice was launched with an intent to serve the ITSM community we’ve been viewing some of our customers using Freshservice in contexts outside of IT. So there are customers using Freshservice in the HR team, for instance, to onboard employees and to address queries. And then we have some customers who’ve been using it for finance to streamline service requests approvals and fulfillment and so forth. As a matter of fact, in our organization, we’ve been using Freshservice as a hub where all service providers can provide a single source of truth to all of us employees.
So I think that addresses that question and I will see if there are any other questions coming up. Meanwhile, Johann, like you addressed one of the most common latent questions that people don’t think to ask, is there any other common misconception that you’ve come across with respect to VeriSM that you would like to address today?
Johann: Maybe not a misconception but maybe I want to plant a seed with the audience. The IT industry is also going to change quite substantially in this new digital world. For those of you are familiar with ITIL terminology you know we talk about tier one, two, and three service providers. The opportunities for people within tier one service providers are going to become less and less as things move – and that’s just my view; it’s not a VeriSM view – move towards the cloud and integrated service provisioning and artificial intelligence and automation – all of these things – are actually going to make opportunities less for people within the IT industry.
VeriSM actually creates an opportunity for you to reskill yourself with new and appropriate skills that’s maybe new but familiar to be able to provide value to your organization, maybe in a different way. By helping the organization to think about service provisioning end-to-end, by becoming this catalyst for bringing all the different parts of the organization together. So I find VeriSM really really exciting because I think for the first time now we can talk about service managers, and not only IT service managers. And I think that provides a hell of an opportunity for our community who’s used to to these concepts within an IT context.
Sajeesh: Yes I think that’s a very promising proposition for VeriSM going forward and also for ITSM solution vendors, it provides a huge gap in the market that they can jump in and address in order to become successful.
Johann: Absolutely know how it works you you know sometimes it’s just as important to understand what doesn’t work with enemies to understand what works and we call that experience and I think that’s where the ITSM vendors are gonna actually have the upper hand is because they if they compete with somebody who’s new into this market space I’ve got that experience, you know.
Sajeesh: Right. Absolutely. And one last question that just walked in. Shubhajit wants to know whether there are any business case studies available out there that they can read through or will they need to wait until..
Johann: Unfortunately not at the moment, and we busy engaging with industry at the moment so large organizations with non-IT parts of the constituents that we work with to actually collect this information, to narrate it and to make it usable and consumable. Unfortunately, the ideas are not unique but they’re fairly new. So unfortunately I think there will be some really interesting reading matter. And what you’ll most probably see also because IFDC that are the owners of VeriSM also wants you as possible users of the framework to come into contact with them if you actually use it then if it’s something works, if something doesn’t work let’s create the community of practice we can actually share our ideas amongst each other and grow together, yeah? This is version one. The reality is this won’t be the final story but it is a representation of the spirit of the time and I think it encapsulates a huge need out there. And it’s really exciting.
Sajeesh: Great! Thanks, Johann. I think that’s all we have time for, today. We’re edging towards the 1-hour mark. And I would like to wrap it up by saying that going forward, VeriSM is going to bridge the gap between IT as an organization living in isolation and the rest of the business. And we at Freshservice believe that we have customers using Freshservice outside of IT already. And also, we’re dogfooding our own product. So with that, I just wanted to know if any of the attendees would like any reading material pertaining to VeriSM or ITSM or both sent to them. I’ll just throw in a quick poll.
Great! Thanks for the overwhelming response, guys. I notice that most of you would like both VeriSM and ITSM content to be delivered to you. I’ll be sharing this list with Johann as well. He’ll be sharing tips and best practices pertaining to a VeriSM. And right after this webinar, of course, we’ll be sharing the recording and also reading material pertaining to VeriSM. Now before we part ways just a quick poll about Freshservice per se. If you would like to know how Freshservice can help you and your organization within IT or otherwise, I will be sending out another poll and let me know if you would like a phone call or someone from our sales team to reach out to you.
Perfect, thanks a lot guys. So just wanted to let you know in case you have any specific questions about VeriSM, you can reach out to Johan on his LinkedIn and if you have any specific questions about Freshservice, you can reach out to me directly on my LinkedIn ID or reach out to our support team at firstname.lastname@example.org.
Thanks, Johann for your session and thanks for joining us today, guys. We look forward to seeing you again soon. Thank you again and have a great day.
Johann: Thank you everyone for participating. Go VeriSM!
Sajeesh: Go VeriSM!
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