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Celanese ITIL Case Study - Coggle Diagram
Celanese ITIL Case Study
Key Problems
Lack of integration between IT groups
Siloed operations
Duplication of effort across Store Solutions, Logistics, Admin System
Inconsistent data flow between POS, DC, and design team
Weak collaboration
Slower resolution of cross-functional IT issues
Missed opportunities for unified system upgrade
Low ITIL maturity and process gaps
Inconsistent service management
Store managers rely on manual workarounds
No standardized incident/problem management
Lack of formalized processes
Weak change management for POS upgrades
Poor documentation and knowledge transfer
Budgeting and model issues
Misaligned resource allocation
Underfunding of ITIL process improvements
Limited investment in modern POS infrastructure
Short-term financial focus
Prioritizes cost-cutting over innovation
Creates tension between IT stability and business agility
Bureaucracy of OSM
Slows decision-making
Reduced responsiveness to store manager needs
Delayed POS upgrade decisions
Creates rigid structures
Harder to adapt IT processes to Zara’s fast fashion model
Adds friction to cross-department collaboration
Inconsistent leadership support
Mixed priorities
Some leaders push modernization, others resist change
Creates uncertainty for IT staff and store manager
Weak sponsorship
No strong executive mandate for ITIL adoption
Limited accountability for cross-group integration
Solutions
ITIL process formalization
Standardize service management
Consistent incident/problem handling across stores
Reduced reliance on ad hoc workarounds
Strengthen change management
Controlled POS upgrades with minimal disruption
Improved documentation and knowledge transfer
OLAs and SLAs development
Define service expectations
Clear uptime and support commitments for stores
Better alignment between IT groups and business units
Enable performance measurement
Track accountability through metrics and KPIs
Drive continuous improvement in IT services
Simplification of OSM
Streamline governance
Reduce bureaucratic delays in IT decision-making
Enable faster response to store and market needs
Clarify accountability
Easier escalation paths for IT issues
Stronger ownership of cross-functional outcomes
Executive sponsorship
Provide strategic direction
Ensure IT priorities reflect business agility needs
Align IT initiatives with Zara’s fast fashion model
Secure organizational buy-in
Break down resistance to ITIL adoption
Reinforce cross-group collaboration and integration
Budget model reforms
Align resources with strategy
Ensure ITIL initiatives receive proper funding
Support modernization of POS and infrastructure
Increase financial transparency
Clearer cost-benefit visibility for IT projects
Builds trust between IT and business leaders
ITIL training and culture change
Build staff capability
Equip employees with ITIL knowledge and tools
Reduce dependency on a few technical experts
Foster cultural alignment
Encourage proactive service mindset
Embed continuous improvement into daily work
Discussion Points
Prioritization of ITIL initiatives
Business alignment
Focus on initiatives that directly support Zara’s fast fashion agility
Ensure ITIL adoption doesn’t slow down store responsiveness
Resource constraints
Limited IT staff requires careful sequencing
Budget model reforms must fund the most impactful processes first
Effectiveness of Celanese's approach
Benchmarking value
Provides a reference for ITIL adoption in a global enterprise
Highlights risks of over-formalization vs. Zara’s lean IT model
Transferability challenges
Zara’s decentralized, speed-driven culture may resist Celanese-style rigor
Need to adapt lessons rather than copy-paste practices
Differences in perception of SLAs
Business vs. IT expectations
Business units may see SLAs as guarantees of speed and reliability
IT may view SLAs as minimum thresholds, not stretch goals
Measurement and enforcement
Lack of shared metrics leads to misaligned perceptions
Without OLAs, cross-group accountability remains weak
CIO's process-performance trade-offs insight
Stability vs. agility
More process maturity can reduce errors but slow responsiveness
Less process can increase speed but risk inconsistency
Strategic balance
CIO must decide which ITIL processes add value without bureaucracy
Trade-offs should be guided by Zara’s competitive advantage: speed to market
Future Opportunities
Advanced Analytics
Demand forecasting
Apply machine learning to predict fast-changing trends
Reduce reliance on manual store manager intuition
Supply chain optimization
Use real-time data to balance global inventory
Improve allocation decisions across regions
Technology Modernization
POS evolution
Move from DOS to cloud-based POS
Enable real-time stock visibility across stores
Infrastructure upgrades
Adopt wireless and mobile-first store tools
Strengthen cybersecurity and compliance
Digital Transformation
E-commerce expansion
Pilot online sales with integrated DC workflows
Explore omnichannel
Data-driven personalization
Use customer purchase data for tailored offers
Enhance loyalty through predictive analytics
Organizational Agility
Cross-functional collaboration
Break silos between IT groups with agile squads
Foster joint accountability for outcomes
Continuous learning culture
Expand ITIL training into broader digital skills
Encourage experimentation and pilot projects