This book is about how to run services, in any organisation, in any industry. It describes the basics, the core stuff, in realistic pragmatic terms. And it is pragmatically brief - we kept it to 50 paperback pages.
Oh great and mighty Wizard (see I try to pay due respect) - I'm seeking clarification on the phases in the Service Transition process to complete a workflow for my employer. In anticipation of being requested to "explain further" - in the official ITIL publication on ST why does "Release and Deployment" appear in the process flow before "Service Validation and Testing"?
Treat the managers of organisations with a little respect when they choose to set their customer service levels where they do. It's a bit patronising to assume they are fools and you know more about customer service than they do. If they fail in their business strategy because of poor customer service, THEN you can dance around saying "I told you so". I don't see Comcast or Microsoft going broke because of their customer service.
Google today announced new subscription pricing for their popular Gmail service, in the face of falling advertising revenues and a massive capital shortfall resulting from their investments in robotics, drones, and driverless cars.
I'm fed up to here with folk shooting the message. ITIL works. It's good (not necessarily great but it is good. It will do, it's fit for purpose.) Most of the backlash against ITIL is because of the idiots running around with some strange ideas about ITIL.
We have the world of information at our finger-tips. Our operational tools get better every day. Yet things still go wrong on a regular basis. Then we take the opportunity to prove that there is no problem so bad that you can't make it worse. Why do we screw up? And why do we then screw up trying to fix it? My favourite magic-pixie-dust quick-win cure-whatever-ails-you fix (no seriously this time) is checklists.