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What is VeriSM?

VeriSM provides a flexible approach to service management in the digital age. It sees the entire organization, not just the IT departement, as a service provider and emphasis cooperation of all capabilities to deliver value to the customer. With VeriSM organisations can create a flexible operating model to meet business outcomes. Key concepts in VeriSM are the service management principles and the organizational capabilities. It’s an holistic approach that looks at the bigger picture and includes more progressive practices.

Where does VeriSM stands for?

  • Value-driven: a strong emphasis on business outcomes and customer Satisfaction
  • Evolving: an evolution, build on the past continues to evolve
  • Responsive: allowing a tailored approach depending on the situation
  • Integrated: helps to fit all the different practices together

A (brief) history

VeriSM is a response to the rapidly changing digital world. It’s created in collaboration with an impressive international team of experts in the field of service management, Agile Scrum, DevOps and Lean IT and is owned by the International Foundation for Digital Competency (IFDC), a nonprofit foundation.

Despite it’s brand new, people all over the world have already adopted this new approach. The VeriSM model is an open community-based model with contributors from all over the world. The first VeriSM book was published in 2017. Meanwhile, the second book, VeriSM Unwrapped and Applied, has also been published and is available, as well as some whitepapers and a toolkit. All these resources can be found on the VeriSM website.


As we live in a service-driven world and as every organisation being a service provider, delivering service will be the main differentiator in the digital age. So this is why VeriSM can be helpful:

  • VeriSM is about developing a service culture in order to compete in a fast-moving business environment where even the most basic products these days have a service component.
  • Unlike ITIL or other Service Management best practices VeriSM is not just for reasons of efficiency and optimization, but to satisfy customer requirements.
  • It’s a holistic approach that requires a long-term vision and will impact on organisational culture.

Key concepts

The one that receives products and services. In VeriSM the term “consumers” is used to refer to clients, customers and users.

These are the “guardrails” for the products and services delivered.

Mesh provides the flexibility that’s unique to VeriSM. It enables an organisation to shoose between the many service management frameworks, standards, methodologies, principles and philosophies available. Each organisation will tailor its management mesh according to 4 categories:

  • Resources
  • Emerging technologies
  • Enviroment
  • Management practices

Capabilities are made up of people, knowledge and processes and represent how an organisation delivers actions and outcomes that meet consumer needs. In VeriSM, the IT-capability, is only one of the many capabilities within an organisation and should be regarded as an ‘equal partner’.

What is VeriSM NOT?

VeriSM isn’t a replacement for any existing ITSM methodology or best practice.

VeriSM will help you to incorporate different management practices to support the delivery of services in a flexible way. It does not replace any effective working frameworks, but helps to focus on how to integrate different management practices to support the delivery of services in a flexible way.

VeriSM isn’t focusing just on IT or another single department.

Technology runs through every part of a modern digital business, so VeriSM applies the concepts of service management at an organisational level with a focus on outcomes and customers. IT is just one of the organisational capabilities.

VeriSM isn’t a prescriptive way of working

VeriSM isn’t a recipe, it’s more like guidance and advice for your unique setting and context. VeriSM allows a tailored approach depending upon your business, the size of the organisation, the business needs and the organisational culture. It’s about building a flexible model that works for a specific organization and which is easily adaptable to changes (resources, environment, emerging technologies, and management practices) to create a responsive organisation.

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