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Output vs Outcome: Why Knowing the Difference between output and outcome Matters

Vijay Tiwari

Vijay Tiwari

Last updated 08/03/2024


Output vs Outcome: Why Knowing the Difference between output and outcome Matters

In the ever-evolving landscape of the modern workday, the traditional concept of output has been transformed into a focus on outcomes. Instead of physical tasks and tangible results, employees now rely on digital tools and virtual collaboration to achieve business objectives.

IT departments are no exception to this shift. The role of IT leaders has evolved from a mere support function to a strategic partner in driving business decisions. It is crucial for IT organizations to understand the distinction between output and outcome to drive success and demonstrate value to the larger business.

Output vs Outcome: Difference Between Output and Outcome

How about we start by tending to the distinction among yields and results. 

Yields are the activities or exercises that an IT association finishes. They are quantitative and handily estimated. 

Outputs could include: 

  • Moving Records and reports into the cloud 
  • Shutting tickets in record times 
  • Putting in innovation 

Numerous IT associations measure yields as an approach to outline their profitability and worth. The reasoning is that the more yields they complete, the more the remainder of the business will consider IT to be being important. 

While yields are significant, yields just recount to part of the story. The genuine proportion of significant worth is the results that are empowered by those yields. Results are the outcomes that the business needs or needs to accomplish. 

Results are business goals, for example, 

  1. Expanded market share.
  2. Higher consumer loyalty scores.
  3. Expanded benefits. 

For instance, the result of moving registering ability to the cloud is a more versatile and adaptable workplace. The yield empowers the result. For each yield IT is finishing, the CIO must know and convey what the business is presently ready to do this, or the result, of that yield. 

That implies before posting a yield on a task shows, IT supervisors must ask: "What result is this going to empower?" 

By doing this, you can eliminate the measure of busywork or tasks that are not adding to the primary concern. It will likewise show what yields are insufficient. At times, IT conveys a yield that doesn't empower or convey any genuine business results. If so, you'll have to survey the yield and decide whether it is required. 

This move may likewise show that a portion of your measurements and KPIs are inadequate methods of estimating IT's exhibition. For instance, if your group has a high first-contact goal rate however workers are as yet revealing helpless assistance, at that point the primary contact goal rate is not a decent marker of your presentation. 

Navigating the Shift: Strategies for IT Leaders

To successfully transition from output to outcome-driven practices, IT leaders must adopt a strategic approach:

  1. Cultivate Business Relationships: Engage with key stakeholders to understand their desired outcomes and align IT services accordingly.

  2. Define Service Offerings: Map IT services to business objectives to ensure that outputs contribute directly to the desired outcomes.

  3. Measure Impact: Collaborate with stakeholders to measure how outputs translate into desired outcomes, fostering a data-driven approach to decision-making.

Embracing the Future of IT Service Management

As the ways of working continue to evolve, IT leaders must prepare for the future by prioritizing outcomes over outputs. This customer-centric approach enables organizations to deliver value, adapt to changing demands, and drive continuous improvement in service delivery.


Conclusion:

By recognizing the distinction between outputs and outcomes, IT service management professionals can align their efforts with business objectives, drive meaningful change, and ensure long-term success. This shift in mindset empowers IT leaders to make informed decisions, enhance collaboration, and optimize resources to achieve the desired outcomes that truly matter.

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About Author

He is one of the first writers of our NovelVista blogs. During his years as a DevOps professional, he has achieved 5 certifications including ITIL4 Expert, DevOps Master, PRINCE2 Practitioner, PMP Certified, Lean Six Sigma Black Belt. Besides being an expert in DevOps & Automation Implementation, GAP Analysis, Automation Tools, Git, Docker, Jenkin, Process Definition, Implementation, Compliance, Quality Assurance, and Program Governance he has a keen interest in penning down his knowledge in an interesting way to keep the audiences glued.

 
 

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