ITIL has always been designed as nothing less – and nothing more – than a framework to build service management around.
Indeed, the original definition – and goal – of ITIL was literally to develop a framework for efficient and financially responsible use of IT resources within the British government and the private sector.
Obviously, this has long since expanded globally and – as a framework – enormously over four generations of ITIL to cover every aspect of business service delivery. However, with V4, ITIL has looked to expand the benefits of that framework not simply company-wide, but as a means of generating real value to the business, in the form of a redefined framework – the SVS or Service Value System. It defines how each component and activity interacts in order to enable value creation at every step of the value chain.
It also extends beyond internal company walls, interfacing with 3rd party organisations, creating an ecosystem that can, in turn, facilitate further value for those organisations, their customers, and other stakeholders. This value chain is defined as starting with “plan”, moving through “improve”, “engage”, “design and transition” and “obtain/build” to “deliver and support”. Each activity is designed to transform inputs into outputs. These inputs can be demand from outside the value chain or outputs of other activities. So, all activities are interconnected, with each activity receiving and providing triggers for further action.
The systematic and structured approach of this ITIL V4 framework is designed to help a company to manage risk, optimise its business practices and strengthen inter-company and customer relations, while creating a stable, but adaptable and ongoing business platform, in order to manage both business and IT change. It sees ITIL really moving beyond mere IT service management, into actually shaping a business and its future strategies.
> Read the Guide to ITIL