Week One Introduction Strategic Corporate Objective Appling Best Business Practice

1. Week One IntroductionStrategic Corporate ObjectiveAppling Best Business Practice IT Service Management

2. IT Service Management

3. Amazon Amazon.com was founded by Jeff Bezos, a computer science and electrical engineering graduate from Princeton University. Bezos had moved to Seattle after resigning as a Senior Vice-President at D.E.Shaw, a Wall Street investment bank. He didn’t know much about the Internet. But he came across a statistic that the Internet was growing at 2300%, which convinced him that it was a large growth opportunity. Not knowing much more, he plunged into the world of e-commerce with no prior retailing experience.

4. Amazon He chose to locate the company in Seattle because it had a large pool of technical talent and since it was close to one of the largest book wholesalers located in Rosenburg, Oregon. He was thinking of the company as a bookseller at the beginning. Moreover, the sales tax laws for online retailers state that one has to charge sales tax in the state in which one is incorporated. Therefore it was logical to locate in a small state.

5. Amazon The company was started in a garage. Initial business meetings were conducted at a local Barnes and Noble store. Bezos picked the name 'Amazon' for his company because it started with the letter A, signified something big, and it was easy to spell. The company went online in July 1995. In May 1997, Amazon.com went public.

6. Amazon When you have a window of opportunity, go for the jugular – even if you have to exhaust a huge number of resources. Think long-term meaning 5 – 7 years, not 5 – 7 months. Long-term market share is more important than short-term profits

7. Amazon It’s ok to make mistakes but it’s not ok to be timid. Obsess over Customers. Be first in a big market

8. Vision • The Power of PassionBe different.Think different. "Better be a pirate than to join the navy.“ • Do your best. Do your best at every job. No sleep! Success generates more success. So be hungry for it. Hire good people with passion for excellence. • Do what you love to do.   Find your true passion. Do what you love to do make a difference! The only way to do great work is to love what you do.

9. Vision • Do what you love to do. Find your true passion. Do what you love to do make a difference! The only way to do great work is to love what you do. • Be different. Think different. “Better be a pirate than to join the navy.” • Do your best. Do your best at every job. No sleep! Success generates more success. So be hungry for it. Hire good people with passion for excellence.

10. Vision • Make SWOT analysis. As soon as you join/start a company, make a list of strengths and weaknesses of yourself and your company on a piece of paper. Don’t hesitate in throwing bad apples out of the company. • Be entrepreneurial. Look for the next big thing. Find a set of ideas that need to be quickly and decisively acted upon and jump through that window. Sometimes the first step is the hardest one. Just take it! Have the courage to follow your heart and intuition. • Start small, think big. Don’t worry about too many things at once. Take a handful of simple things to begin with, and then progress to more complex ones. Think about not just tomorrow, but the future.

11. Vision • Strive to become a market leader. Own and control the primary technology in everything you do. If there’s a better technology available, use it no matter if anyone else is not using it. Be the first, and make it an industry standard.

12. Vision • Focus on the outcome. People judge you by your performance, so focus on the outcome. Be a yardstick of quality. Some people aren’t used to an environment where excellence is expected. Advertise. If they don’t know it, they won’t buy your product. Pay attention to design. “We made the buttons on the screen look so good you’ll want to lick them.” “Design is not just what it looks like and feels like. Design is how it works.”

13. Vision • Ask for feedback.   Ask for feedback from people with diverse backgrounds. Each one will tell you one useful thing. If you're at the top of the chain, sometimes people won't give you honest feedback because they're afraid. In this case, disguise yourself, or get feedback from other sources. Focus on those who will use your product – listen to your customers first.

14. Vision • Innovate. Innovation distinguishes a leader from a follower. Delegate, let other top executives do 50% of your routine work to be able to spend 50% your time on the new stuff. Say no to 1,000 things to make sure you don’t get on the wrong track or try to do too much. Concentrate on really important creations and radical innovation. Hire people who want to make the best things in the world. You need a very product-oriented culture, even in a technology company. Lots of companies have tons of great engineers and smart people. But ultimately, there needs to be some gravitational force that pulls it all together.

15. Vision • Learn from failures. Sometimes when you innovate, you make mistakes. It is best to admit them quickly, and get on with improving your other innovations.

16. Vision • Learn continually. There’s always “one more thing” to learn! Cross-pollinate ideas with others both within and outside your company. Learn from customers, competitors and partners. If you partner with someone whom you don’t like, learn to like them – praise them and benefit from them. Learn to criticize your enemies openly, but honestly.

17. Vision Steve Jobs, the genius who gave the world those cute little iThings and Pixar. We have him to thank for making films with a prodigal fish, toys that live, cars that talk, a rat that cooks gourmet, a balloon flying house. Films with more heart than most movies with actual people. We also have him to thank for constantly reminding us to strive for excellence. He is an inventor, an entrepreneur, an innovator, a life guru.

18. Humble Beginnings Steve Jobs, founder of Apple Computer Corp.

19. Humble Beginnings • His unwed mother decided to put him for adoption immediately after Steve was born because he was "an unexpected baby". • He went to college but decided to drop out because it was too expensive. • Recalling his time there Steve Jobs said, "I didn’t have a dorm room, so I slept on the floor in friends’ rooms, I returned coke bottles for the 5¢ deposits to buy food with, and I would walk the 7 miles across town every Sunday night to get one good meal a week at the Hare Krishna temple."

20. Humble Beginnings • Innovative Entrepreneur • At 20, Steve Jobs and Steve Wozniak started a company in a garage on April 1, 1976 after Steve saw a computer Wozniak designed for himself. • Jobs named their company – Apple in memory of a happy summer he had spent as an orchard worker in Oregon. • Later that year, the duo debuted the Apple I at the Homebrew Computer Club in Palo Alto, California. • A local store offered to buy 50 machines and to finance the production, the duo had to sell their most expensive possessions. Jobs sold his Volkswagen van while Wozniak sold his Hewlett-Packard scientific calculator.

21. Humble Beginnings The company's second product called Apple II became such a hit that it is credited to be the best selling computer in the 1970s and early 1980s. By 1982 however, his company sales sagged in the face of competition from IBM’s new PC. Apple Inc. started working on a new machine (‘insanely great’ according to Jobs) called the Macintosh. Steve Jobs was reported to commandeered the project, ruthlessly pushing its computer engineers and flying a pirate flag above the building where the team worked.2

23. TEAM

24. TEAM Conflict can stem from an unequal division of resources. When team members believe they are not receiving enough benefit or recognition for what they are giving, they sometimes reduce their effort and turn in work of lower quality. Such “free riding” occurs most frequently when divide and conquer strategies combine individual contributions into a single product or performance and individual effort is perceived as unequal.

25. TEAM At this point, some team members may take on extra responsibilities while other team members may reduce their own efforts or withdraw from the team completely, engaging in “social loafing.” These behaviors may engender anger, frustration, or isolation—resulting in a dysfunctional team and poor quality of work. However, a well-formulated team contract might help a team avoid such potentially dysfunctional dynamics.

26. TEAM Each team to provide a professional and organized proposal that demonstrates the team’s ability to work productively, professionally, and collaboratively in a timely manner. Peer Evaluation Name: _____________________ Student #: _________________ Date: ____________ Name of Team: ____________________________Section:____________ How well did your group perform as a team during this portion of the project? Circle one (Poor > 1 2 3 4 5 6 7 8 9 10 < Excellent) Based on the initiative and leadership demonstrated, the input of ideas, and the overall Workload how would you evaluate each of the members of your team?

27. TEAM

30. Lesson 1 introduction Welcome to Conestoga College, course outline, delivery strategy, polices, Lesson 1 introduction strategic corporate objective (Appling best business practice)

31. Introduction The role of the teacher includes promoting human relationships, affirming and recognizing students’ input, providing opportunities for students to develop a sense of group cohesiveness, maintaining the group as a unit, and helping students to work together in a mutual cause.

32. SUBJECT OF WEEKLY LESSON IT Service Management - Corporate Objective arguing the Business case Service Desk (function): Understanding its role and function in the IT infrastructure and its relationship with The Computer Support Industry

33. IT Service Management Information flows into, through and from it. In order to compete in global markets, productivity must remain high. At the same time, the costs for maintaining high levels of productivity must be reduced.

34. IT Service Management

35. IT Service Management To control the real and hidden support costs. Investment in an integrated technologies while maintaining high customer-satisfaction levels. Emphasis is given to problem solving and troubleshooting, team dynamics, and interpersonal communication skills and technologies used in providing exceptional customer support.

36. Appling best business practice The IT Service Management processes are best understood as concepts about the organizations, quality and services which influenced the development of the discipline. Familiarity with these terms also helps to understand the links between all these topics services, quality, organization, policy and process management.

37. Business practice Provide the background for the development of a systematic approach to IT Service Management.

38. The various elements of the IT Infrastructure The Strategic Corporate Objectiveis used to help the organization understand the most important consideration for any business, is that the Organization’s Objectives are met (customer satisfaction increased market share, lower costs, improved business practices

39. Processes An example of a Business Processes {e-bay} The process is a series of activities carried out to convert an input into an output Business Processes.. We can associate the input and output of each of the processes

40. Quality Quality characteristics and standards to provide information about the results to be obtained by the process and monitor the quality of the products and services provided by the organisation.

41. Business Strategy You can’t do this without aligning your strategy with the business strategy. You can’t deliver effective IT services without knowing about the demands, needs and wishes of your customer. Organization’s objectives to be met must be a series of corporate business units working together

42. Infrastructure Each business processes needs a variety of services and Service Provision in order to work. The next level of The Strategic Corporate Objectiveis Service Management Provides effective and efficient process driven management, supporting the IT objectives of delivering services that are required by the business.

43. Organization Service Management At this layer the IT professionals manage all the infrastructure (including hardware, software, tools, etc.) in order to deliver the Organizational Objectives, and a set of best business practice and processes.

44. Service Provision Customer Relationship Management (CRM) is the science of developing a customer-centered organization. With a CRM focus, a company utilizes every opportunity to build long-term, mutually satisfying relationships.

45. Business Processes Provision of services and quality, addressing the relationship between the quality experienced by the customer's organizational end users, and the associated quality management by the provider of the IT services. Customer Support with CRM

46. Process management Organization and policies. addresses concepts such as vision, objectives, policies and discusses issues such as planning, corporate culture and Human Resource Management. This section also discusses the coordination between the business processes of a company and the IT activities.

47. control of IT service processes Organizations are often highly dependent on their IT services and expect the IT services not only to support the organization, but also to present new options to achieve the objectives of the organization. Traditionally, the high expectations of customers of IT Services tend to change significantly over time

48. Organizations Providers of IT services can no longer afford to focus on technology. Organizations now have to consider the quality of the services they provide and focus on the relationship with their customers.

49. Service processes To provide this high quality level of service requires full management of the IT infrastructure; hardware, software, tools, processes, procedures, documentation and relationships.

50. Elements of services Services are provided through interaction with the customer. Services cannot be assessed in advance, but only when they are provided. The quality of a service depends to some extent on the way in which the service provider and the customer interact.