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The IT Infrastructure Library framework is all the rage in the enterprise, but many midsized companies aren't ready for its implementation challenges.
A few years ago, CIO Barry Paxman of Cascade Designs Inc., a Seattle-based maker of camping equipment, began investigating ways to improve how his group developed solutions and handled service calls. His efforts led him to the IT Infrastructure Library, or ITIL -- a kind of CIO playbook.
After further study, Paxman concluded that his 11-person staff couldn't handle the sweeping changes ITIL would require. "The real turnoff for me was the overload of information and the feeling that it was going to be overwhelming for my developers," he says. And so he opted to stick with regular meetings and informal responses to help desk incidents. "Although ITIL has a lot of good ideas, we simply didn't have the time or resources to put them into practice."
Some 300 miles east in Coeur d'Alene, Idaho, Mike Carper, divisional vice president of technology and operations at Coldwater Creek Inc., a women's apparel company with $780 million in revenue, faced a similar challenge. Help desk incidents would go days without being resolved; nothing was tracked; staffers fixed problems without taking credit.
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