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1、ServiceOps 2024:Automation and (gen)AI-powered IT service and operationsApril 2024 EMA Research ReportBy Valerie OConnell,Research Director Digital Service ExecutionPrepared for:Table of Research Findings1 ServiceOps at a glance3 ServiceOps casts a wide net 4 A natural bridge for a fundamental IT di

2、sconnect5 Addressing ITs top priorities6 IT service managements top goals7 ITOps top goals8 A view from the front line9 Beyond IT service and ITOps10 ServiceOps implementation11 ServiceOps maturity11Degreesofunification12 Adoption and expansion13 Obstacles and accommodations14 Enabling factors and t

3、echnologies15 Automation,AI,and GenAI16 Automation17ArtificialIntelligence(AI)18 Generative AI(GenAI)18 Adoption19 Use cases and value20 Practical potential 21 Challenges and concerns22 Concluding thoughtsServiceOps at a glance.2EMA Research Report|ServiceOps 2024:Automation and(gen)AI-powered IT se

4、rvice and operationsResearch overviewServiceOps(by any name)a technology-enabled approach to frictionless col-laboration between IT service and operations is at work across industries and organizations of all sizes globally.Mainstream and high-value,ServiceOps is here to stay.In this third annual EM

5、A research into the state of ServiceOps,75%of the panel report having either an active effort or a formal initiative to streamline the cross-functional working of IT service and ITOps with substantive results.Its impact is wide-ranging and almost universally positive frequently transformative.The ad

6、option rate is high because the benefits are immediate,costs are low,and implementation is about as pain-free as any change can be.ServiceOps makes sense.It is practical and makes everyones job easier without requiring major disruption in day-to-day realities.It maximizes the value of both technical

7、 capabilities and human talent,cutting waste and cost as it goes.There is no downside:1.ServiceOps directly addresses many of ITs highest-priority objectives and challenges.IT employee productivity,user experience,reduction in outage frequency/duration/impact,improved service,and cost cutting.2.Serv

8、ice agents and ITOps engineers report a significant improve-ment in their productivity with less wasted time.Theyre able to do more with the same level of staff and morale is better in a less stressful work environment.3.The benefits extend beyond service and operations to many other groups,especial

9、ly security,DevOps,and end-user management.4.ServiceOps leverages existing investments in technology.It is a natural outgrowth of initiatives already well underway in most organi-zations,especially automation,AI/ML,AIOps,and use of a platform for cross-functional workflows and unified actions.20%51%

10、25%2%2%Transformative it has redefined service excellence and business alignmentVery positive it has streamlinedcross-functional processes and workflowsPositive cross-functional collaborationhas improvedNeutral nothing specific has comeof it so farToo early to tellThis report highlights findings fro

11、m EMAs 2024 ServiceOps research conducted in February 2024.It fielded a panel of 415 IT leaders of organizations having between 1,000 and 10,000+employees in North America,EMEA,and APAC.This years results show a mix of ServiceOps maturity and revolutionary innovations to come.What impact has Service

12、Ops had on your organization?ServiceOps casts a wide net.4EMA Research Report|ServiceOps 2024:Automation and(gen)AI-powered IT service and operationsProcessA natural bridge for a fundamental IT disconnectIT organizations are judged and valued by the quality of service they deliver to the business.Ye

13、t,it is common for them to define an IT service in terms of specific technology areas,such as servers,database,network,and applica-tions.This years panel is no exception,with 68%of respondents defining an IT service along technology lines and 32%by business function.The path of least resistance is o

14、ne well-paved with years of experience.Organizing around technology lines has long been the traditional IT organiza-tional principle.However,there is a pronounced movement toward organizing in alignment with business functions and adopting a cross-functional team approach.Answers to the question,“Al

15、though oversimplified,how would you describe your ITs organizational principle when it comes to service support,availability/performance,and incident management?”broke down as follows:It makes no sense to stay locked into an organizational structure that developed in more simple,centralized times on

16、e that no longer fits the realities and requirements of business today.On the other hand,its not easy to change the way people work.However,64%of organizations reorganized to take advantage of advances in AI and automation(80%of CxOs favor reor-ganization).Twenty-five percent didnt reorganize,but gr

17、eatly increased cross-functional collaboration and workflows.The remaining 11%just hired more headcount.Generally,how does your organization define an IT service?68%|By specific IT technology area (database,servers,network,application)32%|By business function (all infrastructure and software to deli

18、ver a function)Workflow automation is a cornerstone of silo-busting changes and ServiceOps fits neatly into this trend,bridging organizations.It reduces friction,delay,and wasted effort in the cross-functional collaboration that serving the business requires of IT.48%IT is organized along technology

19、 lines(network,storage,server)34%IT is organized to align with business services18%Increasingly,IT is moving to a cross-functional team approach.5EMA Research Report|ServiceOps 2024:Automation and(gen)AI-powered IT service and operationsProcessAddressing ITs top prioritiesServiceOps delivers results

20、 that matter.When IT service and operations are freed to work effectively without friction,gaps,or duplication of effort,the results map to ITs collective top priorities:higher productivity/less wasted time(good for efficiency,cost conservation,and employee morale),improved user experience(always ke

21、y,but especially in work-from-anywhere times),more efficient cybersecurity(an urgent C-level priority that transcends functional barriers),and faster time to find and fix problems(reducing MTTR cuts the duration and impact of incidents/outages,which in turn cuts costs).A powerhouse gain hides within

22、 the deceptively simple benefit“ease of team engagement and collaboration.”In recent EMA global research on incident management,participants were asked to name the single biggest contributor to MTTR.The“winner”was“team engagement,communication,and collabora-tion.”It was also the least automated and

23、least effective process.Whats more,in that same research,the question,“What percentage of the MTTR is inactive time spent waiting for information or response?”returned an almost shocking amount of wasted time:27%of respondents said that MTTR is 50%or more wasted time and 42%of the panel pegged the w

24、aste at 25%.ServiceOps facilitation of team engagement and collaboration can drop straight to the bottom line.Fifty percent of organizations with mature ServiceOps initiatives in place(more than two years)report IT service quality as outstanding,compared to 29%1-2 years and 18%new initiatives.What a

25、re the results when service and operations are effectively unified(ServiceOps)?Governance,risk,compliance|25%36%31%30%30%27%26%21%21%19%Higher productivity and less wasted timeImproved end-user experienceMore efficient cybersecurityFaster time to find and fix problems(MTTR)Ease of team engagement an

26、d collaborationStreamlined processes and workflowsBetter employee moraleDecreased costsMore innovation.6EMA Research Report|ServiceOps 2024:Automation and(gen)AI-powered IT service and operationsProcessIT service managements top goalsThe basic nature of ServiceOps aligns with the top improvements an

27、d goals of IT service:better processes for interaction with other teams and automation of those processes.Those goals also held first ranking last year,although CxOs currently name automated workflows and self-service.EMA research consistently supports the proposition that ServiceOps,or any meaningf

28、ul cross-functional efficiency and collaboration,requires use of unifying platforms.This year,100%of the organizations that have mature ServiceOps initiatives in place also have an enterprise-wide approach to platform use.For the purposes of this survey,“platform”was defined as a group of technologi

29、es(usually software,frequently vendor supplied)that together form a base on which other applications,processes,and technologies can act or interact.The quick and efficient exchange of information that ServiceOps promotes is especially important in the arena of incident response.Although monitoring t

30、ools and proactive systems do a good job of surfacing issues,EMA research regularly finds that reports from users or service desk complaints still account for roughly 30%of incidents.When something goes south,IT service and ITOps work together along with other teams to resolve issues,restore service

31、,and make improvements.Which statement best describes incident tracking in your organization?Incidents can originate from users or monitoring systems,but they are created and tracked primarily throughUse of a platform underlies all advances in cross-functional workflows and automation.When it comes

32、to IT service(ITSM/service desk)what are the top improvement/goals in the next 6 to 18 months?Select two.Non-IT functions,such as HR and finance|29%SRE|23%DevOps|44%Automated cross-departmental workflowsBetter processes for interaction with other teamsNew services for IT and non-IT groupsAutomated t

33、icket triage and routing,problemresolution suggestions and actionsImproved self-serviceBetter change managementCost-cutting34%33%32%30%27%24%20%36%A centralized ITOps or AIOps system or platform2%Decentralized DevOps/SRE:“You build it,you run it”31%Tickets in the service desk or ITSM system31%A mix

34、of ITSM tickets and ITOps logs.7EMA Research Report|ServiceOps 2024:Automation and(gen)AI-powered IT service and operationsProcessITOps top goalsIn 2023,the top ITOps improvements and goals for the next 6-18 months in order were:“reduce major incidents/MTTR,”“reduce costs,”and“faster security respon

35、se.”This year,“increased use of automation,AI,and AIOps”raced to place first in the list of ITOps near-term priorities.This marked elevation of the AI/automation combination reflects several factors,including an increased level of experience with the technologies.EMA research finds that IT automatio

36、n initiatives have a very high success rate and a strong return on investment.Success breeds success and increased adoption.An additional factor this year is the global anticipation of the game-changing potential that GenAI holds for IT.When use of automation and AI is increased,all the other goals

37、are addressed as well.The combination greatly improves both cybersecurity and IT incident responsiveness,increasing the effectiveness of all teams involved and cutting costs in the process.For 78%of the panel,the impact of unplanned work is high or significant:26%report the impact as high(loss of mo

38、re than 25%productivity)and 52%report it as significant(10%-25%loss of productivity).ServiceOps efficiencies cut wasted time and effort,which increases productivity and decreases unplanned work.What are the top ITOps improvements/goals in the next 6 to 18 months?Select two.Increase use of automation

39、,AI,and AIOps|50%Identify and respond to security threats in less time|38%Reduce costs|29%Reduce MTTR/major incidents/outages|24%Observability end-to-end visibility|23%Reduce number of failed changes|19%Consolidate tools|18%.8EMA Research Report|ServiceOps 2024:Automation and(gen)AI-powered IT servi

40、ce and operationsProcessA view from the front lineThe old saying,“The grass is always greener on the other side of the fence”doesnt hold true when it comes to ServiceOps.The question of which team benefits the most from ServiceOps is“both teams benefit equally”according to the majority of respondent

41、s.However,when a difference is noted,it is always in the respondents favor.Service desk agents say that service benefits more than ITOps and engineers say that ITOps gained more from ServiceOps than their colleagues in service.A closer look at the win/win benefits of ServiceOps shows that the top re

42、sult is“increased productivity less wasted work”for both teams.In fact,the only significant difference is in the second-place top benefit.IT service profession-als chose“better service to users faster and more accurate”while respondents from the ITOps side of the house valued the cost-saving ability

43、 to support more users with the same staff level.ServiceOps makes sense to the frontline professionals whose work lives improve with friction-free collaboration.AI-curated information and automated workflows deliver practical advances that make work more productive and enjoyable.These down-to-earth

44、benefits fuel the adoption and expansion of ServiceOps.How does ServiceOps benefit the service desk agent?33%27%25%15%Increased productivity less wasted workBetter service to users faster andmore accurateBetter work environment less stressand friction between teamsCost savings we can support moreuse

45、rs with same staff levelIncreased productivity less wasted workCost savings we can support moreusers with same staff levelBetter work environment less stressand friction between teamsBetter service to users decreased MTTR30%27%23%21%As answered by IT service professionalsAs answered by IT operations

46、 professionals.9EMA Research Report|ServiceOps 2024:Automation and(gen)AI-powered IT service and operationsProcessBeyond IT service and ITOpsAlthough the central focus is on collaboration between IT service and ITOps,the benefits of ServiceOps extend well past those teams.Security and DevOps head a

47、long list of beneficiaries this year as well as in 2023.The efficiencies that smooth the service operations machine extend naturally to other cross-functional efforts.In fact,collaboration tends to become the norm wherever ServiceOps takes root.All major IT activities and responsibilities benefit fr

48、om cross-functional workflows and collaboration,which form the core value proposition of ServiceOps.Security|48%End-user management|38%Lines of business|35%Governance,risk,compliance|32%Product teams|32%Engineering|32%FinOps and cloud|30%Non-IT functions,such as HR and finance|29%SRE|23%DevOps|44%Em

49、ployee productivity|35%Cloud management|34%Cross-functional workflows|31%Incident management/response|30%User experience|29%Security|27%Governance,risk,compliance|25%Which teams other than service and operations benefit from coordination of service and operations?Which areas or use cases benefit mos

50、t from coordination of service and operations?The extensive reach of ServiceOps benefits is evident in the top use cases and areas of benefit.The top areas named are those that are cross-functional by nature.For example,employee productivity is a brew of many factors,as is user experience.Incident r

51、esponse and security tend to be matters that can call all hands on deck,while cloud management is a challenge that doesnt neatly live in only one silo.ServiceOps implementation.11EMA Research Report|ServiceOps 2024:Automation and(gen)AI-powered IT service and operationsAutomation and AI in incident

52、managementServiceOps maturityServiceOps is a relatively young movement.Only 31%of this years panel have implementations that are more than two years old,which is considered“mature”for purposes of analysis.Typical of most IT initiatives,mature ServiceOps implementations return more benefits at a high

53、er level than do those earlier on the path.For instance,50%of the mature ServiceOps group reported IT service quality as“outstanding”compared to 29%in the 1-2 year group and 18%new.Benefits increase with experience.How long has ServiceOps been underway in your organization(either formally or informa

54、lly)?DegreesofunificationIT service and IT operations are different in charters and skillsets.Like flip sides of a coin,their unification does not diminish their distinctives.Top-caliber IT service quality requires both sides to be at their best.By removing obstacles to collaboration,ServiceOps free

55、s each team to focus their energies on their sphere of responsibility.There is no single best way to organize.Responses to the question,“What is the ideal level of ServiceOps unification of service and operations?”ranged between complete separation and merging of the teams,with the middle ground of

56、simplified coordination taking the lead.In reality,most organizations find a mix of elements that work best in their environment.However,in all cases,a critical organizational factor is shared business objectives and key metrics.Teams that have competing or conflicting goals cant effectively partner

57、.So,management and organizational support are as essential to ServiceOps as any technology enablement.31%|More than 2 years53%|1-2 years16%|Less than one year43%Coordinated:simplifiedcoordinationandworkflows36%Merged:shared reporting structure,systems,and business goals18%Separate:differentskillsets

58、andtasksrequire separation.12EMA Research Report|ServiceOps 2024:Automation and(gen)AI-powered IT service and operationsAutomation and AI in incident managementAdoption and expansionServiceOps frequently starts at the grassroots level.Forward-thinking pro-fessionals quickly spot the potential of aut

59、omated workflows and shared knowledge to clear the clutter of conflict.As the benefits of collaboration become clear,senior management support and budget soon follow.There is no shortage of reasons to adopt ServiceOps and expectations are matched or surpassed by results.The tightly grouped list of r

60、easons for adoption is a mix of people-related gains(such as improved user experience,innovation,and better service)and goals that have high business impact,including security,employee productivity,and cost savings.The fact that“fast incident resolution”and“reduce MTTR and incidents”both made it int

61、o the top ten indicates a high-value benefit.When IT service and operations work well together,there is a sharp reduction in the frequency,duration,and impact of disruptions to IT performance and availability.What are the top two reasons your organization adopts ServiceOps?Select two.Once put in pla

62、y,ServiceOps initiatives expand in scope and depth,offering more automations and knowledge sharing to a wider audience.Teams find additional ways to work smarter and better.Not surprisingly,the top reason for increasing collaboration is success.When something works well,smart people find more ways a

63、nd places to use it.Which statement best describes the reason for service and operations to increase collaboration in your organization?The combination of“necessity”and“common sense”makes practicality a prime mover behind expansion,as is C-level,results-driven support.32%30%30%30%27%27%26%24%21%Impr

64、oved user experienceInnovation and agilityBetter serviceSecurity,risk,and governanceEmployee productivityCost savingsFast incident resolutionReduce MTTR and incidentsDrive more revenue33%Success weve had good results,so we keep expanding collaboration20%Common sense collaboration is a natural result

65、 ofworkflowautomation capabilities27%Senior management C-level is driving collaboration for efficiencyandcost-cutting20%Necessity the volume of work is impossible to handle without collaboration.13EMA Research Report|ServiceOps 2024:Automation and(gen)AI-powered IT service and operationsAutomation a

66、nd AI in incident managementObstacles and accommodationsAs with any major initiative or change,ServiceOps faces some challenges.Many of the challenges are those commonly cited as impediments to high-quality IT services in general,especially“data access and accuracy,”“legacy systems,”and“resources(bu

67、dget and headcount).”In practice,ServiceOps doesnt require much in the way of additional resources.It maximizes employee productivity,making it possible to do more with the same headcount by leveraging investments in automation,AI,and knowledge technology.Obstacles that do legitimately belong to Ser

68、viceOps are those that directly impact the ability of teams to productively collaborate.It is difficult to coordinate activities and impossible to automate workflows in the absence of standardized processes.A sure way to defeat cooperative efforts is to hand teams competing goals and priorities.A lo

69、ok at obstacles by ServiceOps maturity level underscores the importance of organizational issues.For mature ServiceOps initiatives(more than two years in place),“competing goals and priorities”comes second after“legacy systems.”It lands sixth on the list of obstacles for younger implementations in t

70、he 1-2 year range.This difference is because new initiatives are not far enough along to experience the corrosive effect of competing goals and priorities.Organizations just embarking on ServiceOps run headlong into“lack of stan-dardized processes”as their top obstacle.ServiceOps is a low-cost/high-

71、value proposition,but it is not effortless.The research panel named the top changes that are most important to ServiceOps effectiveness.In rank order,they are:Workflows to bridge dev,ITOps,and ITSM teams More real-time context discovery/dependency mapping,IT asset management,and CMDB Inclusion of cl

72、oud management capabilities End-end visibility of application performance Organizational changes to facilitate collaboration Observability of infrastructure end-endWhat are the top obstacles to ServiceOps?31%30%28%27%27%26%24%19%18%13%Data access and accuracyResources(budget and headcount)Legacy sys

73、temsTechnologyLack of standardized processesCompeting goals and prioritiesLack of experience and skillsPolitics/internal conflictSiloed/unrelated systems and toolsNo organizational structure .14EMA Research Report|ServiceOps 2024:Automation and(gen)AI-powered IT service and operationsAutomation and

74、AI in incident managementEnabling factors and technologiesServiceOps is a classic hybrid of people,processes,and technology.It is not a simple case of throwing technology at a problem.It requires frontline cooper-ation and shared capabilities,as well as organizational backing to support and promote

75、collaboration.The factors that are most important to unifying service and operations are identified as:IT service and ITOps need shared workflow processes,data,and objectives to effectively collaborate.The absence of any element introduces gaps,duplica-tion of effort,delay,and even potential conflic

76、t.Establishing the human side of the equation kickstarts ServiceOps effectiveness,but technologies turbocharge the efforts.Workflow automation heads the list of essential technologies,followed closely by a platform for enterprise-wide visibility and action.Together,these two technologies form the es

77、sential backbone of ServiceOps.Which technologies are most important to unify service and operations?Its interesting that“AI/ML/analytics and AIOps,”which is in a tie for third rank with“shared knowledge workspace,”made a substantial gain from the 2023 list.In 2023 it barely made the list,coming in

78、last with a 27%mention.Clearly,AI has captured a healthy chunk of IT mindshare on the wave of GenAI interest,as well as increased experience with the combination of AI and automation.49%45%38%38%34%33%32%32%Workflow automationA platform for enterprise-widevisibility and actionAI/ML/analytics,AIOpsSh

79、ared knowledge workspaceBusiness context:discovery andservice mappingSelf-service options to offloadroutine tasksAutomation for unattended actionCommon data model 56%Cross-functional processes and workflows50%Shared objectives and metrics 53%Shared and accessible data 51%Organization and management

80、support Automation,AI,and GenAI.16EMA Research Report|ServiceOps 2024:Automation and(gen)AI-powered IT service and operationsConcluding thoughtsAutomationIn order to participate in this research,panelists were required to have automation as an organizational priority at some level.It is reasonable t

81、o assume,and proved true,that forward-thinking organizations adopting ServiceOps would also be invested in IT automation.This prerequisite arguably makes the research panel somewhat more sophisticated than a random average mix would be.Automation is:A high-priority,mandated by the C-suite for 63%of

82、the respondents Departmental for 29%Increasingly important,but early,for 8%However,there is a huge disparity in the degree of automation in play.Participants were asked about the percentage of IT tasks that use automation(not tasks that are completely automated).Answers ranged from 10%to almost 100%

83、.The exact percentages matter less than the degree of difference.Looked at another way,this range is either a competitive advantage or disadvantage depending on which side of the automation equation an organization lands.What percentage of IT tasks do you estimate USE automation in your IT organizat

84、ion?The question,“Whats preventing your organization from adopting automation more broadly?”put“technical complexity”as the top reason overall.In segmented analysis,IT service respondents put“cost”first,while ITOps folks top-ranked“legacy systems.”Technical complexity was second choice for both grou

85、ps.Mature ServiceOps respondents were most likely to answer“difficulty inte-grating with other solutions and tools,”as well as“weve automated as much as possible already.”These answers make sense together because mature imple-mentations further ahead in automation encounter obstacles that are less o

86、bvious to those who are early on the path.0.7%3.9%13.7%19.5%18.6%16.4%14.0%6.5%4.3%2.4%Less than 10%of tasks use automation10-20%21-30%31-40%41-50%51-60%61-70%71-80%81-90%Almost every task uses automation35%31%30%29%28%25%24%22%21.%19%18%Technical complexityLegacy systemsCostData accuracy and access

87、ibilityDifficulty integrating with other solutionsand toolsConflict within ITCloudLack of technical talentWeve automated as much as possiblealreadyUncoordinated and poorly documentedprocessesFear/distrust of automation.17EMA Research Report|ServiceOps 2024:Automation and(gen)AI-powered IT service an

88、d operationsConcluding thoughtsArtificialIntelligence(AI)1 Note:Artificial intelligence(AI),machine learning(ML),and analysis,although distinct types of insight,are often combined conversationally into a loose AI category.Until the topic turned specifically to generative AI(GenAI),this research did

89、not delineate between the capabilities.It is clear that AI1 exerts a powerful influence on the capabilities,strategy,and planning of IT.However,its use is generally less advanced than automation.Asked to characterize the current use of AI/ML and analytics in IT,the panel responses were fairly evenly

90、 distributed:Only 2%of the respondents marked the topic as not applicable.AI use is at the mature level for 46%of mature ServiceOps initiatives compared to 30%of early initiatives and 26%new.Overall,organizations that actively pursue a ServiceOps strategy tend to be ahead of the curve in adoption of

91、 technologies and techniques that increase human effectiveness and efficiency.The proactive ability to respond to incidents before they impact users tops the AI wish list.However,when asked,“How is predictive AI insight used for proactive action in your organization?”only 31%of respondents answered,

92、“Predictive insights trigger automated proactive actions.”More answers involved humans:“Proactive actions are taken only with human oversight”(27%)and“Predictive insights are used to increase human effectiveness”(35%).Although AI and automation have an explosive multiplier effect when used together,

93、EMA research consistently shows that people prefer both with a human touch.This is especially true when organizations are early in their AI and automaton experience.Although on the rise,the willingness to use unattended automation for anything beyond proven,well-understood matters is still early.If

94、AI could do one thing really well,what would have the biggest positive impact?The top ways that IT service and ITOps collaborate using AI and automation are:ITAM,GRC,incident response,collaboration/communication,security,and cross-functional workflows.Only three percentage points separate the uses.S

95、erviceOps thrives using both automation and AI.Proactively respond to incidents before the impact users|26%Easy and seamless team communication and collaboration|24%Have accurate business context and dependencies in real time|23%Fast/accurate root cause suggestions|17%Reduce MTTR|10%34%Mature use of

96、 AI is strategic,well-established,and highly effective33%Early use of AI is strategic and increasingly common,but still relatively early31%Departmental differentfunctionsandtools use AI,but there is no unifiedplan.18EMA Research Report|ServiceOps 2024:Automation and(gen)AI-powered IT service and ope

97、rationsConcluding thoughtsGenerative AI(GenAI)AdoptionChatGPT vaulted into headlines worldwide,aiming a powerful spotlight on generative AI.Its potential galvanized IT vendors and practitioners into action.This years research panel is no exception.Asked,“Theres been a lot of excitement and talk abou

98、t generative AI(GenAI)and ChatGPT.Where does it stand in your IT organization?”most answers ranged across investi-gation,trial,and production in almost equal measure.It should be noted that the survey didnt define the meaning of“in production.”It could cover everything from an engineer having ChatGP

99、T spin up a script that gets used in production to a full-fledged,vendor-supported offering.This topic will be explored in next years research,but for now,it is safe to say that energy,interest,and investments are aimed at adoption.How quickly do participants envision GenAI becoming mainstream?EMA a

100、sked,“What is a realistic timeframe for GenAI to become mainstream in production for incident response in your organization?”specifying incident management to anchor answers in a concrete and universal use case.The timeframes spanned from an eager 19%who anticipate a window of a few months to a skit

101、tish 9%who are looking more than two years out.The majority of participants(67%)see a year to eighteen months as a realistic timeframe.They plan to rely heavily on vendor support.What role do you see AI and GenAI having in ServiceOps(collaboration between IT service and operations)in your organizati

102、on in the next 6-18 months?30%28%22%20%It will have very high adoption,greatlyincreasing the efficiency of both teamsIt will be rolled out in phases as we gainexperience and trustWe will be very cautious if we use it at allDiffering teams will adopt it accordingto their needs31%We are in the researc

103、h phase,exploring its practicality and use cases12%We have no plans to use GenAI29%We have one or more proof of concept(PoC)pilots underway28%Its in production now and were planning to expand its use.19EMA Research Report|ServiceOps 2024:Automation and(gen)AI-powered IT service and operationsConclud

104、ing thoughtsUse cases and valuePanelists had no difficulty identifying use cases for GenAI.In fact,only nine percentage points separate the top response(real-time assistance to service desk agents)from the last(alert triage and consolidation)to make the tightly grouped most-likely list.Which areas a

105、re the most likely candidates for GenAI adoption in your organization?Real-time assistance to service desk agents Knowledgebase generation and upkeep Service desk routine requests and problems Business context service/dependency mapping Incident response analysis Cross-functional/team collaboration

106、and communication Predictive/proactive advice Root cause analysis Personalized dashboards generated for individual interests Change impact analysis Post-incident closure and reporting Alert triage and consolidation Its interesting to note that the top-of-mind GenAI use cases are almost all ones that

107、 already benefit from use of automation and AI.EMA anticipates that experience will increasingly lead IT practitioners to expand the universe of the possible to underserved processes and use cases,such as team identification/engagement and post-incident closure/analysis.If GenAI can accurately autom

108、ate or transform a function,which capabilities would have the most value to your organization?The revolutionary potential of GenAI will be realized when IT practitioners move beyond doing common things better to doing new things that make the formerly impossible easy.46%41%40%40%36%35%34%29%Real-tim

109、e identification of business context,dependencies,and impactIdentification and engagement of peopleand resources needed for actionKnowledgebase article creation withongoing updatesImmediate and accurate triage and routingof ticketsSummarization of issue,case,and incidentRecommendations for agents th

110、at areuseful and accurateVirtual agent or assistant that end userslike and usePost-incident resolution notes.20EMA Research Report|ServiceOps 2024:Automation and(gen)AI-powered IT service and operationsConcluding thoughtsPractical potential To gauge the expectation level for GenAI,EMA posed some hyp

111、othetical,but very realistic,use cases to the panel.Here are two examples one each from IT service and ITOps.If knowledgebase articles could be automatically and accurately generated/updated and easily searched with normal,everyday language,what percentage of incidents,tickets,and cases might be def

112、lected?Knowledgebases are not new to either IT service or AI often with mixed results.The gamechanger of GenAI is the combination of accuracy,automation,and accessibility.When presented with the possibility of that com-bination,82%of panelists see a very large deflection of incidents,tickets,and cas

113、es 50%or more a major boost in productivity and user experience.GenAI also holds the potential to slash MTTR by intelligently automating essential incident response processes.The time cuts in summarization and team engagement hold especially high potential benefits because they are time-consuming ac

114、tivities that are big contributors to MTTR.They are also among the least automated and underserved phases.The research participants recognize the potential,with 58%seeing a 50%or greater reduction in MTTR as a realistic outcome.What would be the result if it only took seconds to do all of the follow

115、ing:automatically generate an accurate alert/incident summarization,identify possible/likely root cause,and identify/engage the correct responders/teams?11%35%36%16%2%75%or moreMore than halfAround 50%10-25%Up to 10%12%46%27%9%A 75%reduction in MTTR(or more)Around a 50%reduction in MTTRAt least a 25

116、%reduction in MTTRDifficult to quantify,but it would slash MTTRA marginal improvementNot sure3%3%.21EMA Research Report|ServiceOps 2024:Automation and(gen)AI-powered IT service and operationsConcluding thoughtsChallenges and concernsGiven the publicity,it would be natural to expect the biggest obsta

117、cle to GenAIs adoption to be fear,newness,and its propensity to hallucinate.Those issues matter,but they arent the main problem.“Regulation,data privacy,and compliance issues”and“security concerns”tie as the primary reasons to delay implementation of GenAI.That ranking is not unique to this panel.It

118、 is consistent with recent EMA research initiatives over numerous IT practice areas.Afterall,IT practitioners have experience in overcoming newness and the fear that accompanies it,whereas GRC and security are complex and moving targets that carry high import.What is the main reason your organizatio

119、n might delay implementing GenAI or ChatGPT?The biggest challenges to GenAI adoption parallel the concerns.IT organiza-tions will be challenged to keep human pace with the disruptive capabilities of this technology.Policies,procedures,and the experience necessary to effec-tively and securely interwe

120、ave the human and machine sides of this equation will take center stage for the foreseeable future.What do you think will be the biggest challenge to GenAI adoption in your organization in the next 6-18 months?18%18%17%14%12%12%9%Regulation,data privacy,and compliance issuesSecurity concernsCostMana

121、gement supportNewness and unproven value/fearSkillsWrong information/hallucinations26%22%20%16%16%Developing organization-wide policies and guardrails forcompliance and data securityEstablishing clear roles and responsibilities for introducinginto productionEffectively layering humans,systems,and pr

122、ocessesResources budget and skillsOvercoming mistrust and fearUltimately,challenges to GenAI adoption can be summed up in the overarching need to effectively layer humans,systems,policies,and processes.Meeting that challenge will require the type of seamless,cross-functional collaboration that Servi

123、ceOps enables and promotes.Concluding thoughts.23EMA Research Report|ServiceOps 2024:Automation and(gen)AI-powered IT service and operationsConcluding thoughtsServiceOps progression from grassroots to mainstream was almost guaranteed from the start.It is practical.It makes sense to the people who do

124、 the work because it makes their work lives more effective and enjoyable.It runs on technology tracks already laid down,leveraging investments in workflow automation,AIOps,and evolving combinations of automation,AI,and GenAI.It returns high-impact benefits that map to C-level objectives.There is no

125、downside.However,there are challenges.Most of them are the same as those that challenge high-quality IT service in general.The ones that are specific to ServiceOps are organizational,such as competing objectives,priorities,and metrics,as well as lack of standardized processes.Grassroots efforts can

126、ameliorate some of these obstacles,but they cant eliminate them.Ultimately,senior management must throw its collective weight into clearing the people paths and funding the technologies that drive collaborative excellence.Organizations that actively adopt and endorse ServiceOps refuse to be con-stra

127、ined by organizational structures and strictures developed in times past.They reject self-inflicted losses caused by unnecessary friction,conflicts,gaps,and oversights.They position themselves to effectively incorporate advances such as GenAI into everyday work as soon as the advances become practic

128、al.Theyre just more effective at execution with the added bonus that they offer more productive and enjoyable work environments.ServiceOps can serve as a conceptual framework to harness and direct enterprise initiatives and investments that reach far past the IT service/IT operations starting point.

129、The concept gives direction and structure to the current drive toward cross-functional workflows and automation.The findings in this annual research can be used to give shape and substance to ServiceOps initiatives,validating them as essential elements of modern business.ServiceOps elevates casual c

130、ooperation to business-impacting collaboration that is intentional with results that are quantifiable.EMA Research Report|ServiceOps 2024:Automation and(gen)AI-powered IT service and operationsAbout Enterprise Management Associates,Inc.Foundedin1996,EnterpriseManagementAssociates(EMA)isaleadingITana

131、lystresearchfirmthatspecializesingoing“beyondthesurface”toprovidedeepinsightacross the full spectrum of IT management technologies.EMA analysts leverage a unique combination of practical experience,insight into industry best practices,and in-depth knowledge of current and planned vendor solutions to

132、 help its clients achieve their goals.Learn more about EMA research,analysis,and consulting services at or follow EMA on X or LinkedIn.This report,in whole or in part,may not be duplicated,reproduced,stored in a retrieval system or retransmitted without prior written permission of Enterprise Managem

133、ent Associates,Inc.All opinions and estimates herein constitute our judgement as of this date and are subject to change without notice.Product names mentioned herein may be trademarks and/or registered trademarks of their respective companies.“EMA”and“Enterprise Management Associates”are trademarks

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