ITIL 4 DITS flashcards
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32 cards. Read the term and the definition here. The deck at the top of this page is optional.
- Digital strategy
- A plan for applying digital technology to change business models, products, and customer experience in pursuit of organizational objectives, distinct from pure IT delivery strategy.
- IT strategy
- The plan for how technology services, infrastructure, and applications are delivered, operated, and governed to support business and digital strategy outcomes.
- Mission, vision, values
- Mission states present purpose, vision states the desired future state, and values state behavioural guardrails that shape decisions across the organization.
- PESTLE analysis
- A framework for scanning external Political, Economic, Social, Technological, Legal, and Environmental factors that may affect strategy and demand response.
- Porter's five forces
- An industry attractiveness model covering new entrants, buyer power, supplier power, substitutes, and rivalry among existing competitors in the market.
- Ansoff matrix
- A growth framework with four options across product and market novelty: market penetration, product development, market development, and diversification.
- Value disciplines
- Treacy and Wiedema's model of three strategic focuses: operational excellence, product leadership, and customer intimacy, with one chosen as the lead discipline.
- Operating model
- The arrangement of people, process, technology, information, partners, and governance that determines how an organization creates and delivers value.
- Business model canvas
- A one-page model with nine blocks covering customer segments, value propositions, channels, relationships, revenue, resources, activities, partners, and costs.
- Value stream
- The end-to-end sequence of activities and handoffs that creates and delivers value to a customer or stakeholder, used to expose waste and delay.
- Build-buy-partner rule
- Build capabilities that are differentiating and core, buy mature commodity capabilities, and partner where speed, scale, or expertise exceeds internal capacity.
- Product team model
- An operating structure where cross-functional teams hold end-to-end accountability for a product or value stream, including outcome, quality, and lifecycle decisions.
- Digital platform
- A set of shared reusable services such as data, identity, integration, and APIs that product teams consume to reduce duplication and accelerate delivery.
- Decision rights
- The explicit allocation of who decides, who is consulted, who is informed, and who is accountable for each category of decision in governance.
- Sourcing models
- Options for obtaining capability including insourcing, outsourcing, multisourcing, joint ventures, and alliances, each trading control against cost and flexibility.
- Subscription revenue model
- A model charging recurring fees for ongoing access to a product or service, requiring management of churn, lifetime value, and cost to serve.
- Freemium model
- A model offering a free tier to build a large funnel and a paid tier whose value step-change converts a predictable share of free users.
- Network effects
- A phenomenon where each additional participant increases the value of the product to other participants, either directly or across market sides.
- Platform business model
- A model that creates value by matching two or more participant groups and monetizing transactions, access, or attention across those groups.
- Value-based pricing
- A pricing approach setting price according to the economic value delivered to the customer rather than internal cost or competitor price levels.
- Blue ocean strategy
- A strategy seeking uncontested market space through value innovation, raising buyer value while reducing or eliminating cost-driving factors.
- Minimum viable product
- The smallest offering that allows a team to test key business model assumptions with real customers and obtain validated learning before scaling.
- Digital transformation
- The integration of digital technology across the business, fundamentally changing how it operates, competes, and delivers value to customers and stakeholders.
- Disruptive innovation
- Innovation that begins in low-end or underserved segments with a simpler, cheaper offer and moves upmarket as capability and performance improve.
- Sustaining innovation
- Incremental or breakthrough improvement to existing products and services for existing customers, reinforcing the incumbent's position rather than displacing it.
- Transformation dimensions
- The four areas transformation must address: customer experience, operational processes, business model, and organizational culture and capabilities.
- Run-grow-transform portfolio
- A portfolio view separating investment into running the business efficiently, growing existing business, and transforming into new models.
- Digital maturity model
- A staged framework describing progression from ad hoc and opportunistic digital activity to systematic and transformational practice, changing governance and investment patterns.
- Strategic capability
- A combination of people, process, technology, information, and partners that produces an outcome required by the strategy, assessed by maturity and criticality.
- Governance versus management
- Governance sets direction, agrees objectives, and monitors performance; management plans, builds, runs, and monitors activities in line with that direction.
- Business case
- A decision document presenting benefits, costs, risks, timescales, options considered, and a recommended option with justification for investment approval.
- Benefits realization
- The discipline of establishing baselines, measurable targets, ownership, and post-implementation review so that forecast benefits are actually achieved and evidenced.