Service · ITSM & Enterprise Service Management

From ticket factory to service organisation.

Most ITSM programs fail the same way: a shiny tool, a tired process, and adoption that flatlines after go-live. We do it the other way around, operating model first, tool second, adoption always.

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01 / Why now

The problem isn’t the tool. It rarely was.

We help IT and shared-services functions design service management that fits how the organisation works, and then make the tool serve the model, not the other way around.

ITSM tooling has been replaced twice, and the same complaints come back.
ESM is a slide; HR, Facilities and Finance still run on inboxes and Excel.
Process documentation is impressive. Day-to-day behaviour, less so.
Tickets are measured. Outcomes for the business are not.
Every change goes through CAB, and nobody trusts the data behind it.

02 / What we cover

Four pillars. One coherent service organisation.

Operating model

Service management as a way of working, not a department.

Service catalogue grounded in business outcomes, not tool fields
Roles, ownership and decision rights from L1 to service owner
Process design pruned to what genuinely adds value

ITSM (IT)

ITIL where it helps, pragmatism where it doesn’t.

Incident, request, change, problem & knowledge, fit-for-purpose
Change management that protects the business without strangling it
CMDB & service modelling tuned to real decisions, not perfection

ESM (beyond IT)

Service excellence for HR, Facilities, Finance & more.

One service experience layer across functions
Shared catalogues, shared SLAs, one front door for employees
Process design that respects each function’s realities

Tooling

Vendor-neutral by design.

Independent selection, ServiceNow, Jira SM, TopDesk, Ivanti, Freshservice
Implementation oversight or hands-on delivery, your call
Out-of-the-box first; customization only where the business case is real

03 / Our approach

Four moves. From ticket queue to service organisation.

01 · Diagnose

Where the friction lives.

Maturity assessment across people, process, data & tooling
Value-stream mapping on the services that matter most
Honest read on adoption, ownership and tooling fit

02 · Design

An operating model people will defend.

Service catalogue, roles, RACI and decision rights
Process design lean enough to survive Monday morning
Tooling target picture, fit, gaps and the smallest viable change

03 · Build & implement

Configuration over customization.

Tool configuration aligned to the model, out-of-the-box first
Integrations with HR, ITAM, monitoring & GRC where it earns its place
Data model & CMDB scoped to the decisions you make

04 · Adopt & run

Adoption is the deliverable.

OCM, enablement & service ownership embedded from day one
KPI set tied to business value, not ticket throughput
Continuous improvement on real signals, not survey theatre

04 / What you get

Service management that earns its keep, every day.

Adopted

A model people use because it makes their day easier

Vendor-neutral

Tooling selected on organisational fit, not vendor preference

Coherent

One service experience across IT, HR, Facilities & Finance

Measurable

KPIs tied to business outcomes, not ticket throughput

05 / Client story

Two decades inside ITSM and ESM programs, across tools, sectors and scale.

We’ve led ITSM and ESM transformations inside Belgian utilities, financial services and public-sector organisations, Ypto, FAVV/AFSCA, Fluvius and Constructiv among them. As client-side architect, program lead and interim service owner. Reference cases on request, under NDA.

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“We don’t arrive with a tool in our pocket. We arrive with the questions that decide whether you need a new one at all.”

06 / Related expertise

ITSM & ESM connect to sourcing, change and the operating model, we wire it together.

IT Service Management (ITSM)Enterprise Service Management (ESM)Tool Selection (ITSM / ESM / PPM)Operating Model Design SIAM as Independent Integrator Organisational Change Management

07 / Stories behind the expertise

One short story per capability. Named clients. Measurable outcomes.

ITSM · Constructiv

Uniformity@ICT, strengthening ICT's capabilities.

A 25-person ICT department had grown organically and lost coherence. We harmonised the key service management processes and introduced a governance structure that fit how the team actually works.

What we didUnified incident, change and release management on Jira Service Management & Confluence, with a value-driven operating model grounded in ITIL where it helped.

Outcomea coherent, uniform ICT service delivery for the 25-person team, faster onboarding and cleaner supplier collaboration.

ESM · FAVV / AFSCA

From IT strategic plan to a working service organisation.

The new CIO had an ambitious ICT strategic plan but needed a way to land it across the organisation. We translated the plan into a Service Operating Model that mapped people, processes and tools to every strategic objective.

What we didActed as co-pilot to the CIO, coached the management team, and delivered the components FAVV had less in-house experience with — embedding the new way of working as we went.

Outcomethe ICT strategic plan turned into a running service organisation, owned by the FAVV management team.

Tool selection · Nasdaq / ex-Adenza

ServiceNow, selected on fit.

A fast-growing Adenza needed a scalable target operating model and a tool that could keep up. After an ITSM maturity assessment we built the business case, drafted the RFP from our proprietary requirement set, and steered the selection.

What we didServiceNow chosen for CSM, ITSM and ITOM; the implementation became one of Nasdaq's top-five strategic projects worldwide, with Xedis as client-side co-pilot.

Outcomea scalable target operating model and a tool decision that has held up as Adenza/Nasdaq kept growing.

Operating model · Fluvius

A business control centre for the digital meter chain.

The end-to-end data chain for Flanders' digital meters runs from the meter itself, through external service providers, up to the energy-market business. Fluvius needed to be able to commit service levels back to that business with confidence.

What we didDesigned and built a business control centre as part of our ESM offering: new processes, new staff, new tools, new governance — transversal across departments, anchored in back-to-back SLAs with every supplier in the chain.

Outcomeend-to-end service levels Fluvius can commit back to the energy-market business, with every supplier held to the same standard.

A.S.T.R.I.D.Multi-vendor service management · A.S.T.R.I.D.

Service management for Belgium's emergency-services network.

A.S.T.R.I.D. runs the mission-critical telecom network behind Belgium's police, fire, ambulance and 112 services, on a complex multi-vendor estate of datacentres, antennas, microwave links and 50,000+ devices. They needed end-to-end service management that could hold every supplier to the same standard.

What we didSet up the integrated service management practice across providers, with processes, governance and reporting that made the end-to-end service measurable and steerable.

OutcomeBelgium's police, fire, ambulance and 112 services steered as one integrated network, with every supplier held to the same measurable standard.

Service management · NMBS / Ypto

Service management across multi-supplier IT for the rail group.

Ypto provides IT to the NMBS group across thousands of users and a broad supplier landscape. Service ownership had to stay clear even as suppliers, technologies and contracts changed underneath.

What we didEmbedded service management practices and governance that connect retained IT to the supplier ecosystem, with a cadence that survives reorganisations and contract turns.

Outcomeclearer service ownership and stronger operational governance across a changing supplier landscape, helping Ypto maintain continuity and control in a complex rail IT environment.

A 60-minute service management pressure test. No demo, no pitch.

Bring your three biggest service management headaches. We’ll tell you which one is the operating model, which one is the tool, and which one is just a missing conversation.

Book the pressure test