Set sail for growth!

I’m convinced: If it doesn’t hurt, it’s not growth.

If I want to grow, I’ll make a ton of mistakes. Stagger. Fall down. Get back up. And fall down again. And in the process I will draw bruises. At best. I did. Each and every time.

The good news is: I never died from drawing bruises. They normally fade away even if I just go on trying. Most of the time, they didn’t even restrict my agility. I have to admit, I could avoid breaking a bone. Sometimes you need luck, also. Hurting my knee, however, turned out to require a little bit more aftercare. Apparently, I cannot be lucky all the time.

Even more so, growth implies change. Unfortunately, my environment wouldn’t want to do me the favour to change itself. So I had to change. Growth never meant bigger, faster or stronger to me. I seldom fell down only from trying to pick up more speed, or stack up another piece on my pile.

The by far biggest challenge, when it comes to growth, has always been to enhance my agility. To overcome my natural boundaries, getting rid of my own stubbornness. Or physical limits. Acquiring new skills which do not necessarily enhance agility, on the other hand, has proven to be comparatively easy. And thus they have always been a welcome, appealing distraction.

The world of ITSM is so full of distractions, that I have been pulled off the road quite a dozen of times: by the fashion of applying process frameworks, by the ease of trusting best practice good judgement, by the professional flair of extensive project documentation, by the sincerity of governance declarations, by the art of process design (quite a couple of times), by the embellishment of role definitions and the splendour of “position”. I still see more and more people in IT service management follow distraction, than trying to really enhance their agilty. I would be arrogant to say, it could never happen to myself again. But I am firmly committing my best effort to avoid it.

In the end, in any agile environment, everything has to be agile. Procedures, structures, and the people. Let me help you find a path through the thicket of IT service management distractions, which leads to agility and helps you create business value instead of cementing inertance into complex organisational structure.