Our approach

we use best practices

We have an in depth knowledge of best practices frameworks. The goal is not to reinvent the wheel at customer site but to adopt and adapt with common sense proven frameworks. Our consultants have the relevant certifications.

we don't like sub-optimisation

With our customer we define the issues that need to be solved. We go beyond finetunings, and focus on ‘discontinuities’ that bring added value that is perceived by the stakeholders. What is the difference in result that the process implementation has to achieve? The organisational and business strategy is an important input. Our approach is structured tactically, in order to reach structural improvements that outweigh the short term and the quick wins.

we run what we implement

We like to manage for a certain period the processes that we have implemented. This is for our customers the best guarantee that the processes are meant to achieve the goals. Afterwards we provide a profound hand over to the relevant process managers and other stakeholders.

we have only experienced consultants

Service Mandate has only experienced consultants who are implementing for already serveral years service management and IT governance processes at customer site.

we have a pragmatic approach

During its missions Service Mandate takes the following critical success factors into account: People, processes and technology. Thanks to the design and management of their mutual interactions the organisation goals are achieved and consistent quality in service delivery is reached.

  • People: Our process implementations always include communication plans. The contents and speed of these implementations is discussed with the staff members. The goal and impact of transition is not a surprise to them. We take the degree of awareness and attitude towards change into account. The culture of an organisation is an important input for us.
  • Processes: Our experts have a broad knowledge of service management and IT governance processes. When implementing these processes they analyse with management and staff the ‘good practices’ already present in the organisation. This can be existing proprietary ways of working that have proven added value and maybe even offer a competitive advantage. These are definitely integrated in the new processes. We avoid complexity and bureaucracy in our processes: ‘Less is more’.
  • Tools: The tools are for the staff members often the most visible component of a new process implementation. They underpin the processes and should execute routine tasks for the collaborators. For this reason it is appropriate to choose the right tools after having designed the new processes. There is no sense in ‘automating the chaos’. It will have an exponential negative impact on the activities of the organization.