8. Why do so few ITSM professionals make the C-suite?

Mark Boyer, Service Operations Director - SoftcatTrack 4

ITSM, crucial as it is for successful business operations, rarely offers at direct path to the C-suite. Perceived ‘technical’ leaders are filling roles like CIO or CTO, while ITSM leaders are sidelined.

A recent report revealed only 15% of ITSM leaders felt their roles were critical to strategic decision-making, despite over 60% of CIOs/CTOs citing innovation and strategic alignment as key reasons for their appointment.

The main challenges are:

* Perception of ITSM as operational rather than strategic, leading to an underestimation of its contribution to business transformation.

* Focus on stability over innovation, as ITSM leaders are often associated with maintaining the status quo.

* Over-reliance on metrics that don’t translate into business outcomes like revenue growth or market expansion.

* Lack of advocacy at the top, as ITSM leaders struggle to highlight their work’s alignment with organisational goals.

To break through, ITSM leaders can advocate for their roles, highlight their strategic impact, and focus on metrics that align with business outcomes. They need to focus on how ITSM generates revenue, optimises costs, and retains customers, translating operational achievements into business outcomes.

ITSM leaders have the tools and expertise to thrive in the C-suite, but they need to reframe their narrative, focusing on strategic contributions and amplifying their achievements.

This session considers how to achieve this.

Service Operations Director living and working in London. Progressive IT leader with a track record in driving global digital transformations, delivering innovative solutions, and optimising multi-country operations across diverse industries to measurably enhance performance. Recognised for building high-performing teams, shaping strategy, and implementing models that drive growth and excellence. A dynamic communicator and change agent, skilled in aligning IT with business objectives, transforming cultures, and leading through complex change. With a deep belief in the power of design thinking and human-centred design, I view these methodologies as integral to delivering successful IT services. By prioritising empathy, collaboration, and iterative problem-solving, these approaches ensure solutions are not only innovative but also deeply aligned with user needs. Incorporating techniques such as flow analysis and value stream mapping, I focus on identifying and eliminating inefficiencies within IT and operational processes. This approach enhances business value by streamlining workflows, reducing bottlenecks, and ensuring resources are optimally aligned to customer priorities. By visualising and refining value streams, we unlock continuous improvement opportunities, driving customer satisfaction and operational excellence. This holistic integration of design thinking and flow-centric optimisation supports sustainable, impactful transformation across organisations.

Mon 11:10 - 11:55

c-suite

8. Why do so few ITSM professionals make the C-suite?

8. Why do so few ITSM professionals make the C-suite?

Event – ITIL Case Study Day