Adopting centralized systems also allowed Mary Kay’s Dallas headquarters to become an IT service organization for its five regional offices and some international offices, many of which lack internal IT personnel.
Moore says the biggest hurdles have been overcoming users’ resistance to change, educating them about ITIL best practices, and convincing IT personnel that they’re more than mere order takers for the rest of the organization. The company had to sell them on the benefits of standardization — such as the ability to prioritize service requests and free up IT from day-to-day operations for work that’s both more interesting and more vital to the company’s bottom line.
“In the past, IT was viewed as the guys in the basement that you have to deal with,” he says. “Now we’re reaching out and providing better solutions to the business. We used to think like we’re a mom-and-pop shop; now we’re thinking like a global shop. IT had to turn the corner on that mentality, and through consolidation, education, and standardization, we did.”