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ITIL at Celanese (Stakeholders (Customers, Employees, shareholders,…
ITIL at Celanese
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Relevant Facts
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Given the economic downturn in 2009, they were not as busy, but now they did not have the budget to turn inward.
HP’s recommendation to start improving one of the most customer-facing processes, namely Service- Level Management, did not sit well with the IT directors.
IT @ Celanese - CIO hired in 2001 did not take a top down approach to implementing changes, instead he pushed things to everyone to see it would be successful, this made changes less viable. And later would say "Why is this broken"
The CIO when it came to ITIL was difficult to work with and convince, and was then inconsistent with supporting ITIL.
The CIO did not use a support structure or support model, so vital members of the management team were often unaware of why things were broken because often they didn't know what they were or who was responsible for the service in question.
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