ITIL v5 Bridge

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• Utility
• Warranty
• Access to resources
• Goods

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• Transfer of goods
• Sustainability
• Access to resources
• Service actions

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• The service provider’s ability to minimize their operational costs
• The number of providers delivering the service to the consumer
• The extent to which the positive effects of the service outweigh the negative ones
• The amount of money the service provider invests in resources

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• Services always result in positive effects without exceptions
• Services may have unintended and surprising outcomes, both positive and negative
• Services completely eliminate risks associated with achieving outcomes
• Services guarantee that all intended outcomes will be achieved

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• Utility
• Sustainability
• User experience
• Warranty

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• Value streams and processes
• Organizations and people
• Partners and suppliers
• Information and technology

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• Partners and suppliers
• Value streams and processes
• Information and technology
• Organizations and people

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• Partners and suppliers
• Organizations and people
• Information and technology
• Value streams and processes

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• Organizations and people
• Information and technology
• Value streams and processes
• Partners and suppliers

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• Increased revenue only
• Employee satisfaction
• Benefits for organization, its customers, and stakeholders
• Market share dominance

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• Losing opportunities for collaboration and shared understanding across teams
• Overcomplicating solutions by ignoring practical, simple approaches
• Failing to gather feedback needed to guide gradual improvement
• Wasting time and losing valuable existing capabilities and resources

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• To confirm that all stakeholder opinions are in agreement
• To ensure that improvement actions remain relevant and effective in changing circumstances
• To prevent the need for further adjustments once work has started
• To avoid changes in project priorities during implementation

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• Ensuring employees always follow processes without question
• Delivering outcomes more quickly and consistently
• Creating unnecessary complexity
• Achieving stronger overall risk control

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• Because principles are interdependent and complement each other
• Because one principle is always superior to the rest
• Because one principle is usually sufficient for any situation
• Because principles must be applied in a strict order

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• It manages the technical details of digital products directly
• It is accountable for performance and compliance at the highest level
• It is responsible for day-to-day operations
• It focuses exclusively on financial reporting

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• Strategic fit of the organization’s products and service offerings
• Market relevance of the products and service offerings
• Service performance against the agreed SLA targets
• Stakeholder satisfaction with products and service offerings

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• A service that fully or largely relies on digital products
• A combination of technology resources designed for consumers
• The transfer of goods from provider to consumer
• A catalogue of services for consumers

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• Value stream
• Value chain
• Operating model
• Organization’s purpose

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• The organization’s purpose determines why it exists, while the operating model shows how it fulfils that purpose
• The operating model defines the organization's financial strategy to achieve its purpose
• The operating model replaces the organization’s purpose once the value chain is defined
• The purpose and operating model are unrelated because one focuses on customers and the other on internal processes

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• A set of organizational resources and capabilities designed to perform work or accomplish an objective
• A series of steps that an organization uses to create and deliver products
• A set of interconnected activities that an organization performs to create and deliver products
• A visual representation of how an organization co-creates value with stakeholders