The new CIO recognised the need for an overhaul of the existing ITSM Control Processes and formed an internal process improvement team. Kirk Penn from Service Management Specialists was engaged to provide ITIL-based expertise and guide the team. Over the years, the demands of the business had increased, and IT was seen as a cost center that provided little value. The team's goal was to fix the basics first by identifying and targeting short-term tactical improvements that would reduce the noise and establish IT as an enabler to the business. The majority of the improvement activities were allocated across internal teams, providing an opportunity for upskilling of formal IT operational basics while delivering tangible improvements.

Kirk conducted a maturity assessment workshop with key IT management. The improvement team identified and validated gaps and areas for improvement across their existing incident, problem, and change management processes. Following the workshop, a clear roadmap and improvement plan were developed. Weekly progress sessions were held with service management specialists to provide further mentoring and guidance in addressing specific areas where further help was needed.

Within weeks, the improvements became real. The total number of incidents was reduced by 10 percent in one month, and improvements to basic change management controls were implemented and adhered to, immediately reducing major disruptions to the business. The internal improvement team was empowered to drive change and subsequently tasked with leading the implementation of a new ITSM toolset.