WhatsApp is gearing up to finally monetize its messaging app by charging large enterprise businesses for tools to better communicate with customers. Advocates of BSM often use it to support a change from a culture which is very technology-focused to a position which understands and focuses on business objectives and benefits. Rather than supporting an internalized technology view, there is a shift to recognize and support customer needs and the delivery of value to business stakeholders including shareholders. A BSM initiative often underpins a shift in maturity for an IT department or service provider towards a more proactive and predictive operating model rather than the reactive and fire-fighting behavior which has been common in many IT operations. IT departments and Service Providers who reach this level of maturity often report improved relationships with their customers and business colleagues, being recognized as ‘Trusted Business Partners’ and ‘Competent Suppliers’ who deliver added business value rather than being considered a commodity or ‘Necessary Evil’.
A simple way to think about the power of service models in relation to rapid problem isolation is that they reduce mean-time-to-know to zero. No more need for accusations flying in hastily arranged war-room meetings. With an accurate and always up-to-date service model, it is easy for an operations manager to assign work by service criticality – or, perhaps according to the service bringing in the most revenue.
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