ITIL Sutter Health Case Study

1.

ITIL Sutter Health
Case Study
VU KnF Institute of Social Sciences and Applied Informatics
Student: Stasovskyi Bohdan
[email protected]

2.

About Axelos
AXELOS is a joint venture company co-owned by the UK Government’s
Cabinet Office and Capita plc.
It is responsible for developing, enhancing and promoting a number of best
practice methodologies used globally by professionals working in project,
programme and portfolio management.

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Responsible persons
• Stuart James - Chief Operations Officer for information services.
• Gina Hunkins - IS Programme Manager.
• Jennifer Sierras - CIO Freestanding Business Units.
• Joshua Cedor - Director - service management.

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What is Sutter Health?
Sutter Health is a not-for-profit integrated health delivery system, which
provides the full spectrum of health delivery services to three million
patients in the USA.
> 52 000 employees.
Partners with more then 12 000 doctors.
IS team with 2000 employees.

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Why Sutter Health chose ITIL
Stuart James, Chief Operations Officer for information services said:
“ • Improve operations and efficiency
• ITIL is the industry-wide standard for delivering IT and any type of
services.
• Be one step ahead of the business and be consistent in our delivery
while the business is evolving ”

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Main problems before applying
ITIL
• Lack of tools to enable services management
• Skills
• Mindset
• Not enough people
• Unacceptable number of service interruptions and other problems

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Outcome for organization and
its customers/users
• Reducing hold time on the service desk from 20 minutes to less than a
minute.
• 90% receive a response in under 30 seconds.
• 10 000 hours of efficiency gain.
• Culture improvement
• Three-year total cost of ownership reduction of $3.3m.
• An increase in customer satisfaction and employee morale.
• A palpable change in excitement and commitment from our people.
• Customer engagement

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The biggest challenge with
adoption of ITIL
• Educating everyone without applying the entire body of knowledge immediately
thereafter:
while everyone embraced the ITIL concept it was more about having the right
structure and leadership in parallel with business demands.
• Finding opportunities to apply ITIL after decades of doing things a certain way.

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Communication between
employees
• Internal and external communications campaigns.
• Key messages for the audience.
• Calls once in two weeks

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Top six ITIL should do’s
• Translate your investments/costs to value for the organization.
• Focus “outside-in”: it is very much about the customers, so get your team to
look from a customer perspective, which is more difficult than many think!
• Get help: working with partners to maximize the benefit from ITIL.
• Move quickly in your changes: do something and get into the mindset of
continual improvement.
• Identify and keep your champions engaged from early on: the ones who will
carry the flag for you.
• Strong executive sponsorship is a must.

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Top 5 ITIL don’t do’s
• Don’t underestimate the commitment needed to apply ITIL.
• Don’t try to “eat the whole elephant” at once. Ensure the organization knows it is a
journey, not an event.
• Don’t forget to celebrate the value and the win and let the data tell the good
stories.
• Don’t get lost in the academics of ITIL: translate it into practical application.
• It is about the people and changing people’s lives: without changing your culture,
mindset and skillset your programme won’t succeed.

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References
https://emokymai.vu.lt/pluginfile.php/435382/mod_folder/content/0/24_S
utter-Health-ITIL-Case-Study.pdf?forcedownload=1