Why a broader lens drives better outcomes in ITSM digital transformation

Discover why the most successful digital shifts happen when you stop treating IT problems as IT problems and start solving them as business challenges.

Digital transformation in an ITSM organisation is often framed as a technical challenge, one that requires an exercise in process optimisation, tooling upgrades, and service‑desk efficiency. But approaching it purely through an ITSM lens risks narrowing the solution space before the real problem is even understood.

As a transformation leader coming from outside the ITSM domain, I see this as a strength rather than a limitation. My role is not to replicate the thinking that already exists within the organisation, but to expand it.

A diverse background enables a fundamentally different starting point: treating the challenge as a business problem, not an ITSM problem. When you begin with the business (its customers, its economics, its operating model), you unlock a wider set of levers. You ask different questions. You challenge long‑held assumptions. You avoid the trap of “we’ve always done it this way,” which is often the biggest barrier to meaningful change.

Experience across multiple industries provides a library of solutions that extend far beyond the ITSM playbook. Whether it’s customer‑centric design from consumer services, operational discipline from manufacturing, or data‑driven decision frameworks from financial services, these approaches translate powerfully into ITSM environments. They introduce fresh ways of thinking about workflow, accountability, automation, and value creation. They also help avoid the common pitfall of applying generic ITSM fixes to problems that are actually rooted in culture, incentives, or cross‑functional misalignment.

One of the most overlooked opportunities in ITSM transformation is the power of organisational synergies. Service management touches every part of the business, yet many transformations are executed in functional silos. A broader perspective naturally pushes for integration between operations, finance, product, HR, and customer‑facing teams. When these groups collaborate, the organisation stops optimising isolated processes and starts optimising end‑to‑end value streams. Digital solutions become enablers of communication, transparency, and shared ownership rather than isolated tools deployed within IT.

A non‑ITSM background also brings objectivity. Without being anchored to legacy frameworks or internal politics, it becomes easier to challenge whether the current operating model truly serves the organisation’s strategic goals. It becomes easier to ask why certain processes exist at all. And it becomes easier to push for simplification, automation, and customer‑centricity; because the focus is on outcomes, not tradition.

Ultimately, digital transformation in ITSM is not about perfecting ITSM. It is about elevating the organisation’s ability to deliver value, adapt quickly, and operate with purpose. That requires more than technical expertise. It requires breadth of experience, cross‑industry insight, and the willingness to reimagine how the business works.

Bringing an external perspective into an ITSM‑centric organisation is not a disadvantage but is precisely what enables transformation rather than incremental improvement.