First doc is info, other 2 docs are about case study(pdf hints, world doc detailed about key points).
You dont have to worry about Stage 1 Case assessment start with Case discussion< i Have already done Stage 1 part

Start from here: Case discussion:
Part 1: Overview of the case (10 marks)
The aim of the first part of the discussion is to give a comprehensive view of the organization from the perspective of service, service relationships and value creation.
You should cover the following points in your discussion (not necessarily in this order and you may cover other relevant points)
What is the product or service /s offered by the organization? Discuss any service elements in terms of access to resources, service actions (components of a service offering)
Who are the service providers, the service consumers? Who are the other stakeholders? (both internal and external)
What are the service relationships? You may draw a diagram to illustrate
What value is being produced? For whom? Talk about value in terms of output, outcomes, costs and also make some conclusions about possible risks. Also describe what will constitute warranty and utility in the context of the services offered by the organisation.
Tip:
Before you answer this question,
identify the key concepts that are present in the relevant points (i.e. service, resources, service actions, service providers, service consumers, stakeholders, relationships and value )
Make sure you know what each of the key concepts mean
Look for relationships among key concepts for example you can talk about value, providers and consumers and output and outcomes.
Particularly important to know what all these concepts are section 3.3 services management key concepts of the detailed lecture note
Hint: Figure 3 on page 91 is a good start for working out the service providers, consumers etc.

Part 2: A conversation with Giuseppe: issues and recommendations (10 marks)
The aim of the second part of the discussion is to give a comprehensive view of the organizational structures and IT dilemmas from the perspective of ITSM and ITIL v3

Giuseppe is looking for some advice about what to do to improve profitability of products and quality of services. He’s invited you, as an ITSM consultant to coffee to discuss the situation and what should happen. You’ve had an interesting conversation with Giuseppe over coffee. You go back to your office and write an email to Giuseppe. In your email include a summary of the issues and some broad recommendations to Giuseppe, based on your knowledge of ITIL v3 and ITSM. Use headings in the body of the email to help structure your email and make it easy to read.

In your discussion highlight main issues you have identified through your conversation with Giuseppe, then give some ideas as to how they might be remedied through the implementation of the ITIL v3 framework. Use the following table format to summarise your recommendations. Make reference to ITIL v3 and ITSM concepts to demonstrate your understanding of why various events, conditions and situations are an issue and what should be done.

Hint: to find the issues refer to the annotated version, many of them are highlighted. Some are historical but most of them still exist. Respond to this question from the point of view of current state. You’ll need to read pages 92-94 to understand all the issues and then you can get a good idea of the current issues from the last paragraph in the case- these are basically the issues

Against the background of the many issues previously that Giuseppe was trying to fix can see that issues such as silos still exist, they don’t have adequate staff etc so this is a capability/resource/finance management issue)
There’s still a gap between demand and ability to deliver – there may still be issues at a service operations phase as well. This might hint at the lack of processes, service desk etc…
To respond to this item you will need to refer to the general concepts related to ITSM (silos, roles and responsibilities, prioritization, risk, the idea of management as co-ordination, design and monitoring, communication), you’ll also need ideas from service operations phase and the service strategy phase
Issue identified
Recommendations (include a clear justification as to why you make this recommendation)

Marking criteria stage 1
The organizational context:
Provide a brief overview of the organization what it does, its goals, history and structure. (5 marks)

0-1
Some attempt to respond to the requirements may be made but overall there may be major inaccuracies or lack of linkage to the case.
The organizational context is unclear or largely incomplete.
1-2
Covers at least one of the three required item or makes an attempt at two or three.
Formulation of goals/objectives may be unclear, too broad or not adequately (or not) justified. There may inaccuracies or major omissions. There may be a lack of detail indicating inadequate understanding of the case
2-3
Covers at least two of the three required items
Or covers all three
But formulation of goals/objectives may not be clear or too broad and /or not well justified. There may be some lack of clarity in the items addressed.
Response may align partially with the case.
3-4
Covers all three of: an accurate overview of the core business of the organization. Formulates at least 3 relevant goals/objectives which are reasonable, clearly stated and justified when appropriate
Provides an accurate, brief description of structure. There may be some lack of clarity on one or two elements, and/or goals/objectives can be improved or elaborated and/or justification can be strengthened. And/or one major goal or objective may not be identified. Response aligns well with the case
4-5
Provides all of: an accurate overview of the core business of the organization. Formulates at least 3 relevant goals/objectives which are reasonable, clearly stated and justified when appropriate
Provides an accurate, brief description of structure. There may be minor lack of clarity and/or goals/objectives can be improved or elaborated and/or justification can be strengthened.
Response aligns perfectly with the case
Case discussion:
Part 1: Overview of the case (10 marks)
The aim of the first part of the discussion is to give a comprehensive view of the organization from the perspective of service, service relationships and value creation.
You should cover the following points in your discussion (not necessarily in this order and you may cover other relevant points)
What is the product or service /s offered by the organization? Discuss any service elements in terms of access to resources, service actions (components of a service offering)
Who are the service providers, the service consumers? Who are the other stakeholders? (both internal and external)
What are the service relationships? You may draw a diagram to illustrate
What value is being produced? For whom? Talk about value in terms of output, outcomes, costs and also make some conclusions about possible risks. Also describe what will constitute warranty and utility in the context of the services offered by the organisation.

Answer

Stage 1 case assessment Understanding the case context, organization and the IT dilemmas   

Stage 1: Case assessment Understanding the case context, organization and the IT dilemmas   

Technology plays critical role in the management of organization to shape and re-shape modes of service delivery. The provided case of Reshaping the IT governance in Octo Telematics to gain IT-business alignment shows how technology was applied in restructuring organizational governance to align to the market requirements. In this brief, part one will seek to provide a comprehensive view of Octo Telematics with regards to services offered and value creation to meet the market demands. Consequently, the second part of the paper will evaluate the conversation with Giuseppe on organizational structure and IT dilemmas under considerations of ITSM and the ITIL.    

Part 1: Overview of the case

Product or service /s offered by the organization

Octo Telematics is a leading Italian firm specialized for car satellite security provider for more than a decade since the establishment. Generally, this company started as a provider of telematic chips in customer Unipol vehicles during the first face of operation in 2003. In the second phase, Octo applied value preposition on tracking stolen vehicles, automated crush sensor and profiling services for automobile owners. Since the foundation of this company, customers have realized importance of services in tracking stolen cars, e-Call as well as the capacity to realize an existing crush and automatically calculate assess the crush history using most efficient and reliable ways. Customers on the other hand have appreciated use of On-Board Unit (OBU) as a solution to the previously existing nightmare of car theft.

Service elements in terms of access to resources, service actions

The development of IT infrastructure by Octo Telematics began in 2003 with about 2500 units of OBU as the pilot program components. Since the establishment, the company has operated in alignment with information designs to all stakeholders wants on information collection, analysis and interpretation to design response (Vaia & Carmel, 2013). Technology on the other side has facilitated this alignment by creation of an ecosystem made up of different data collection, analysis and use conserving operations of the OBU chips.  Responses realized from this organization is stakeholder commitment to work as team in designing the most advanced technology that meets organizational goals. Additionally, information sharing is another service alignment offered in the ecosystem by working in diverse business system to increase value without merging with other organizations but rather a committed stakeholder system

Service providers and the consumers

Use of technology by Octo telematics can be described as a creation of a new ecosystem composed of different players. First, there are OBU system installation team who takes the technology to customers and offer installation services (Koezuka, 2019). Secondly, data analysts are centrally placed to evaluated and interpret car information at any given time. Security team is another group of stakeholders who take response of securing both insurance companies and customers in an event of any reported irregularity. The government also collects information on automobile and insurance performance and use this data for reasons such as tax calculation and payment trends. Additional stakeholders are information mobility evaluators and third-party service givers who work in coordination of other departments to serve customer needs.

Service relationships

Service relationship are vital for decision making in an organization. From the existing ecosystem stakeholder association designed, Octo has reshaped the organizational management through creation of a link between and the business for various reasons. Among the reasons for this hierarchical association includes decision making rights, roles and duty definitions as well as the committee functions of the company. Despite the existing alignment of the IT and technology, it is still evident that the critical abilities of Octo are still unstable. This realization is provided by 2002 pioneers company formation that has in contemporary days segregated to business and the IT functions that are far from the initial relationship. The company has however, indicated great success in international markets from operations, sales and finance while assuming that IT only plays technical aspect of the business and is not part of the business. The following flow diagram is a summary of service relationship ecosystem used by Octo.

Diagram 1.1: Octo Telematics service relationship ecosystem

Value being produced

Teaching value is that there is a forged dual unity of the business and technology. In their actual operation, IT is considered as a strategic partner of the business concerned with making value while the COI functions as the sole solution to problems faced. The case therefore an indicator of the possible problems facing the CIO together with the company in architecture of latest IT to address upcoming business issues.

Outcome and costs, possible risks

the reorganization of activities in Octo has resulted in poor association between the company’s CEO and the IT CIO. This, during strategic planning of activities in the company, the CIO is viewed as an external expert offering services to the company without the initial duopoly that prompted business success. Secondly, decision making during problem solving is reduced to business and IT monarchy. Possible risks for this type of association are business failure of Octo incase of a powerful competitor applying duopoly of business and IT while providing similar services.

Constituents of warranty and utility

The key output by Octo Telematics is automobile management and tracking system that is used to provide information to a number of individuals in the ecosystem. To begin with, insurance companies are able to get information on car accident history which in turn create value during calculation of the compensation rates. Services provided by Octo are essential for car owners when they help in tracking possible theft while on the other hand, insurance uses obtained data for calculation of compensation logistics. Octo Telematics is therefore not only concerned with car information collection but also add value to the collected data for use by different stakeholders in the connected cycle of stakeholder.

The risk described in this situation is considered in terms of data provided by the company that is later utilized by customers as well as the insurance companies. Service providers in the IT apply market strategic planning to avail data to both customers and insurance companies without incurring the IT cost and possible data loss since IT and the business operated as one. However, when IT becomes a technical expert in offering services to Octo, both the insurance companies and customers will be subjected to a risk of paying for technology use which may be expensive or disrupted from fixed planning time. The value of output data provided will therefore be reduced and offered under warranty conditions for compensation in an event of disruptions.

Part 2: A conversation with Giuseppe

Main issues you have identified through the conversation

Key issues realized from the case include the need for business unit to negotiate with business managers while the CIO negotiation is separate. Implications are that sales managers are required to persuade to include in planning and accelerate their projects. On the other part, the BI manager shares rank with the CIO and therefore there is no possibility of forcing decisions to be implemented. This gives conflict resolution as the only way to be used. On the other hand, there is an existing gap between need for new platform and services for new customers as well as capabilities of IT delivery modes. The reasons for this is lack of adequate staffing plans that has resulted to incompetence of project and service management. The overall picture is concluded as lack of strong leadership in the IT unit and related sub branches. Another revelation is questions of the procedures and templets used in sales that passes through business to the IT and their alignment. 

The case provided offers an unstable alignment that can only be described in two faces. First, the company was seeking to maintain relationship with IT but mistakes were inevitable during any face of transformation. Secondly, the reorganization process was not a satisfaction for both the business and IT. Implementations for the change were not welcomed by stakeholders at different capacities. Possible causes of this reluctance to change may have been caused by isolations of the demand manger and lack of support from sales while bargaining with clients. Another reason for failed change by Octo was lack of coordination of IT program management and sales people to ensure that both parties work under similar objectives of the company. Thirdly, the IT team may have developed a perception of being controlled by the business when they failed to used provided tools and this brought suspicion of unsupportiveness from Giuseppe by the business manager.

Conclusions from issues realized

The formation of Octo Telematics saw a success and expansion till the end of 2009 when reshaping and technology governance brought issues. The business begin by alignment of IT until international branches were formed. In the process to match the ongoing reshaping of the entity, Giuseppe failed to take possible planning measures that would maintain the originally established alignment. It is evident from the case that there was poor communication, isolation and rush to meet unrealistic deadlines that were not communicated across the departments. Despite the ability to respond to changes made by business, IT was in constant problems and the relationship between the business and IT for duopoly relations were limited by business and IT monarchy.

Ideas as to how they might be remedied through the implementation of the ITSM and ITIL v3 framework.

The Information Technology Infrastructure Library (ITIL) application can be the best solution for Octo Telematics. Under this model, a framework for standard choices, planning and delivery as well as the maintenance of IT life cycle will be provided. This process will accommodate both business and IT governances thus limiting possible management crisis faced by Oct during service delivery and exploration of international markets. The key role of ITIL will be to provide Octo with efficiency in adjusting to changes made by the business while at the same time providing background for predicting system performance and governance of the entity. Additionally, use of ITIL will allow the original service partnership of Giuseppe and Fabio as it was during the company’s establishment in 2003.

Secondly, use of ITIL will allow data decentralization and adaptability in geographically diverse area. The disparities between the business and IT will therefore be addressed thus bring all departments to function as one and take part in decision making. Use of ITIL will thus allow service functions of aligning business goals to customer needs and connection of IT and the business (Al Faruq, 2020, p. 3520). Secondly, service architecture will connect production design to the IT policies and therefore addressing the production isolation realized. Unrealistic timelines will be addressed by service transitions that advises change practices and administration environmental implications. Service operations will give IT management criteria while criteria for improvements are outlined by continual service improvement framework.

The IT service management outlines how different teams delivers IT based services to customers. In meeting their services, ITSM offers designs and creativity for delivery followed by a sustainable support system. When applied to Octo, the failing implementation changes will be addressed. Since ITSM is offered as a service, it will enhance the entity activities as it can be incorporated by different stakeholders at different levels. However, there are existing perceptions that application of ITSM is IT support based and will not address departmental issues faced by an organization (Mora et al., 2014, p. 100). It is critical to understand that ITSM support users at different levels and therefore facilitating information transfer as well as collective decision making for improvements.

Accurate application of ITSM requires three steps in addressing issues faced by Octo. First, there is a requirement for building and implementing IT technology that is understood by users at different capacities. Secondly, there is need for IT management to follow the right process by outlining tasks and timelines for their completion. The third considerations will be on analyzing users’ capacity to understand how the technology work and applicable rules that governs different functions.