ip-label 2016: from ITIL to DevOps

February 17 2016 By Posted in Expertise

For nearly 15 years, ip-label has applied an ITIL-based rationale.

The considerations that guided our approach were: what types of service to provide and to whom; how to create value added for our customers; how to define the quality of services; how to ensure continuous improvement of our services in an ever-changing digital world ; and how to best integrate IT strategy into our customers’ business strategy. With our experience over time, we noticed a few hitches stemming from ITIL.

The approach is built on an accord between individuals, processes and tools. Yet the latter has sometimes been highlighted to the detriment of real methodological teamwork, to such an extent that little by little ITIL has become a “service desk” tool which, in the guise of “management”, consisted mainly of processing and monitoring incidents. In recent years agility has become the guiding principle for R&D, operations, and integration/quality teams. It is now high time to take a step forward, to privilege DevOps over ITIL. Gartner’s point of view is that DevOps is not a market but a tool-centric philosophy that supports continuous delivery, bringing together tools, people, and organizational culture.

For the co-authors of The Phoenix Project, DevOps advocates collaboration between development and IT to enable faster completion of scheduled tasks (for example, quicker deployment) while increasing reliability, stability, robustness, and security of production environments.

ip-label is committing to moving away from the lack of flexibility imposed by ITIL and containing the risks that undermine reliability, stability, robustness and security by emphasizing better cooperation between teams.

ip-label resolutely DevOps in 2016

The questions we are asking ourselves are “why?”, “what?”, and “how?”, in that order. Our success depends on three key points:

  • permanent focus on the customer and the customer’s experience and on how we can make the most of the data we collect to constantly improve the quality of service we provide;
  • continuous improvement, in particular by regularly releasing new features and functionalities to keep pace with our customers’ fast-changing expectations;
  • operational excellence, which draws upon a culture of collaboration, feedback, and improvement that is shared throughout the organization by all of our teams.

This is the focused picture of our ambitions in 2016 and the years ahead.


Eric Varszegi,

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