Celanese could have effectively solved the dysfunctional state of its IT processes if management could implemented HP’s recommendations. The result of the assessment could be used as an effective tool to identify the strengths of the organization (supplier management, security, and financial management), its weaknesses (problem, change, release, service level, availability, and configuration), its opportunities (improving IT service management scores and the ITIL maturity score), and its threats (reliable service delivery). It would also be effective for Celanese to consider the 4Ps of ITIL service management, including product, people, process, and partners. Management could have ensured that the IT department had sufficient staff members to support improvement procedures.
Celanese took an effective step by hiring additional IT specialists to manage information and tools and generate reports regarding their assigned teams. However, the organization should have ensured that the hired staff is skilled enough to perform their duties or consider training them to sharpen their knowledge and skills regarding their duties. In terms of the process, management should have ensured that each process is owned by specific individuals to ensure that it is efficient and ensure that the documentation is updated and available, just as HP recommended. The company’s leadership could have hired a process manager responsible for overseeing the process’s operational functions and collaborating with the process owners to facilitate its efficiency.
In terms of products, any IT system depends on its technology to operate smoothly and efficiently. Therefore, Celanese management should have ensured that it has its evaluation, communication, and support tools to keep the processes moving efficiently. With regard to partners, the company could have ensured that the appropriate partnership agreements are formed to make sure that the required resources necessary for running the IT systems are provided.
Finally, the organization’s senior leaders should have provided and extended support for the IT service improvements to ensure that the organization only uses a single federate tool and standard process. The management should have taken the front lead in transforming the culture that the employees could have perceived as bureaucratic.