How an ITIL Assessment Transformed My Approach to Work Management

From Fear to Framework

I remember when I first took the ITIL Foundations course: I did it because it was a requirement for a job, not because I truly understood the impact it could have. Back then, if you’d asked me to bring in an auditor or do a formal maturity assessment on my team, I would have run in the other direction. The idea of airing our “dirty laundry” and exposing how immature some of our processes were sounded terrifying.

Why My Perspective Changed

Over time, though, I realized ITIL isn’t something you just ‘turn on’ like installing a piece of software. It’s a continual improvement journey. Trying to drop it in all at once and expect overnight success led me (and my team) straight to firefighting mode, which never seemed to end.

I also learned that being honest about where we stood—even if it meant revealing some messy processes—was the only real way to move forward. Eventually, I embraced the value of having an objective, data-driven assessment. It sets a baseline, highlights strengths and weaknesses, and gives leadership something tangible to get behind.

The Value of an ITIL Assessment

When I finally agreed to bring in an external auditor to benchmark our ITIL maturity, it was both nerve-wracking and enlightening. We uncovered a lot of gaps we already suspected were there but hadn’t been able to quantify; we also found we were actually stronger in other areas than we thought. Once those gaps were documented, I could present the findings to my leadership team with a clear roadmap:

1. Short-Term Wins: Fix the top few glaring issues in incident management or request fulfilment.

2. Longer-Term Goals: Establish more structured processes for change enablement, release management, etc.

3. Cultural Shift: Move the team toward a continual improvement mindset, rather than just “completing a project.”

This objective report gave me the leverage I needed to push for the right tools, training, and process changes. It wasn’t a blame game; it was proof that we needed to invest in better solutions if we wanted to reduce downtime and customer complaints and recognition of the hard work we had already implemented.

Overcoming Common Misconceptions

Misconception #1: ITIL is a Plug-and-Play Solution
Some leaders think ITIL is like a boxed product you install. I learned to remind them that ITIL is a set of best practices, not an out-of-the-box tool. We have to adapt it to our specific business environment and goals.

Misconception #2: A One-Time Investment is Enough
I used to think if I just set up a few core processes, I’d be done. In reality, ITIL is all about continuous improvement. We revisit and refine processes based on feedback and metrics. Once you stop paying attention, you’ll slip back into firefighting.

Misconception #3: Assessment = ‘Gotcha!’
I was afraid assessments would expose my team’s weaknesses. But the real power of an assessment is that it gives you a baseline. Then you can plan improvements that are realistic for your culture and bandwidth. It’s not about finding fault—it’s about moving forward.

Aligning With Leadership Priorities

When I talk to executives or line managers, I translate ITIL concepts into business outcomes: reduced downtime, faster ticket resolution, better user satisfaction, clearer accountability. Once they see how these improvements influence the bottom line, they start to care less about the jargon and more about the results.

Embracing Continual Improvement

After living through these transformations multiple times (and a few versions of ITIL), I’ve learned that small, consistent improvements build a stronger foundation than any single big push. Whenever I start at a new organization or tackle a new project, I use the same approach:

1. Run a quick assessment—internal or external—to identify our maturity level.

2. Prioritize improvements based on impact and feasibility.

3. Communicate successes to keep the momentum going.

4. Reassess periodically to stay on track.

This approach allows me to show both quick wins (for immediate stakeholder satisfaction) and lay out a long-term strategy (for sustained growth and maturity).

Final Thoughts

Looking back, I’m glad I shifted my perspective on ITIL. Going from someone who “just took the Foundations course” to someone who actively uses it to improve processes has been a game-changer. Yes, it’s scary at first to face an honest assessment of how your team is really operating. But in the end, having that clarity helps you secure buy-in, budget, and support from leadership—because now you’ve got a roadmap backed by actual data and a clear vision of what success looks like.

So if you’re also feeling like you’re stuck in firefighting mode, consider leaning into that ITIL maturity assessment (or any other structured evaluation). It may feel risky at first, but from my experience, it’s the foundation for real, meaningful change—and it’s definitely not a one-and-done exercise. ITIL is a journey, and the sooner you embrace that, the sooner you’ll start moving your team and organization to a place where you’re focused on strategic improvements instead of just constant triage.