ITIL Community Clinic Recap: Service Management, AI, Problem Management, and More
Our June ITIL Community Clinic brought together practitioners, ambassadors, consultants, and leaders from across the globe for another lively Lean Coffee-style discussion. With no fixed agenda, attendees vote on the topics that mattered most to them.
A huge thank you to everyone who joined and contributed to the discussion.
Is Service Management Dead?
The most popular topic of the session tackled a provocative question: Is service management dead?
The overwhelming consensus was no.
Participants discussed how service management has repeatedly faced predictions of its demise whenever new technologies emerge. This time, the catalyst is AI. Rather than replacing service management, attendees argued that AI is highlighting the importance of strong service management foundations.
Several contributors noted that organizations are discovering AI is not a magic solution. Success depends on having structured workflows, quality data, effective knowledge management, and clear understanding of how work creates value. These are all areas where service management provides critical guidance.
The discussion also highlighted a long-standing perception challenge. Service management is often viewed narrowly as operational support, when in reality it plays a much broader role in connecting technology, people, processes, and business outcomes.
Why Problem Management Still Doesn't Get Enough Attention
Problem Management emerged as another highly voted topic, with participants sharing experiences from organizations where it is often overlooked until much later in a maturity journey.
Several attendees reflected on how many organizations focus heavily on incident management and service desk capabilities while delaying investment in problem management. However, those who have successfully implemented problem management reported significant improvements in efficiency, risk reduction, and service stability.
A key theme was the importance of moving beyond reactive firefighting. Participants discussed how organizations frequently treat problem management as an extension of incident management, rather than using it proactively to identify and eliminate recurring issues before they impact customers.
The group also explored how better communication with leadership can help demonstrate the business value of problem management through reduced costs, lower risk, and improved organizational outcomes.
What Does an AI-Native ITIL Look Like?
The conversation then shifted to AI and the concept of ITIL being "AI-native."
Attendees discussed whether this represents a fundamental shift or simply an evolution of the principles already established in ITIL 4.
Many felt that while AI introduces new opportunities, successful adoption still depends on core disciplines such as knowledge management, data governance, continual improvement, and service thinking. Organizations that have not invested in these foundations may struggle to realize the full value of AI initiatives.
The discussion also touched on organizational readiness. Beyond technology, participants emphasized the importance of culture, skills, and governance in helping people work effectively alongside AI.
Connecting Digital Product Management and ITIL
Another topic explored the relationship between digital product management and ITIL.
Participants agreed that product and service management should not be viewed as separate disciplines. Products deliver value through services, and services rely on products to create outcomes for customers.
Examples were shared of how ITIL practices can help product teams identify opportunities for improvement, prioritize investments, and turn recurring incidents into enhancements and new capabilities.
The conversation reinforced the idea that service management principles can help product teams better understand value, cost, risk, and continual improvement.
Beyond the Tool: Helping SMBs Embrace Service Management
One attendee raised a common challenge faced by many small and medium-sized businesses: the belief that implementing an ITSM tool is the same as implementing service management.
The group discussed strategies for helping organizations move beyond a tool-centric mindset. Suggestions included focusing conversations on business outcomes, involving stakeholders outside of IT, and demonstrating value in terms that resonate with business leaders.
Several participants shared that success often comes from understanding the organization's goals first and then showing how service management practices support those objectives.
The ITIL Master Career Discussion
The final topic focused on the role of ITIL Masters and how that qualification is represented in the job market.
Participants observed that while many organizations value the skills associated with ITIL Master-level practitioners, they do not always explicitly list the qualification in job descriptions.
The discussion highlighted that many of the capabilities developed through the ITIL Master journey—strategic thinking, leadership, organizational change, and value-focused decision making—are often embedded within broader leadership and management roles.
There was also discussion around how the community can do a better job of communicating the value that ITIL Master practitioners bring to organizations.
Thank You for Joining
What makes the Community Clinic special is that the agenda comes directly from the community. Every question, challenge, and perspective shared helps strengthen our collective understanding and provides practical insights that benefit everyone.
Thank you to our ambassadors and community members who contributed to this month's discussion.
If any of these topics resonate with you, continue the conversation in the community forums. We'd love to hear your experiences, challenges, and perspectives.
