By\u00a0John Roy and\u00a0Adam Hutton\nFor years, Information Technology Infrastructure Library (ITIL) has been the world\u2019s most widely accepted approach to IT service management. Earlier versions of ITIL forced IT organizations to develop and integrate complicated, formal processes for controlling and measuring delivery services. However, emerging technologies have changed the way IT organizations operate, and ITIL needed to evolve as well.\nLaunched in February, ITIL 4 showcases a broader, practice-driven design to deliver powerful, market-driven improvements. To profit from its two significant improvements\u2014automation and practice methodology\u2014IT organizations will have to rethink the way they approach their delivery. \u00a0\nWith the rise of automation; the advent of ITIL 4\nContinuous Delivery models and DevOps, paired with agile development practices, have accelerated the speed in which solutions can be built and deployed. Continuous deployment, self-healing systems and other technologies have automated many\u2014and in some organizations all\u2014of our manual operations tasks. Machine learning and intelligent automation further reduced the need for the human analysis, undergirding much of ITIL's guidance. \u00a0\u00a0\nTogether, ITIL and IT operations gained a reputation as gatekeepers: either as a legacy system admin group or, in certain respects, a vendor and risk management function. While the ITIL Version 3 framework for performing processes maintained a strong position in IT operations, it clearly showed its age as other approaches emerged to fill gaps and add greater value.\u00a0\nITIL with a renewed focus\nITIL 4 takes inspiration from failure injection testing that FAANG companies (Facebook, Apple, Amazon, Netflix, and Google) apply. FAANG companies align their IT functions with the overall business strategy by posing worst-case scenarios and developing solutions. If someone began randomly shutting off servers in your data center or cloud provider, how would your applications fare?\u00a0 Site Reliability Engineering is a new discipline born out of infrastructure operations concerns, which seeks to address these very issues. \u00a0\nITIL 4 adopts this thinking with a new \u201cvalue system\u201d lifecycle that favors \u201cholistic practices\u201d over \u201cprocesses and procedures\u201d to define how services are delivered.\n\n\u201cThere\u2019s a new sheriff in town with ITIL 4\u2019s emphasis on \u2018practice\u2019 over \u2018process\u2019. It\u2019s an entirely new platform, and its fluidity gives companies the ability to search and solve for virtually an infinite number of IT glitches and slowdowns without impeding speed to success.\u201d\u00a0 \u2014Adam Hutton, Director of Digital Enablement, KPMG, LLP\n\nBy shifting from a linear process path to interlinked sets of fluid competencies, ITIL 4\u2019s value is maximized as a flexible framework of practices, not as a prescription for how to work. After all, a practice is more dynamic than a process, but this logic was often lost during ITIL Version 3 implementation.\u00a0\nRewrite and rethink your practice \nOne of the biggest challenges with ITIL 4 implementation is understanding that a well-functioning \u201cpractice\u201d may have multiple processes, and each process may have permutations to account for different delivery scenarios. IT may need to rewrite their processes and rethink the way those processes are executed. Shifting focus from a rigid process definition exercise to adopting good practices, ensures that objectives are met even when the linear flow is disrupted. \u00a0\nFor example, if your process is to \u201cget to the airport on time by taking your car\u201d and your car breaks down, you can\u2019t get to the airport on time. However, if your practice is to \u201cget to the airport on time\u201d and your car breaks down, you can take a cab, bus, Uber, or ask a friend to drive you. Success through agility\u2014that\u2019s what ITIL 4 is all about. \u00a0\n\n\u201cAt KPMG we understand the realignment that needs to happen for IT departments to shift from ITIL V3 to ITIL 4. We\u2019ve done it, and we know how to do it efficiently. It may sound daunting, but you will see positive results as you bend away from the rigid IT processes of the past and embrace a more holistic, practice-driven culture.\u201d \u2014 John S. Roy, Agile Strategy Leader, KPMG, LLP\n\nConsider the task of change control in an organization that practices continuous delivery.\u00a0The goals of change control remain consistent: assessing and mitigating risk, coordinating the execution of the change, and monitoring during and immediately after the change.\u00a0Yet, the way in which these objectives are met is likely to be very different in a fully-automated deployment path to production.\u00a0\nOrganic IT transformation \nMany of our clients leverage Agile and DevOps to release new content and features weekly, daily or even more frequently. However, the tedious execution process includes triggering automated Requests for Change at each major build, followed by automated testing and an automated Release Management ticket.\n KPMG\nITIL 4 practices can reduce risk, schedule and coordinate, all while facilitating automated execution of change and release initiatives. This enables persistent improvement while IT continues to meet service delivery objectives.\nAdditionally, technology professionals can focus more organically on what exactly their organization is tasked with delivering. While the role of an incident analyst is to diagnose disruption of services, their quest is not to ticket them. It\u2019s to restore service and prevent the same issue from happening again \u2013 or even prevent it from happening in the first place.\nLook beyond the certifications\nTechnology leaders need to look beyond the terminology changes and consider the reasoning behind those changes. The true benefits of ITIL 4 implementation come from considering how IT must persist in adapting to current and emerging technology trends as it fights for relevancy in a business environment that can, and will, outsource management if in-house resources aren\u2019t up to the task.\nTo gain more insight into ITIL 4 improvements to help erase the rigid, rote work streams that ITIL Version 3 tried, but failed, to rise above, please visit KPMG\u2019s modern delivery webpage.\nSome or all of the services described herein may not be permissible for KPMG audit clients and their affiliates or related entities.\nThe information contained herein is of a general nature and is not intended to address the circumstances of any particular individual or entity. Although we endeavor to provide accurate and timely information, there can be no guarantee that such information is accurate as of the date it is received or that it will continue to be accurate in the future. No one should act upon such information without appropriate professional advice after a thorough examination of the particular situation.\nThe KPMG name and logo are registered trademarks or trademarks of KPMG International.