Professional Documents
Culture Documents
November
2019
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Contents
1 About this document 3
General Information 4
Value streams and processes 15
Organization and people 24
Information and technology 31
Partners and suppliers 34
Important reminder 35
Acknowledgments 36
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General Information
Key message
The purpose of the organizational change management practice is to ensure that changes in an
organization are implemented smoothly and successfully, and that lasting benefits are achieved by
managing the human aspects of the changes.
Organizational change management (OCM) is a practice to serve the continually emerging wish and need
for organizational growth, improvement, and evolution.
To improve product and service portfolio, organizational structure or underlying technology, people are
essential for the transformation to be successful. Organizational evolution enables a change in their
capabilities, the way they work, feel, and behave. These changes should not be forced upon people but
should lead to a new valuable system, so people could willingly adopt new ways of behavior and work.
Key message
People are responsible for changes in behaviour as a response to changed circumstances –the system in
which we work.
Organizational change management aims to build a value-driven environment across the organization and
enable successful organizational changes of a required scope. According to the organizational vision and
need, all stakeholders should adopt new ways of working, as well as, minimize risks and possible negative
impacts of any change to the quality of service/products and consumer experience.
This is achieved by recognizing and understanding stakeholders’ expectations and values, having the
vision, co-creating plans and actions, communicating effectively, empowering employees, and anchoring a
new cultural approach.
Organizational change management contributes to every part of the service value system (SVS). It
incorporates three premises:
● The practice is integrated into value streams and ensures that changes are effective, safe, and meet
stakeholders’ expectations.
● The practice does not aim to unify all the changes planned and carried out in an organization into one
big picture - this is neither possible or required.
● The practice should focus on balancing effectiveness, agility, compliance, and risk control for all
changes in the defined scope.
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Change is a different way of executing tasks. Doing it as it has previously been done, but in a more
efficient and productive way. Change uses external impact to modify actions.
Transformation is a different way of working. It involves changes in beliefs, values, and wishes.
Transformation results shift in the organizational system and as a result, in personal and organizational
behaviour. The transformation is based on learning from previous mistakes.
Evolution is a state of continual improvement through transformation and change. The foundation of
evolution is constant adjustments in values, beliefs, and behaviour, with the use of internal and
external feedback.
There is an important distinction between organizational change and transformation. Before any
organizational change is executed, stakeholders should consider the actions mentioned, as it will change
the attitude and may impact the result.
Defining an initiative as a change or a transformation, helps to select appropriate methods for its
management. It is also important to identify whether a specific change contributes to the organization’s
evolution.
To understand the evolutionary context and every change or transformation contribution to the
organization’s development, a high level of system intelligence from the stakeholders is required. System
intelligence enables organizations to move from personal growth to team growth and from managed
groups to creative and mature teams.
Dealing with changes related to people requires a high level of presence, consciousness, self-leadership,
and responsibility from all stakeholders. Through the whole organizational change lifecycle, it is
important to focus on all three dimensions: individuals involved in change, relationships between them,
and systems in general.
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To create flexible, resilient and fulfilled individuals, teams, and systems, organizations should aim to
support the development of three forms of intelligence: 1
Emotional Intelligence is the ability to access, express, and use one’s emotions in an efficient way. It
describes having emotional self-awareness and the capacity to manage feelings by directing them toward
goals. It also ensures the ability to self-motivate, suppress impulsive actions, and delay immediate
satisfaction in order to achieve the goals.
Social Intelligence builds on emotional intelligence. It is the capability to identify emotions of other
people by not making assumptions, being empathetic, and open to co-creative actions and new ways of
working in order to achieve common goals and build positive relationships. It also includes knowing and
using social roles and rules, effective listening, and conversational skills.
Systems intelligence is the ability to understand, reflect upon, express, and incorporate the wider
context of the system(s) a human interacts within into actions. It combines sensitivity about the
environment with system thinking. In regards to the ITIL guiding principles, it is based on the ability to
think and work holistically, while focusing on value, in the context of adaptive complex systems. It is the
capability to see oneself as a part of a system, identify system characteristics, be aware of system rules
and patterns, and be able to contribute to a system development consciously.
If the culture of an organization is supported with personal values, it encourages people to bring their
best effort and commitment to work. If personal and organizational values are aligned, any resistance to
change will be viewed as an additional source of information and resource for improvement. Managing
resistance will not be needed.
Organizational culture can be described as a set of values that are shared by a group of people, including
ideas, beliefs, practices and expectations about how people should behave. More information can be
found in ITIL 4 Direct, plan and improve.
Recognizing the distribution of values through the levels and identifying those that enable or limit the
organization’s evolution, will generate sources of information for organizational change, planning, and
execution.
1
Inspired by articles and methods https://www.teamcoachingzone.com/wp-
content/uploads/2015/01/RSI-White-Paper.pdf and https://www.crrglobal.com/relationship-systems-
intelligence.html [Accessed 25th October 2019]
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“Organizations that focus exclusively on the satisfaction of the lower needs, are not adaptable and do not
empower employees. Consequently, there is little enthusiasm within the workforce, and there is little
innovation and creativity. These organizations are often ruled by fear and are not healthy places to work.
Employees often feel frustrated and complain about stress.” Organizational changes are usually not
successful in this type of organizations.
“Organizations that focus exclusively on the satisfaction of the higher needs lack the basic business skills
and capabilities necessary to operate effectively. They are ineffectual and impractical when it comes to
financial matters. They are not customer oriented, and they lack the systems and processes necessary for
high-performance.”
“The most successful organizations are those that have mastered both their “deficiency” needs and their
“growth” needs. They create a climate of trust, have the ability to manage complexity, and can respond
or rapidly adapt to all situations.” These organizations present environment for transformation and
evolution. 2
2
Quotations from https://www.valuescentre.com/wp-
content/uploads/PDF_Resources/Additional_Articles/Article_Importance_of_Values.pdf [Accessed 25th
October 2019]
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The organizational change management practice should include approaches to situations of different
complexity. Organizations define the changes, the level of control, and the principles that should be
addressed by the practice. Change definition considerations can be found in the change enablement
practice.
An example of a set of principles that can help guide the organizational changes to be successful through
designing an adaptive environment is shown below. Leaders in an organization must translate these
principles to suit the specific requirements of their business if they are to achieve the target of their
change.
This practice should aim to create an environment where people may participate in change
leadership as a shared practice.
• Change stakeholders are valuable change agents as they can make vital contribution to an
organizational transformation. People are naturally problem solvers with a unique capacity to
adapt to a constant developing environment.
• Human-centred design of the organizational change management process. The needs and
values of the stakeholders should be understood.
• Map stakeholders’ and organizational values.
3
Inspired by https://www.forbes.com/sites/carstentams/2019/09/10/metamorphle-nine-principles-for-
good-design-of-organizational-change/#2a1851283d31 [Accessed 25th October 2019]
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● Sustained improvement
• Keep co-creation as the center approach for organization change. Therefore, every area of
organization is open for feedback and improvement. Co-creation is a choice that joins
different parties to produce a mutually valued outcome.
• To maintain the achieved good result for organizational change, systems should continually
evolve depending on organizational needs and vision.
2.3 SCOPE
The scope of the OCM practice includes:
This practice supports all value streams and can be used with any other practice as they can all initiate
organizational changes. However, organizations usually limit the application of the OCM practice to a
finite number of change, where behaviour, capabilities, responsibilities and/or roles is to be changed.
Other practices may significantly contribute to the organizational changes in the four dimensions of
service management. This is listed in Table 2.1.
4
Self-Determination Theory, the leading motivational theory developed by Edward Deci and Richard Ryan.
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Information and technology Hardware and software Usually addressed by the change
Service architecture enablement practice in
Service design conjunction with the project
Technical and user documentation management, service design, and
architecture management
practices. Some OCM activities may
be used to support trainings,
design, and so on.
Value streams and processes Value streams architecture May be addressed by the change
enablement together with the OCM
Work processes and procedures
and/or other practices
Process documentation
Partners and suppliers Service dependencies on third May be addressed by the change
parties at the architecture level enablement practice, in
conjunction with the supplier
Contractual arrangements with
management, OCM and/or other
third parties (new suppliers,
practices
change of responsibilities, and so
on.)
There are several activities and areas of responsibility that are not included in the OCM practice, although
they are still closely related to changes. These are listed in table 2.2, along with references to the
practice guides in which they can be found. It is important to remember that the ITIL practices are
collections of tools to use in the context of value streams; they should be combined as necessary,
depending on the situation.
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Table 2.2 Activities related to the OCM practice that are described in other practice guides
Strategy management
Continual improvement
Business analysis
Deployment management
Portfolio management
A complex functional component of a practice that is required for the practice to fulfil its purpose.
A practice success factor (PSF) is more than a task or activity, as it includes components from all four
dimensions of service management. The nature of the activities and resources of PSFs within a practice
may differ, but together they ensure that the practice is effective.
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OCM technics and instruments can only be effective when they are used in the right way and moment, and
with commitment from change stakeholders.
An organization that adapts changes can be established by creating an atmosphere where people are
encouraged to speak up, challenge the way things are done, and listen and communicate effectively.
Adaptive environments stimulate discussions and input for changes, considers agile vision, and new ways
of operation. This culture may not only impact internal communication within an organization, but also
cooperation with partners and suppliers.
To assist OCM practice with creating and maintaining an efficient change-enabling culture, it is important
to use the following practices:
It is important to ensure that service improvements are not only initiated, but also effectively
implemented. An approach to implementing improvements is described in the continual improvement
practice guide. Also, it is vital to use multiple practices in the context of value streams, to maintain the
progress of the continual improvement of services.
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This practice ensures that stakeholders are identified and that their values and expectations are
captured, considered, and met as appropriate. This is done in combination with the relationship
management, risk management, and business analysis practices.
Organizations should focus on the continual monitoring of stakeholder engagement and satisfaction during
change planning, realization, and after the change is complete. Ongoing communication, status updates,
and feedback collection are important components of managing satisfaction and the workforce and talent
management practice.
Many change-related governance and compliance requirements affect the OCM practice. It is important
that organizations capture them, understand them, and ensure that they are met. The practice supports
this by:
Key metrics for the OCM practice are mapped to its PSFs. They can be used as KPIs in the context of value
streams in order to assess the contribution of the practice to the effectiveness and efficiency of those
value streams. Some examples of key metrics are given in Table 2.3.
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Table 2.3 Key metrics for the OCM practice are mapped to its PSFs
Creation and maintenance of change- Awareness of the organizational change, principles, and methods across
enabling culture across the the organization
organization
Attitude towards organizational changes across the organization
Establish and maintain a holistic Stakeholder satisfaction with the procedures and communications
approach and continual improvement
Amount of improvements initiated by the OCM practice
for organizational changes
management Stakeholders satisfaction with knowledge about up to date
transformational methods and tools
Ensure organizational changes are Change initiators’ satisfaction with change outcomes
realized in an effective manner,
Change success/acceptance rate over period
leading to stakeholders’ satisfaction
and meeting compliance requirements Compliance with formally stated requirements, according to audit reports
The correct combination of metrics into complex indicators will make it easier to use the data for the
ongoing management of value streams, and for the periodic assessment and continual improvement of the
OCM practice. There is no single best solution. Metrics will be based on the overall service strategy and
priorities of an organization, as well as on the goals of the value streams to which the practice
contributes.
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● improve
● design and transition
● engage
● plan
The contribution of the OCM practice to the service value chain is shown in Figure 3.1.
Figure 3.1 The contribution of the OCM practice to the service value chain
For more detailed description of OCM contribution to value streams see DPI (7.3.1.6 Establishing effective
interfaces across the value chain)
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3.2 PROCESSES
Each practice may include one or more processes and activities that may be necessary to fulfil the
purpose of that practice.
Process
A set of interrelated or interacting activities that transform inputs into outputs. A process takes one or
more defined inputs and turns them into defined outputs. Processes define the sequence of actions and
their dependencies.
Table 3.1 Inputs, activities, and outputs of the organizational change lifecycle management
process
Organization vision and strategy Create change team New behaviour in a system
Financial guidelines and constraints Create change vision, plan, New roles
quick wins
Risk information New capabilities
Communicate change
Policies and regulatory requirements Role descriptions
Lead to change, enable
Guidance materials
operation
Change review reports
Anchor new state of the system
Lessons learnt
Sustain system
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Figure 3.2 shows the workflow for organizational change lifecycle management.
The process may vary depending on the change type and scope. Table 3.2 provides examples of the
activities in two different scopes of change. 5
Organizations should embrace the diversity of architectures and approaches to management to ensure the
flexibility of services and meet stakeholder expectations.
Understand need The program manager of an IT project Service owner introduces the need for a
and scope identifies the need to change organizational new role.
structure and the change lead is nominated by
management team (change sponsor).
Relevant Service Stakeholders discuss
Change lead together with management team
and decide:
answers the following questions:
5
https://rework.withgoogle.com/blog/changing-the-change-rules-at-google [Accessed 25th October 2019]
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● Which inputs are needed before a final ● How will successful implementation or
decision is made? failure look like?
● Who is responsible for the inputs? ● What are the alternatives to the
● Will it impact the strategy? change?
● Are new priorities emerging? ● How it will impact the system?
● What is the desired future state of the
system?
● What are the risks of obtaining the future
state?
● How will success or failure look like?
● What are the alternatives to this change?
Create Change Change lead and management team answer Relevant service stakeholders discuss
team the questions: and decide:
Create change Change team creates change vision and a Relevant service stakeholders discuss
vision, plan, quick plan: and decide:
wins
● What actions need to be done
● How will all four dimensions of service
management be covered in a change? How change will be executed?
● How will change be communicated?
● How can change be absolute? How will all four dimensions of service
● How can the change be managed through management be covered in a change:
the journey?
● What are the possible quick wins? ● Is there a need for new technologies
● How can any positive or negative progress for the role?
be identified? ● How will the person learn to take a
● How will change be measured? role?
● Are processes or instruction updates
needed?
● How can the role be introduced to the
Employees who will be impacted by changes partners?
are involved in the discussion and plan review
as early as possible. Their ideas, fears, and
resistance are heard and considered.
Lead to change Time is invested to present and discuss the Change executed as planned before.
answers to the questions above to change
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Anchor new state The change progress and results are All service stakeholders, including the
of the system measured: person who plays a new role, observe
the operation and share their feelings
● organizational health metrics (employee
and feedbacks about a change.
survey, new capabilities review)
● business performance metrics (related
service quality, customer satisfaction)
Sustain system Management and change team ensures that Corrective action plans are implemented
prioritization of tasks is set up and clear for if required, lessons learned are captured
all stakeholders to be able to distinguish time and knowledge is shared within the
between ongoing operation and change organization.
actions.
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Communicate The communication strategy is executed and All other roles who are in
change maintained to sustain ongoing awareness. communication with business analyst are
open for any questions. Joined quick
Leaders refocus operation to connection with
improvement discussions are held
the change once or twice a day:
constantly in a formal and informal way.
How can it work in a planned future? How the
change will help solve this issue?
This process includes the activities listed in Table 3.3 and transforms the inputs into outputs.
Change requests
Organizational changes Identify external factors and
implementation reports influences
Updated instructions and guidance
for organizational change lifecycle
Previous improvement results Optimize response management
Financial guidelines and constraints Create adaptability improvement Requirements and information for
plan and initiate improvement knowledge management,
Employees surveys
within OCM workforce and talent management,
Improvements proposals from relationship management
Risk information
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Activity Example
Understand internal OCM includes leading together with the management team, service owners
organizational system and other relevant stakeholders review and analyse:
Factors, influences and ● The current organizational values and the way they are precepted by
challenges employees. As well as analyzing the individual values of people.
● Results and progress of recent organizational changes and requests for
organizational structure improvement from other practices.
● Employees and customers surveys.
● Other data that may help to understand if the organization is flexible and
competitive enough to meet the vision and strategy.
Identify external factors and OCM includes leading together with the management team, service owners
influences continually review and analyse:
Optimize response OCM includes leading together with the management team and service
owners on the foundation of two previous steps to identify the optimal
response of change adaptability level to organizational strategy. The OCM
leader uses knowledge management tools to share the most valuable
information within the organization.
The OCM team recognizes that not all best practices and new approaches
should be implemented and used. Even though the fear of missing out may
cause desire to use all the best approaches for improvement, organizations
should only use those that are best for its interests and suits the vision.
Create adaptability The change leader registers everything required, initiates improvements, and
improvement plan and run processes it with the involvement of continual improvement practice.
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This will be implemented and part of the improvement plan combined with
knowledge management, relationship management, change enablement, and
continual improvement practice.
The OCM practice activities are performed by the service provider, as described in Tables 3.2 and 3.4.
They may involve customers, suppliers, and partners. These activities are also supported and sometimes
partially automated by tools and technologies which are described in the following sections.
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Roles are described in the context of processes and activities. Each role is characterized with a
competence profile based on the following model shown in Table 4.1.
Competence Description
code
improvements
Examples of the roles that can be involved in change enablement activities, the associated competency
profiles, and required skills are listed in Table 4.2.
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Risk management
Project management
technics
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HR team
Understanding emotional,
Management team social, and system
representative intelligence
Project manager
Knowledge of social
networks communication
methods
Presentational skills
Mentoring, consultancy,
and coaching
Project manager
Knowledge of
Service owner
organization’s strategy
Product owner
Management team
Knowledge of products
representative
and services impacted by
a change
Management team
representative
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Understanding emotional,
social, and system
intelligence
Mentoring, consultancy,
and coaching
Management team
representative
HR specialist
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Service owner
Product owner
Understanding emotional,
social, and system
intelligence
Understanding
organizational structure
Continual improvement
manager
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The role of a change leader should focus less on pushing through a change project, and more on creating
the change-enabling environment, where stakeholders can choose to adapt for the new required state of
the organizational system.
● The initial processing and verification of a change request by coordinating an action of understanding
the change need and scope.
● Coordinating the identification, nomination, and creation of a change team.
● Empowering, mentoring, and leading a change team through the whole change lifecycle.
● Formally communicating decisions made through the change lifecycle to the stakeholders and affected
parties.
● Monitoring and reviewing the activities of the teams that are involved in a change.
● Conducting regular ad hoc practice analyses, and initiating improvements to the practice, procedures,
used methods, and tools.
● Developing the organization’s expertise in the methods and approaches for the OCM practice.
● Creating an environment that embraces psychological safety, mutual respect, and trust; where
employees can realize potential as self-initiating change agents.
● Reinforcing conformity with the change mandate by holding the change team accountable.
The competency profile for these roles is LACM, though the importance of each of these competencies
varies from activity to activity.
Shared leadership models support organization’s evolution by shifting from top-down one-hero leadership
to interdependent, coordinative leadership by a change team. A change team is a team of people with
different capabilities and skills who work together and lead change to achieve mutually desired outcomes.
The shared leadership is a set of shared practices that should be executed by people at all levels of an
organizational structure.
A change team and a change lead are responsible for defining, communicating, and executing the change
vision and plan. It is expected that the change team will apply its ingenuity and contribute ideas and
efforts to change.
When organizational change is a part of a big project or program, it is also supported by a project
management team.
A change team member should demonstrate the following types of behaviour to support change processes:
● taking risks
● eager to learn new ways of working
● unlearning old methods
● assuming new responsibilities and letting go obsolete ones
● gathering feedback
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● discussing errors
● celebrating and acknowledging small and big wins.
Many organizations may include a change team and temporary teams assigned for a specific change,
especially if the change is treated as a project. For more details on project teams, please see the
management practice guide.
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Service Desk
One important success factor of any change is an efficient distribution of accurate, timely, and up-
to-date information. The distribution of information and ideas relies on the employees’ network
density. The more links between social-network modes, the more likely that information will
spread.
In bigger networks, people can benefit from the diversity of information channels, and the amount
of perspectives to see one change. Network density makes it more likely that change
understanding and acceptance will be achieved faster. 6
6
Inspired by https://www.forbes.com/sites/carstentams/2018/04/23/it-takes-a-village-change-
management-as-community-building/#d1c52f85683e [Accessed 25th October 2019]
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ITIL®4 Practice Guide
Understand need and Workflow systems, Enabling and controlling Medium, more impact
scope backlog management workflow for changes; on organizations with
tools, and kanban boards prioritization of backlog large volumes of
and workflow changes
management; workflow
visualization
Create change vision, Workflow systems, Formalization and Very high, especially for
plan, quick wins backlog management structuring of plans and large volumes of
tools, Kanban boards, required actions. Quick changes
project management and traceable remote
tools, ideation platforms control
Lead to change, enable Workflow management Visualization and Very high, especially
operation tools, collaboration and reporting for up-to-date when many changes are
reporting tools, Kanban views on the ongoing realized simultaneously
boards, and project changes
management tools
32
Service Desk
Anchor new state of the Reporting tools, Analysing, summarizing Medium to high,
system presentational tools, and and presenting results to especially when
knowledge management stakeholders regulations require
tools traceable records
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ITIL®4 Practice Guide
Relationships between organizations may involve various levels of integration and formality. (see
Table 3.1 of ITIL Foundation for more information about Relationships between organizations). The
decision to involve partner representatives to change activities, present change results or request
input information to change, depends on forms of cooperation.
Where organizations aim to ensure fast and effective organizational change management, they
usually try to agree close cooperation with their partners and suppliers, removing formal
bureaucratic barriers in communication, collaboration, and decision-making (see the supplier
management practice guide for more information).
Some organizational change activities may be outsourced to the third parties such as trainings,
workshops facilitating, coaching, analysis, audits, and so on. The ownership and accountability for
OCM actions are usually not transferred to an external resource.
34
Service Desk
Important reminder
Most of the content of the practice guides should be taken as a suggestion of areas that an
organization might consider when establishing and nurturing their own practices. The practice
guides are catalogues of topics that organizations might think about, not a list of answers. When
using the practice guides, organizations should always follow the ITIL guiding principles:
● focus on value
● start where you are
● progress iteratively with feedback
● collaborate and promote visibility
● think and work holistically
● keep it simple and practical
● optimize and automate.
More information on the guiding principles and their application can be found in section 4.3 of ITIL
Foundation: ITIL 4 Edition.
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ITIL®4 Practice Guide
Acknowledgments
AXELOS Ltd is grateful to everyone who has contributed to the development of this guidance. These practice
guides incorporate an unprecedented level of enthusiasm and feedback from across the ITIL community. In
particular, AXELOS would like to thank the following:
8.1 AUTHORS
Antonina Klentsova
8.2 REVIEWERS
Roman Jouravlev
36