Beyond20’s ITIL 4 Foundation training course will introduce you to ITIL 4, the ultimate framework for IT best practice. To earn your ITIL 4 Certification, join us for next-gen virtual training and pass your ITIL 4 Certification exam with flying colors. Guaranteed. Along the way, our world-class experts will help you understand key ITIL 4 structures, practices, and terminology while providing a practical, holistic view of service management. White-glove service included.
The ITIL Foundation certificate is awarded after a participant’s successful completion of the ITIL Foundation certification exam. This ITIL certification can help start your career on the path to becoming an ITIL Managing Professional (ITIL MP) or an ITIL Strategic Leader (ITIL SL) which in turn lays the foundations for aspiring ITIL masters.
Our online ITIL 4 Foundation training course enables you to optimize the creation, delivery, and continual improvement of products and services. Address service management challenges and leverage the power of modern technology with ITIL 4. Oh, and earn your ITIL 4 Foundation certification — guaranteed.
The ITIL framework offers more than a basic understanding of strategic service relationships in the information technology infrastructure library. Organizations that have adopted ITIL practices often employ ITIL strategic leader designation, or ITIL Managing Professionals which the ITIL Foundation course will set you on the path to achieve.
Beyond20 is one of Axelos’ accredited training organizations. Throughout this ITIL certification training, future ITIL professionals will start their journey to becoming an ITIL master. Beyond20’s ITIL certified professionals instructor will teach you ITIL best practices, service management key concepts, management techniques, and the essential skills you’ll need to become an ITIL specialist.
Key Features of ITIL Training Exam-Pass Guarantee
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2 Days of Virtual Training
Exam Voucher Included
Award-Winning Instructors
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UPCOMING ITIL 4 COURSES
Early Registration: 9+ Weeks Prior to Start Date
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Late Registration: Fewer than 2 Weeks Prior to Start Date
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ITIL® 4 Foundation Training and Certification
Live Virtual Class
July 5 - July 6, 2022 . 2 days 10:00 am - 5:00 pm
$1295
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ITIL® 4 Foundation Training and Certification
Live Virtual Class
July 18 - July 19, 2022 . 2 days 10:00 am - 5:00 pm
$1195
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ITIL® 4 Foundation Training and Certification
Live Virtual Class
August 1 - August 2, 2022 . 2 days 10:00 am - 5:00 pm
$1195
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Our ITIL 4 Instructors
David Crouch
An IT professional with over two decades of experience in management, digital strategy, and program/project leadership, David Crouch holds a Master of Science in Information Technology Systems and an MBA from The Johns Hopkins University. In addition to being a published author and adjunct professor, David serves on the boards of numerous nonprofit organizations, helping them to apply digital business skills to do more good in a better way. David is also one of the authors of the official AXELOS publication "ITIL 4 Leader: Digital and IT Strategy." Bonus: He is the best-dressed ITIL instructor you’ll ever meet.
Kevin Jones
With over 25 years of expertise as an IT architect, consultant, speaker, and trainer, Kevin has created a pioneering career reflecting strong leadership in IT Service Management, IT Business Management, and Organizational Change Management. Utilizing both ITIL and ISO/IEC 20000 guidance, he has spearheaded business and IT re-engineering engagements across industries to improve workflows based on financial impact analysis. Kevin holds a Masters of International Management from Arizona State University and is adept at technical training/course development.
Erika Flora
After starting her career as a microbiologist, Erika became a program manager and discovered a passion for improving how organizations manage workflows and deliver great products and services. In 2006, she co-founded Beyond20. A Master ITIL instructor and accredited Course Conductor Trusted Trainer, Erika has been teaching ITIL courses for over 13 years. She has more than 15 years of experience in IT and enterprise project management, served as an adjunct professor at San Diego State, and is a prolific writer and speaker. Erika was also the lead editor of the official AXELOS publication "ITIL 4 Leader: Digital and IT Strategy."
"I liked that the training was dynamic – that it went beyond lectures to include hands-on activities and group work to solidify the information our employees received. The best thing about this whole experience has been how the training has transformed us as a company, and we’re still going through that transformation. If I had to rate the experience of working with Beyond20, I’d give them an 11 out of 10. They were invested in our business and what we were trying to do right from the start – and we’ve had great success as a result."
Debbie L., Director of HR
“It was huge for Board of Pensions (BOP) to start speaking the same language, have a common understanding, be equipped to drive culture change, and change everyone’s thinking. Now, the team is creating something together."
Nick , Assistant Director, Service Desk
"Beyond20’s exam pass guarantee certainly appealed to us, but the key was that Beyond20 could deliver a class where our team could see how ITIL works in practice, apply those principles and processes to what we do every day, and achieve immediate results. They’re very reliable in what they deliver. Whatever we’re going to do, we turn to Beyond20 first."
Sal M., IS Services Manager
"One important factor that makes Beyond20 a great organization is that the instructors work as consultants to organizations both in the private and public sector. The instructors have an excellent command of the material and have real-world experience with designing and implementing these principles. With their background, they can adapt discussion to a particular client and help students understand concepts based on how they fit into their organizations.”
Lucinda F., Manager, IT Field Operations
"The instructor knew his stuff! The materials were well designed and the course was well paced and very appropriate for our group."
Released in February of 2019, the course is an introduction to ITIL 4 that will enable you to look at IT service management through a BRAND NEW end-to-end operating model for the creation, delivery and continual improvement of tech-enabled products and services.
While ITIL 4 course content retains many of the core elements of ITIL v3, and much of the existing guidance will be recognizable in parts of ITIL 4, there are no direct like-for-like modules between the two certification schemes. It’s an update or enhancement of ITIL v3 – not a replacement.
If you’re ITIL v3 certified, we recommend that you take ITIL 4 Foundation in order to be able to transition to the new scheme. There’s a lot of new material that will prepare you to take on emerging challenges and trends in the industry.
You also have the option of obtaining 17 credits from the ITIL v3 scheme, which would make you eligible to take the ITIL Managing Professional transition module to migrate to ITIL 4 scheme.
ITIL v3 is as relevant as ever and remains in demand around the globe. It continues to support organizations and individuals to gain optimal value from IT and digital services. ITIL 4 retains many of the core elements of the good IT service management that continues to give value to millions of people and businesses around the world. The two modules are valuable, but different.
All ITIL certifications remain valid and will continue to be recognized as valuable certifications globally. All credits gained can help you continue your ITIL journey in the new certification scheme.
Since it’s so much different, there isn’t a transition module at the Foundation level. However, if they’re ITIL Expert certified, IT professionals will have the option to bridge to the new ITIL 4 Managing Professional certification in late 2019 (more details on that to come).
You don’t have to wait! A combination of ITIL 4 Foundation and 15 ITIL v3 Intermediate credits will make you eligible to sit for the ITIL 4 Managing Professional (MP) Transition course. Pass that exam and you’ll be an ITIL Expert!
Two days. You’ll take the ITIL certification exam at the end of the second day. Rather than self paced learning, we offer structured ITIL courses that enables candidates to earn their ITIL 4 Foundation Certification guaranteed.
Good question. Usually, our ITIL 4 Foundation classes are two full days, from 9:00am – 5:00pm. Sometimes, however, we offer the same material over the course of four half days, from 1:00pm – 5:00pm. Same material, same total hours, just conducted across four days for those who only have half-day availability.
A few days before class, you will receive an email with details on how to access our virtual training room, and physical courseware will be delivered to your shipping address.
Our virtual classes are instructed in a way that mirrors the learning experience you would get from an in-person course. That way, students remain fully engaged and the information sticks! Our virtual training courses are packed with interactive whiteboards, breakout rooms, virtual sticky note walls, and more to help ensure you learn essential skills and succeed on the exam.
All course materials for current ITIL processes – a course workbook, exercises, case study, practice questions, and the certification exam – are included.
We guarantee that all of our students will pass the exam – over 98% of our students pass on the first attempt. However, should you need to retake the exam, we will assist you in preparation and set up the retake at no additional cost. You can always attend the course again at no cost, although in most cases this isn’t necessary.
The exam can be taken anywhere that is private and quiet (Note: You will be required to show the proctor your environment via webcam before starting). At minimum, you will need a computer connected to the internet, a webcam, and a mic. On the second day of class, you will receive a unique exam voucher that is valid for 2 weeks.
And of course, we have a pass guarantee for our virtual courses as well. If you happen to fail the exam, you will automatically receive notification from PeopleCert with instructions on how to schedule you’re retake.
We understand that your goal is to learn effectively and get certified in one shot. After all, certification training can be a substantial investment. As such, it’s critical to us that you learn from someone who will help you retain key concepts and get you across the finish line efficiently.
But at the same time, who wants to take a boring class? If we’re going to spend a lot of time looking at screens, the material should at least be engaging. That’s why we’re hyper-focused on bringing variety to your virtual training experience. People learn differently, so we use several methods to teach concepts throughout the day.
White Glove Service
We all know that bad customer service is one of the most frustrating things there is. That’s why we’ve endeavored to create the kind of training experience that we would want for ourselves.
We're a US-based organization with offices in DC, Phoenix, and San Diego. Come through! Otherwise, we'll be happy to meet you virtually.
Rest assured: At Beyond20, our instructors are some of the world’s best. Not only do our full-time, in-house training staff have decades of experience in the field, but in many cases, we are the official authors of authoritative publications (e.g., ITIL). Working with Beyond20 means learning from the top subject matter experts out there. It means training and taking your exams with confidence.
Next-Gen Virtual Training
Depending on the course, this can include interactive whiteboards, breakout rooms, virtual sticky note walls, and more. We take this approach not only because it's more fun than simply memorizing terms, but because it works.
From the instant that you first reach out to us with a quick question, to that glorious moment when you learn you’ve earned the certification, our job is to make sure that every interaction you have with us is a positive one. If you look at our hundreds of Google-verified reviews, you’ll see that we take it seriously! Beyond20 is not a risky choice.
If you're PMP-certified, our courses will earn you PDUs!
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ITIL® 4 Passport
This ITIL 4 training bundle includes everything you need to become an ITIL 4 Managing Professional. Books, training courses, exams, and exam pass guarantees - all at 25% off.
This interactive, one-day simulation is a high-impact, energetic way to accelerate understanding and acceptance of ITSM and ITIL best practice in your organization.
The practice of protecting an organization by understanding and managing risks to the confidentiality, integrity, and availability of information. The required security is established by means of policies, processes, behaviors, risk management, and controls, which must maintain a balance between Prevention – Ensuring that security incidents don’t occur, Detection – Rapidly and reliably detecting incidents that can’t be prevented, and Correction – Recovering from incidents after they are detected. It is also important to achieve a balance between protecting the organization from harm and allowing it to innovate. Information security controls that are too restrictive may do more harm than good or may be circumvented by people trying to do work more easily. Information security controls should consider all aspects of the organization and align with its risk appetite.
Capacity and Performance Management
The practice of ensuring that services achieve agreed and expected performance levels, satisfying current and future demand in a cost-effective way.
Release Management
This practice is focused on making new and changed services and features available for use. A release may comprise many different infrastructure and application components that work together to deliver new or changed functionality. It may also include documentation, training (for users or IT staff), updated processes or tools, and any other components that are required. Each component of a release may be developed by the service provider or procured from a third party and integrated by the service provider. Releases can range in size from the very small, involving just one minor changed feature, to the very large, involving many components that deliver a completely new service. In either case, a release plan will specify the exact combination of new and changed components to be made available, and the timing for their release. A release schedule is used to document the timing for releases. This schedule should be negotiated and agreed with customers and other stakeholders. A release post-implementation review enables learning and improvement and helps to ensure that customers are satisfied. In some environments, almost all the release management work takes place before deployment, with plans in place as to exactly which components will be deployed in a release. The deployment then makes the new functionality available. The ITIL v3 process named Release and Deployment Management was separated into two ITIL 4 Practices – Release Management and Deployment Management, which will be detailed further below.
Service Design
The practice of designing products and services that are fit for purpose, fit for use, and that can be delivered by the organization and its ecosystem.
Project Management
The practice of ensuring that all an organization’s projects are successfully delivered.
Workforce and Talent Management
The practice of ensuring that an organization’s employees are in the correct roles to support its business objectives.
Supplier Management
The practice of ensuring that an organization’s suppliers and their performance levels are managed appropriately to support the provision of seamless quality products and services.
Strategy Management
The practice of formulating the goals of an organization and adopting the courses of action and allocation of resources necessary for achieving those goals.
Service Validation and Testing
The practice of ensuring that new or changed products and services meet defined requirements.
Service Request Management
The practice of supporting the agreed quality of a service by handling all pre-defined, user-initiated service requests in an effective and user-friendly manner.
Service Level Management
The practice of setting clear business-based targets for service performance so that the delivery of a service can be properly assessed, monitored, and managed against these targets.
Service Financial Management
The practice of supporting an organization’s strategies and plans for service management by ensuring that the organization’s financial resources and investments are being used effectively.
Service Desk
The practice of capturing demand for incident resolution and service requests.
Service Continuity Management
The practice of ensuring that service availability and performance are maintained at a sufficient level in case of a disaster.
Service Configuration Management
The practice of ensuring that accurate and reliable information about the configuration of services, and the configuration items that support them, is available when and where needed.
Service Catalog Management
The practice of providing a single source of consistent information on all services and service offerings and ensuring that it is available to the relevant audience.
Risk Management
The practice of ensuring that an organization understands and effectively handles risks.
Problem Management
The practice of reducing the likelihood and impact of incidents by identifying actual and potential causes of incidents and managing workarounds and known errors.
Portfolio Management
The practice of ensuring that an organization has the right mix of programs, projects, products, and services to execute its strategy within its funding and resource constraints.
Organizational Change Management
The practice of ensuring that changes in an organization are smoothly and successfully implemented and that lasting benefits are achieved by managing the human aspects of the changes.
Monitoring and Event Management
The practice of systematically observing services and service components and recording and reporting selected changes of state identified as events.
Measurement and Reporting
The practice of supporting good decision-making and continual improvement by decreasing levels of uncertainty.
Knowledge Management
The practice of maintaining and improving the effective, efficient, and convenient use of information and knowledge across an organization.
IT Asset Management
The practice of planning and managing the full lifecycle of all IT assets.
Continual Improvement
The practice of aligning an organization’s practices and services with changing business needs through the ongoing identification and improvement of all elements involved in the effective management of products and services.
Software Development and Management
The practice of ensuring that applications meet stakeholder needs in terms of functionality, reliability, maintainability, compliance, and auditability.
Change Enablement
The practice of ensuring that risks are properly assessed, authorizing changes to proceed and managing a change schedule in order to maximize the number of successful service and product changes.
Infrastructure and Platform Management
The practice of overseeing the infrastructure and platforms used by an organization. This enables the monitoring of technology solutions available, including solutions from third parties.
Business Analysis
The practice of analyzing a business or some element of a business, defining its needs and recommending solutions to address these needs and/or solve a business problem, and create value for stakeholders.
Availability Management
The practice of ensuring that services deliver agreed levels of availability to meet the needs of customers and users.
Architecture Management
The practice of providing an understanding of all the different elements that make up an organization and how those elements relate to one another.
Continual Improvement
This practice is concerned with aligning an organization’s practices and services with changing business needs through the ongoing identification and improvement of services, service components, practices, or any element involved in the efficient and effective management of products and services. Included in the scope of the continual improvement practice is the development of improvement-related methods and techniques along with a continual improvement culture and mindset across the organization, in alignment with the organization’s overall strategy. The commitment to and practice of continual improvement must be embedded into every fiber of the organization. If it is not, there is a real risk that daily operational concerns and major project work will eclipse continual improvement efforts. The continual improvement practice also includes an update of the CSI model covered as part of ITIL v3 (see diagram below).
Deployment Management
The purpose of this practice is to move new or changed hardware, software, documentation, processes, or any other component to live environments. Deployment management works closely with release management and change control, but it is a separate practice. In some organizations, the term ‘provisioning’ is used to describe the deployment of infrastructure, and deployment is only used to mean software deployment, but in this case the term deployment is used to mean both. In short, the Deployment Management practice is typically an IT decision to move components to live environments, whereas the Release Management practice is typically a business decision to make services and features available for use by customers. These practices can be performed separately as seen within Agile/DevOps environments and pictured in the diagram below.
Service Configuration Management
The purpose of this practice is to ensure that accurate and reliable information about the configuration of services, and the CIs that support them, is available when and where it is needed. Configuration management provides information on the CIs that contribute to each service and their relationships: how they interact, relate, and depend on each other to create value for customers and users. This includes information about dependencies between services. This high-level view is often called a service map or service model, and forms part of the service architecture. It is important that the effort needed to collect and maintain configuration information is balanced with the value that the information creates. Maintaining large amounts of detailed information about every component, and its relationships to other components, can be costly, and may deliver very little value. The requirements for configuration management must be based on an understanding of the organization’s goals, and how configuration management contributes to value creation. In short, the IT Asset Management practice is about understanding “content” (what we have), and the Service Configuration Management practice is about understanding “context” (the relationships between what we have).
IT Asset Management
This practice is concerned with planning and managing the full lifecycle of IT assets. The scope of IT asset management typically includes all software, hardware, networking, cloud services, and client devices. In some cases, it may also include non-IT assets such as buildings or information where these items have a financial value and are required to deliver an IT service. IT asset management can include operational technology (OT), including devices that are part of the Internet of Things. These are typically devices that were not traditionally thought of as IT assets, but that now include embedded computing capability and network connectivity. Understanding the cost and value of assets is essential to also comprehending the cost and value of products and services and is therefore an important underpinning factor in everything the service provider does. IT asset management contributes to the visibility of assets and their value, which is a key element to successful service management as well as being useful to other practices. The ITIL v3 process named Service Asset and Configuration Management was separated into two ITIL 4 Practices – IT Asset Management and Service Configuration Management, which will be detailed further below.
Change Control
The goal of the change control practice is to maximize the number of successful IT changes by ensuring that risks have been properly assessed, authorizing changes to proceed, and managing the change schedule. The scope of change control is defined by each organization. It typically includes all IT infrastructure, applications, documentation, processes, supplier relationships, and anything else that might directly or indirectly impact a product or service. It is important to distinguish change control from organizational change management. Organizational change management manages the people aspects of changes to ensure that improvements and organizational transformation initiatives are implemented successfully. Change control is usually focused on changes in products and services.Change control must balance the need to make beneficial changes that will deliver additional value with the need to protect customers and users from the adverse effect of changes. All changes should be assessed by people who are able to understand the risks and the expected benefits; the changes must then be authorized before they are deployed. This assessment, however, should not introduce unnecessary delay. The person or group who authorizes a change is known as a change authority. It is essential that the correct change authority is assigned to each type of change to ensure that change control is both efficient and effective. In high-velocity organizations, it is a common practice to decentralize change approval, making the peer review a top predictor of high performance.As with ITIL v3, ITIL 4 defines three main categories of change – Normal, Emergency, and Standard changes (as shown below). However, the idea of the Change Advisory Board (CAB) is replaced by “change authority” to account for decentralization and other techniques that allow organizations to increase the speed of making changes (as seen in DevOps and Agile environments).
Problem Management
This practice is concerned with reducing the likelihood and impact of incidents by identifying actual and potential causes of incidents and managing workarounds and known errors. Every service has errors, flaws, or vulnerabilities that may cause incidents. They may include errors in any of the four dimensions of service management. Many errors are identified and resolved before a service goes live. However, some remain unidentified or unresolved, and may be a risk to live services. In ITIL, these errors are called problems and they are addressed by the problem management practice. Problems are related to incidents, but should be distinguished as they are managed in different ways:
Incidents have an impact on users or business processes and must be resolved so that normal business activity can take place.
Problems are the causes of incidents. They require investigation and analysis to identify the causes, develop workarounds, and recommend longer-term resolution. This reduces the number and impact of future incidents.
In the problem management practice, there are three phases that generally take place as shown below.
Monitoring and Event Management
The purpose of this practice is to systematically observe services and service components, and record and report selected changes of state identified as events. The monitoring and event management practice manages events throughout their lifecycle to prevent, minimize, or eliminate their negative impact on the business. Monitoring and event management helps to identify and prioritize infrastructure, services, business processes, and information security events, and establishes the appropriate response to those events, including responding to conditions that could lead to potential faults or incidents. The monitoring part of the practice focuses on the systematic observation of services and the CIs that underpin services to detect conditions of potential significance. Monitoring should be performed in a highly automated manner and can be done actively or passively. The event management part focuses on recording and managing those monitored changes of state that are defined by the organization as an event, determining their significance, and identifying and initiating the correct control action to manage them. Frequently the correct control action will be to initiate another practice, but sometimes it will be to take no action other than to continue monitoring the situation. Monitoring is necessary for event management to take place, but not all monitoring results in the detection of an event. Not all events have the same significance or require the same response. Events are often classified as informational, warning, and exceptions. Informational events do not require action at the time they are identified, but analyzing the data gathered from them later may uncover desirable, proactive steps that can be beneficial to the service. Warning events allow action to be taken before any negative impact is experienced by the business, whereas exception events indicate that a breach to an established norm has been identified (for example, to a service level agreement). Exception events require action, even though business impact may not yet have been experienced.
Service Request Management
This practice focuses on supporting the agreed quality of services by handling all pre-defined, user-initiated service requests in an effective and user- friendly manner. Service requests are a normal part of service delivery and are not a failure or degradation of service, which are handled as incidents. Since service requests are pre-defined and pre-agreed as a normal part of service delivery, they can usually be formalized, with a clear, standard procedure for initiation, approval, fulfillment, and management. Service request management is dependent upon well-designed processes and procedures, which are operationalized through tracking and automation tools to maximize the efficiency of the practice. Different types of service request will have different fulfillment workflows, but both efficiency and maintainability will be improved if a limited number of workflow models are identified. When new service requests need to be added to the service catalog, existing workflow models should be leveraged whenever possible.
Incident Management
This practice is concerned with minimizing the negative impact of incidents by restoring normal service operation as quickly as possible. Incident management can have an enormous impact on customer and user satisfaction, and on how customers and users perceive the service provider. Every incident should be logged and managed to ensure that it is resolved in a time that meets the expectations of the customer and user. Target resolution times are agreed, documented, and communicated to ensure that expectations are realistic. Incidents are prioritized based on an agreed classification to ensure that incidents with the highest business impact are resolved first. Organizations should design their incident management practice to provide appropriate management and resource allocation to different types of incidents. Incidents with a low impact must be managed efficiently to ensure that they do not consume too many resources. Incidents with a larger impact may require more resources and more complex management.There are usually separate processes for managing major incidents, and for managing information security incidents. As with ITIL v3, the concept of a “Major Incident” is included in the ITIL 4 material and this term is defined as: Major Incident:The highest category of impact for an incident. A major incident results in significant disruption to the business.Major incidents have their own procedure with shorter timeframes, when compared to day-to-day incidents, and will often invoke an organization’s disaster recovery/service continuity management activities.
Service Desk
The purpose of this practice is to capture demand for incident resolution and service requests. Service desks provide a clear path for users to report issues, queries, and requests, and have them acknowledged, classified, owned, and actioned. How this practice is managed and delivered may vary from a physical team of people on shift work to a distributed mix of people connected virtually, or automated technology and bots. The function and value of the service desk remain the same, regardless of the model.With increased automation and the gradual removal of technical debt, the focus of the service desk is to provide support for ‘people and business’ rather than simply technical issues. Service desks are increasingly being used to get various matters arranged, explained, and coordinated, rather than just to get broken technology fixed, and the service desk has become a vital part of any service operation. A key point to be understood is that, no matter how efficient the service desk and its people are, there will always be issues that need escalation and underpinning support from other teams. Support and development teams need to work in close collaboration with the service desk to present and deliver a ‘joined up’ approach to users and customers. The service desk may not need to be highly technical, although some are. However, even if responsibility of the service desk is simple, it still plays a vital role in the delivery of services and must be actively supported by its peer groups. It is also essential to understand that the service desk has a major influence on user experience and how the service provider is perceived by users. Another key aspect of a good service desk is its practical understanding of the wider organization, the business processes, and the users. Service desks add value not simply through the transactional acts of, for example, incident logging, but also by understanding and acting on the business context of this action. The service desk should be the empathetic and informed link between the service provider and its users.
Service Level Management
This practice is focused on setting clear business-based targets for service performance, so that the delivery of a service can be properly assessed, monitored, and managed against these targets. Service level management provides the end-to-end visibility of the organization’s services and helps negotiate and manage performance against Service Level Agreements (SLAs).
Supplier Management
This practice is concerned with ensuring the organization’s suppliers and their performance are managed appropriately to support the seamless provision of quality products and services. Activities that are central to the supplier management practice include:
Creating a single point of visibility and control to ensure consistency
Maintaining a supplier strategy, policy, and contract management information
Negotiating and agreeing contracts and arrangements
Managing relationships and contracts with internal and external suppliers
Managing supplier performance
Relationship Management
This practice is focused on establishing and nurturing links between the organization and its stakeholders at strategic and tactical levels. The relationship management practice ensures that:
Stakeholders’ needs and drivers are understood, and products and services are prioritized appropriately
Stakeholders’ satisfaction is high and a constructive relationship between the organization and stakeholders is established and maintained
Customers’ priorities for new or changed products and services, in alignment with desired business outcomes, are effectively established and articulated
Any stakeholders’ complaints and escalations are handled well through a sympathetic (yet formal) process
Products and services facilitate value creation for the service consumers as well as for the organization
The organization facilitates value creation for all stakeholders, in line with the organization’s strategy and priorities
Conflicting stakeholder requirements are mediated appropriately
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