On the preceding pages we hope we’ve provided a basic, yet understandable overview of trichromy.
On this page, we’re going to try to excite you regarding the possibilities of applying this approach to an IT service function. As an example, we will discuss a trichromatic transformation of an ITSM service desk.
There’s no doubting that it would be a difficult undertaking, but the benefits for IT and the business would certainly be worth it.
At the launch of such an initiative, the sponsors would need to convince both the parent organisation and the people working in the new function, that IT had changed. Therefore it would probably be sensible to produce a new name and new branding for the department. For the purpose of this illustration, we could perhaps call it the digital solutions hub.
Trichromatic principles might be integrated into an existing IT service department in a number of ways. There might be a full trichromatic solution (where an entire service desk is replaced with a trichromatic hub). Alternatively, a new trichromatic team might be layered alongside, or as a front-end to, an existing ITSM-style service desk.
Regardless of the approach taken, staff within a trichromatic team must be wholly focused on the customer. Note that we are not talking about the ITSM description of a customer. By customer, we mean the service user – everyone who knocks on the door. To make that customer focus and responsiveness happen, it is important to populate the team with people who hold strong customer service values.
So that’s the values bit sorted then. What about autonomy?
Staff in the digital solutions hub would need to be much freer than they were under the old regime. They would choose how to work, and decide when tasks will be scheduled or completed. At first they may choose to follow existing guidelines from SLAs, but deviation from these would be encouraged when necessary.
By definition, a trichromatic team must be staffed with diverse employees who hold a variety of interests and values alongside their core service inclinations. Their autonomy, combined with this eclectic knowledge – for example, related to social network analysis, AI, open data, advanced multi-variate statistics, data visualisation and 3D technologies – would be used in collaboration with customers to help create innovative technical solutions to business problems. Where hub staff cannot help, they might pull in more specialised expertise from the wider community when necessary.
Control and ITSM will, of course, remain. Just as in the post-iron age world, iron was still an essential component of engineering, so too will ITSM still be needed by trichromatic functions. However autonomy and values means that they will be much, much more than just this.
We believe that front line service functions such as this are your future. Digital transformation will make it so.
Come on, it’s time to shake it up!