Service Strategy


Service Strategy at ITS

ITS serves Yale.  Most service strategy work takes place beyond the reach of service ownership with University senior leadership, faculty, and in the IT Special Interest and Program Committees.  In addition to these committees, demand for services can come from many places:

  • Client funding
  • Grants, gifts, and bequests
  • Technology obsolescence or invention
  • Customer demand
  • etc. 


If a request for what seems like a new service makes it to you from whatever source, it is important to validate that it SHOULD proceed.  Work to determine:

  • Is the service aligned with University and IT goals?
  • Is the service offered by anyone else in ITS or elsewhere at the University?
  • What is the demand for the service?
  • What is our capacity to meet that demand?
  • What is the service financial profile?

Speak with your supervisor and the owners of services of the most likely group in the service portfolio where you think the new offering belongs. Get on the agenda of the next SOC meeting.  If you reach a consensus that the offering is worth developing, proceed to the next lifecycle phase, Service Design.  

According to ITIL

Service strategy defines the perspective, position, plans and patterns that a service provider needs to execute to meet an organization’s business outcomes. Service strategy includes the following processes: strategy management for IT services, service portfolio management, financial management for IT services, demand management, and business relationship management. Although these processes are associated with service strategy, most processes have activities that take place across multiple stages of the service lifecycle.