Transforming Service Operations

Moving from process efficiency to value delivery

Service operations are no longer judged solely on stability and efficiency. In modern organisations, operational teams are increasingly expected to enable faster value delivery while maintaining control, reliability, and trust.

This leadership session explores how organisations can transform their service operations by adopting ITIL® 4’s Service Value System (SVS). Rather than treating ITIL 4 as a theoretical framework, the session focuses on how the SVS can be applied pragmatically within existing environments to shift from siloed operational practices to integrated, value-driven service delivery.

This session is aimed at service and operations leaders who want to modernise how their live services operate without destabilising day-to-day delivery.

Key discussion areas

  • Why service operations need to evolve
    The limitations of traditional operational models in supporting modern business expectations.

  • Understanding today’s service operations baseline
    Common characteristics of current-state operating models and where they begin to strain.

  • The shift introduced by the Service Value System
    Moving from siloed practices to integrated value co-creation across the service lifecycle.

  • Adopting the SVS in traditional environments
    Practical approaches to introducing value thinking without losing operational control.

  • Challenges and constraints in practice
    Cultural resistance, role clarity, and governance considerations that affect adoption.

Practical takeaways

From this session, service leaders should come away with:

  • A clearer view of how service operations must evolve to support value delivery

  • An understanding of what the Service Value System enables in real-world environments

  • Insight into how to adopt ITIL 4 concepts pragmatically, not dogmatically

  • Confidence to introduce change without compromising service stability

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Why this matters

Many organisations are running service operations models that were designed primarily to optimise efficiency and minimise risk. While these models may still deliver stability, they often struggle to support the speed, adaptability, and cross-functional collaboration now expected by the business.

As a result, service operations can become disconnected from value creation — focused on process compliance rather than outcomes. This creates tension between operational teams and delivery functions, and makes it harder for IT leaders to demonstrate the contribution of operations to business success.

This session matters because it reframes service operations as a core enabler of value, not just a control function. By applying the Service Value System in a practical way, leaders can evolve operational practices to support both reliability and responsiveness, ensuring service operations remain relevant in a modern, value-driven organisation.