Resetting ITSM in a Critical Healthcare Environment

Client Overview

A large healthcare organisation operating in a complex environment, supporting critical digital services that underpin patient care and day-to-day operations.

The organisation relies heavily on digital systems to enable clinical workflows, administrative functions, and frontline service delivery. As demand increased, the effectiveness of IT service management became essential to maintaining service quality and supporting staff across the organisation.

Why Ordinis Linea

The organisation required more than incremental improvement, it needed an objective, experienced partner capable of challenging existing ways of working and resetting IT service management at a foundational level.

Ordinis Linea was selected for our ability to provide a clear, independent view of the organisation’s ITSM capability, combined with the experience to translate that into practical, organisation-wide change. Our approach focused on cutting through complexity, aligning stakeholders, and establishing a service model that could operate effectively in a demanding healthcare environment.

Key factors in the decision included:

• A vendor-neutral, independent perspective, ensuring recommendations were driven by operational need rather than tooling or external bias

• Proven experience delivering ITSM transformation in complex, high-pressure environments such as healthcare

• The ability to engage both leadership and operational teams to drive alignment and accountability

• A structured, evidence-based approach to assessing and improving ITSM maturity

• A focus on delivering measurable outcomes, not just process design

• This gave the Organisation confidence that the engagement would deliver a genuine reset, establishing a clear, scalable ITSM capability aligned to the needs of the organisation and the demands of frontline services.

The Challenge

The organisation’s IT service management capability had evolved over time without consistent structure, ownership, or governance.

Core ITIL practices such as Incident, Change, Problem, and Service Request Management were either underdeveloped or inconsistently applied. This resulted in a reactive operating model, limited visibility of performance, and an inability to drive continual improvement.

Internal teams were working hard to maintain services, but without the processes, tools, or structure required to operate effectively at scale.

Key issues included:

• Lack of defined and owned ITSM processes

• High volume of unlogged or “hidden” work

• Limited use and optimisation of the ITSM platform

• Poor visibility of performance and lack of meaningful KPIs

• Inconsistent incident management and lack of end-to-end ownership

• No formal Problem Management, leading to recurring issues

• Limited knowledge sharing, with information siloed across teams

• Weak or non-existent service catalogue and documentation

• High reliance on individuals rather than structured capability

These challenges were directly impacting user experience, staff productivity, and the organisation’s ability to support critical services effectively.

Our Approach

Ordinis Linea was engaged to assess, stabilise, and transform IT service management across the organisation, addressing both operational delivery and the underlying service model.

We began with a structured ITIL-based assessment, engaging stakeholders across the organisation to establish a clear, evidence-based understanding of current maturity, pain points, and opportunities for improvement.

This provided a baseline for both immediate stabilisation and longer-term transformation.

Our work included:

• Conducting stakeholder interviews across IT and service users to assess performance

• Benchmarking ITSM maturity across core practices using industry frameworks

• Identifying gaps across Incident, Problem, Change, Request, and Knowledge Management

• Defining clear process ownership, governance, and accountability structures

• Designing and implementing standardised ITSM processes aligned to ITIL best practice

• Optimising the use of the ITSM platform to improve workflow, automation, and visibility

• Introducing structured KPIs, SLAs, and performance reporting

• Establishing a Service Catalogue to define and communicate services

• Implementing Knowledge Management practices to enable knowledge sharing and “shift left”

• Creating a roadmap for continual service improvement and capability development

Alongside process and tooling improvements, a strong emphasis was placed on cultural change, accountability, and enabling teams to operate in a more structured and collaborative way.

The Outcome – Before vs After

Before

• Reactive, firefighting approach to service management

• Limited process ownership and governance

• High volume of untracked work and poor visibility

• Inconsistent incident handling and communication

• No Problem Management, leading to repeat issues

• Knowledge siloed across teams

After

• Structured, proactive ITSM model aligned to best practice

• Clear ownership and accountability across all core processes

• Improved visibility through KPIs, SLAs, and reporting

• Consistent incident management with defined escalation paths

• Introduction of Problem Management to address root causes

• Centralised knowledge enabling faster resolution and “shift left”

Key Results

• Improved consistency and quality of IT service delivery

• Increased visibility of workload, performance, and service health

• Reduction in recurring incidents through structured problem management

• Improved user experience through better communication and responsiveness

• Stronger alignment between IT services and operational needs

• Foundation established for continual service improvement

Commercial and Operational Impact

This engagement delivered a fundamental shift in how IT services were managed and delivered.

The organisation was able to:

• Support critical services more effectively through reliable IT operations

• Improve staff productivity by reducing disruption and delays

• Enable better decision-making through accurate performance data

• Reduce operational inefficiencies and reliance on informal processes

• Build a scalable ITSM capability aligned to future demand

Summary

The organisation moved from a fragmented, reactive service model to a structured and controlled ITSM capability.

Ordinis Linea did not simply assess IT service management.

We established the foundations for consistent, measurable, and scalable service delivery within a complex healthcare environment.