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title: Take a step back - Four dimensions!

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#    Take a step back - Four dimensions!

Organizations must take a holistic approach in the way products and services are conceptualized, developed, and managed.

ITIL has defined four dimensions that collectively are critical to the effective and efficient delivery of value to stakeholders in the form of products and services. These dimensions are:
- [x] Organizations and people
- [x] Information and technology
- [x] Partners and suppliers
- [x] Value streams and processes

![](https://i.imgur.com/2ZZHgwK.png)

## Impact factors
The four dimensions are synergistic, not independent. Focus onto 3 of 4 will limit the value delivered.

ITIL has defined beside the 4 dimensions 6 factors that may positively or negatively affect any or several or all of them. The Risk management must evaluate these affections. These factors, shortened to PESTLE, are:

- [x] Political: Change in leadership within an organization, or in the locality where an organization exists can result in positive or negative sentiments towards an organization’s services or practices.
- [x] Economical: A change in interest rates, power prices or lockdowns (covid19) can result in an organization’s services being overpriced or unprofitable.
- [x] Social: In German we use to say: “Nichts ist so beständig wie der Wechsel” literally “nothing is as constant as change”. Preferences and perceptions of people change continuously. The stakeholder base varies depending on the product and service – including age or demographic groups – finding a one-size fits all approach isn’t easy. 
- [x] Technological: The crypto market is the best example. 15 years ago, nothing like today could be imagined. Technological progress has a huge impact on our daily routines or businesses. 
- [x] Legal: The regulatory framework had changed, is changing and will change affecting the way we access or handle platforms, tools or general data. 
- [x] Environmental: Climate change is impacting how organizations view their services and service delivery. Customers are becoming keen on purchasing services from companies that are seen to be respectful of the environment. E.g., the debate about BTCs or ETHs power usage. 
 
##    1. Organizations & People
People are the lifeblood of any organization that wants to remain relevant to its customers and stakeholders. People bring skills, competencies, and culture, its essential. People are indispensable, despite the growth in use of machinery and technology.

- [x] Clearly define the roles and responsibilities
- [x] Ensure reporting lines and communication channels are open and clear
- [x] Establish a comprehensible leadership framework (hierarchy) to provide direction and oversight

The actual culture of an organization plays a significant role in how its activities are carried out – every member has impact of the perceive of the organization and the capability of transformation depending on influences from the environmental factors. A negative culture will set limits to efficiency, improvement and problem handling. Hence the organization should understand the prevailing culture and take action to steer it towards the organization’s ambitions.

Skills are obviously important in any kind of business. Invest in competence and setup clear roadmaps for skill development for every role within your organization. 

##    2. Information & Technology
Data has become the lifeblood of most organizations, particularly where most business operations and activities are fully dependent on technology. Organizations need to manage the lifecycle of information from creation, access, use, modification, storage to disposal, in order to maximize the value of the data in the delivery of technology services, while dealing with risks and obligations. 

Collaboration and social media tools have increased the potential for co-creation of services or products, and enable greater awareness of customer needs, experiences and sentiments. Cloud services have made it easier for organizations to quickly scale up or tear down in response to changing needs. 
Security has become key in how we manage information and technology, given the critical role they play as enablers. As a result, the warranty aspects of services (i.e. availability, capacity, security and continuity) are increasingly determined by how information is managed and technology is used. 

##    3. Partners & Suppliers
Only a few organizations globally have the capacity to manage or produce the entire supply chain of its products or services. Partners and suppliers play a vital role. Value is increasingly achieved through co-creation & collaboration. For example - Internet Service Provider are critical partner for almost any business nowadays. At the same time, that provider is dependent on different partner for hardware, software, utility or carriers..

The needs of the organization define the base for relationships of partners and suppliers. Some suppliers are more “strategic” than other due to impact on the daily business; therefore, these relationships should be managed by high level of leadership. Partners, suppliers and the organization itself must share a good understanding of their collaborative efforts – know your in- and outcomes and define collectively expectations.

##    4. Value Streams & Processes
The value streams and processes dimension is concerned with how the various parts of the organization work in an integrated and coordinated way to enable value creation through products and services. This dimension defines the activities, workflows, controls and procedures needed to achieve agreed objectives. An organization must establish an operating model that effectively organizes the key activities needed to manage products and services.

###    Value streams
A value stream is defined as a series of steps an organization undertakes to create and deliver products and services to consumers.
Structuring the organization’s service and product portfolios around value streams allows it to have a clear picture of what it delivers and how, and to make continual improvements to its services. By mapping its value streams, an organization can identify what is critical, what introduces waste and what can be improved upon.

###    Processes
A process is defined as a set of interrelated or interacting activities that transform inputs into outputs.
Processes define the sequence of actions and their dependencies, as well as describe what is done to accomplish an objective. Processes can be broken down further through procedures which outline what is done, when, and by whom.

