Reading time: ~ 5 min.

The inflection point has arrived. After years of incremental improvements to ticketing systems and process frameworks, IT service management is experiencing a fundamental transformation that will reshape how organizations deliver value through technology services.

Reading time: ~ 2 min.

• Ensure that AI systems respect fundamental rights and European values;
• Foster legal certainty to encourage investment and innovation;
• Strengthen governance and oversight mechanisms for AI deployment;
• Promote a single European market for legitimate, trustworthy AI solutions.

Reading time: ~ 4 min.

The global economic landscape is increasingly marked by strategic competition that goes beyond simple trade rivalry. Tariffs, technological restrictions, and conflicting regulations are testing supply chains and companies’ operating models.

In this complex scenario, European businesses, including Swiss firms, must balance two opposing needs: maintaining historical ties with the United States while pursuing greater strategic autonomy.

• Diversifying technological partnerships: reducing reliance on a single provider by exploring global alternatives.
• Investing in European technologies: favouring cloud and software providers based in Europe, fully compliant with local regulations such as LPD/GDPR.
• Advanced data management: implementing strategies to map and control data flows, minimizing extra-European transfers.

• Immediate assessment of data flows: identifying and quantifying transfers to the U.S. to prioritize interventions.
• Accelerated transition to European providers: speeding up migration to EU-compliant alternatives such as sovereign clouds or hybrid solutions.
• Development of data localization strategies: implementing data residency policies to keep both sensitive and non-sensitive data within European borders.
• Training and internal governance: aligning IT teams and executives on risk protocols, with scenario-based disruption simulations.

Reading time: ~ 6 min.

The concept of the value stream — the sequence of all activities, from initial customer request to delivery of value — is fundamental to modern business efficiency and lean thinking. It's the circulatory system of an organization, determining how quickly and effectively customer needs are met.

The reasons for a lack of formal value stream documentation are rarely malicious; they are typically rooted in a combination of cultural inertia, strategic misfires, and resource contraints.

• Reliance on key individuals: over time, processes become embedded in the minds of long-standing employees. Asking them to document it feels like a waste of time, as they can execute it faster than they can write it down.
• «We're too busy» syndrome: The immediate pressure of day-to-day work (firefighting, meeting deadlines) consistently overrides the non-urgent task of documentation. Formalization is often seen as a low-priority "nice-to-have" rather than a core strategic enabler. 
  

Value streams, by definition, cross organizational and departmental boundaries. The inherent structure of many companies actively works against documenting them.

• Siloed metrics and goals: when departments (e.g., Sales, Operations, IT Development, IT Operations) have conflicting or highly localized Key Performance Indicators (KPIs), they are incentivized to optimize their local step rather than the end-to-end flow. Documenting the full value stream exposes these handoffs and potential failure points, which can be perceived as threatening.
• Fear of exposure: formal documentation brings transparency. It highlights bottlenecks, unnecessary rework loops, and non-value-add steps (waste). In a blame-centric culture, documenting these issues can lead to fear of accountability, creating an incentive to keep processes vague.

Value stream formalization is often treated as an optional IT or process improvement project, rather than a strategic business imperative.

• Missing Executive mandate: without clear, sustained sponsorship from executive leadership (e.g., the COO, CTO, or CEO), documentation efforts lack the necessary authority to demand time and resources from all required departments.
• Focus on local optimizations: companies often invest heavily in local process improvements (e.g., better testing tools, faster code deployments) without understanding their impact on the overall value stream. If the bottleneck is a legal review step before deployment, optimizing the deployment pipeline won't reduce end-to-end lead time. 
  

• The ITSM integration gap: frameworks like ITIL 4 provide excellent guidance on practices (e.g., Incident Management, Change Enablement, Deployment Management). However, the stated objective for each practice is often local (e.g., restoring normal service operation as quickly as possible) and does not explicitly articulate how or why that practice must integrate with a larger, cross-functional value stream to deliver a product or service. This means practitioners optimize the practice itself, rather than optimizing the flow that uses the practice as a step. As a result, the value stream remains undocumented because there is no widely adopted model for mapping these practices as connected steps in a single business flow.
• Complexity and scope creep: Value streams can be incredibly complex. Teams often attempt to document every minute detail, leading to massive, unreadable "shelfware" diagrams that are immediately outdated.
• Lack of a common language/Tool: Different departments use different tools (Visio, BPMN/VDML tools, simple whiteboards) and terminologies. A lack of a standardized, company-wide visualization and measurement language for value streams makes cross-functional documentation difficult to reconcile.  
  

Moving from undocumented chaos to a formalized, continuously improving flow requires a multi-faceted approach that addresses culture, strategy, and execution. 

The most effective way to gain executive and organizational buy-in is to link documentation directly to customer value and business outcomes. 

• Identify the core business Value Streams: focus on the 5-7 streams that generate the most revenue or are most critical to the customer experience (e.g., "Onboarding a New Customer," "Fulfilling an Order," "Resolving a Major Incident").
• Value Stream Mapping (VSM) workshops: conduct focused, time-boxed VSM workshops that bring together all key stakeholders, from the customer-facing teams to the final delivery/support teams. The focus should be on measuring the flow:
• Lead Time: The total time from start to finish.
• Process Time: The time actually spent working on the request.
• Percent Complete and Accurate (%C&A): The rate at which work is correctly passed from one step to the next.
• Wait Time (Waste): The time the request sits idle between steps. 
  

• Measure the work, not the people: Executive sponsors must clearly communicate that the goal is to find waste in the process, not fault in the people. The metrics (Lead Time, Wait Time) provide an objective basis for continuous improvement.
• Cross-functional ownership: Assign a Value Stream Owner (VSO) who has executive authority and is responsible for the performance of the end-to-end flow, not just one silo. This individual drives a holistic perspective.