Building organizational capabilities
I've been an ITIL Foundations trainer and therefore have observed that class both as a learner and an instructor. It's intense: there's a huge amount of material to cover and the threat of an exam looms over students' heads.
Organizations pursue ITIL Foundations and other training to build organizational capabilities. We want to be better at our jobs and we want to be able to provide what the organization is going to need next.
So what are effective ways to build capabilities? When should you send people through ITIL Foundations? When should you have customized training instead? When you should you train one in-house expert who in turn serves as an example to others?
It's tempting for me to say, "send your managers to ITIL Foundations training." In my experience, they're the ones that need the training because they need to know about the tools ITIL may provide to address challenges they come across. It's tempting, but probably wrong: I don't know enough about your organization, its goals, and its challenges to provide you a mass-mailed answer.
However, Lean (a process improvement methodology) may be better positioned to help you answer the question yourself. How can you better define your problem before you implement solutions? How can you identify the problems that these organizational capabilities are going to solve?
Then, once you start identifying solutions, how can you test them and learn? At the same time, how can you build knowledge by talking with experts, be they external consultants or peer institutions?
The big challenge is that building organizational capabilities requires deep, concentrated thinking. It's much easier to hire a consultant, buy a tool, or send everyone through a training class.
Manager and Founder