Welcome to the Aidvisory blog.
AI is changing how organisations deliver services, manage cloud environments, and make decisions. But adopting AI is not just about buying tools or launching pilots. It requires clear governance, trustworthy data, defined responsibilities, and services that are ready to use AI safely and effectively.
This blog is for CIOs, IT and service management leaders, cloud and operations teams, and business leaders who want practical answers to real questions:
- How do we govern AI without slowing innovation down?
- Is our organisation ready to use AI responsibly?
- How can AI improve ITSM and ESM without creating new risks?
- What does good AI governance look like in practice?
Aidvisory shares experience-based insights, practical approaches, and lessons from real service management and governance challenges. The goal is simple: cut through the hype and help you make informed decisions about AI, governance, and the future of your services.
Whether you are building an AI governance model, preparing your organisation for AI adoption, or exploring how AI can support service management and enterprise service management, you will find perspectives here that are practical, transparent, and grounded in reality.
AI Without Governance > Is a strategic risk
Governance Discovery for AI - Part 1 of 7
July 9, 2026 | By Peter Ravnholt, Digital Transformation Advisor
AI have become central to how organisations deliver services, manage data and make decisions, but in many places, governance has not kept up. Article 1, “AI Without Governance > Is a Strategic Risk”, explains how these technologies quietly reshape your Operating Model, why the distinction between business‑critical data and “commodity” AI tools matters, how variable AI costs escape traditional budget controls, and how new operational risks arise through shared‑responsibility with providers.
Where an external advisor can actually help
Raiders of The Lost Service - Part 4 of 4
June 24, 2026 | By Peter Ravnholt, Digital Transformation Advisor
Most of the hard work in fixing your service model has to happen inside your own organisation. This final article looks at when external help actually accelerates that work, and when it just produces another glossy artefact you’ll quietly ignore later.
How to get started without boiling the ocean
Raiders of The Lost Service - Part 3 of 4
June 15, 2026 | By Peter Ravnholt, Digital Transformation Advisor
You don’t fix a broken service model by documenting 147 services in a new tool. Here we walk through a small‑waves approach to defining 5–10 real services in 60–90 days, with just enough structure to make them usable.
What a service really is (and why your org chart is lying to you)
Raiders of The Lost Service - Part 2 of 4
June 9, 2026 | By Peter Ravnholt, Digital Transformation Advisor
Most “services” in IT are just rebranded teams, systems or contracts. This article cuts through the labels and defines what a service really is, in a way the business can actually recognise and govern.
Why "service" suddenly matters a lot more than you think
Raiders of The Lost Service - Part 1 of 4
June 4, 2026 | By Peter Ravnholt, Digital Transformation Advisor
IT leaders are asked to prove value, manage risk and explain costs — but most don’t have clear, agreed definitions of the services they actually deliver. This article explores why “lost services” make governance harder than it needs to be, and what changes when you finally put names and boundaries on them.
From Framework Religion to a Living Service Management System
Service Management System Discovery - Part 4 of 4
May 11, 2026 | By Peter Ravnholt, Digital Transformation Advisor
This final article gets opinionated: frameworks like ITIL, ISO 20000 and USM are useful, but treating them as your blueprint instead of your Service Management System leads to over-engineering and framework religion. Article 4 of the "Service Management System Discovery" series shows how to design a lean, living SMS that fits your organisation – including where external advisors add real value and where you should stay in control yourself.
How a Service Management System Becomes the Backbone of Governance?
Service Management System Discovery - Part 3 of 4
April 29, 2026 | By Peter Ravnholt, Digital Transformation Advisor
When IT governance, risk and compliance start pulling in different directions, the missing piece is usually not another control, it is a Service Management System that connects the dots. In article 3 we look at how an SMS becomes the backbone of governance, helping organisations handle NIS2, ISO 20000 and ISO 27001 in one coherent structure instead of three separate conversations.
What is a Service Management System?
Service Management System Discovery - Part 2 of 4
April 15, 2026 | By Peter Ravnholt, Digital Transformation Advisor
A Service Management System is what turns ITSM from a set of tools and routines into something leadership can actually govern. It gives you the scope, roles, policies and improvement cycle needed to manage services consistently — which is especially important when the IT Operating Model keeps evolving, cloud teams work differently, and regulations like NIS2 raise the bar for control and evidence. In article 2 of the “Service Management System Discovery” series, we look at what an SMS really is, how it differs from both ITIL and your operating model, and why that distinction matters.
Why "Having ITSM" Is No Longer Enough
Service Management System Discovery - Part 1 of 4
April 13, 2026 | By Peter Ravnholt, Digital Transformation Advisor
Most IT organisations can proudly point to an ITSM tool, some ITIL‑inspired processes and a dashboard full of KPIs – yet still struggle to show real control when the board, auditors or NIS2 come knocking. The problem is rarely the absence of ITSM; it is the absence of a simple, explicit Service Management System that ties services, processes, roles and evidence together in a way leadership can actually govern. This first article in the “Service Management System Discovery” series looks at the tell‑tale symptoms of running ITSM without that system, and why fixing this gap is now a strategic issue – not just an operational one.
How to get started with your IT Operating Model
IT Operating Model Discovery - Part 4 of 4
April 10, 2026 | By Peter Ravnholt, Digital Transformation Advisor
How to get started
After three articles on ITSM theatre, what an IT Operating Model really is, and why ITSM and cloud governance need the same map, Article 4 gets brutally practical: how do you actually start?
This piece shows you how to move from theory to action with one critical service, one whiteboard and Andrew Campbell’s Operating Model Canvas – no giant TOM programme required. You’ll see how to sketch your current Operating Model, plug in USM/ITIL as an activity library (not a religion), test it in real governance meetings, and turn the insights into a small, focused improvement backlog that your own teams can own and run with.
Working with your IT Operating Model
IT Operating Model Discovery - Part 3 of 4
April 8, 2026 | By Peter Ravnholt, Digital Transformation Advisor
One map for ITSM & Cloud Governance
Hybrid and multi‑cloud are the norm, yet many organisations still govern cloud and run ITSM on separate maps — with misaligned roles, disconnected reports, and decision forums that never quite meet. This article argues the real problem isn’t tooling; it’s the Operating Model. It shows how a single, technology‑agnostic IT Operating Model can unite services, platforms, suppliers, and governance into one clear, connected picture.
What is an IT Operating Model
IT Operating Model Discovery - Part 2 of 4
April 6, 2026 | By Peter Ravnholt, Digital Transformation Advisor
What actually IS an IT Operating Model – and why is it so often confused with tools, org charts and process manuals?
We'll break it down using Andrew Campbell's Operating Model Canvas (POLISM framework) – the simplest, most practical way to visualise how IT works end-to-end. You'll see exactly:
- How the 6 POLISM elements map to IT realities (processes, organisation, IT assets/sourcing/service maps, information, suppliers, management)
- Why ServiceNow/Jira config ≠ operating model
- Where USM/ITIL fit (hint: as your activity library, not your blueprint)
- The one stance that separates pretenders from practitioners
This is where ITSM theatre turns into operating clarity. No buzzwords. No 200-page manuals. Just one page that answers: "How does IT actually work here?"
ITSM without an Operating Model: Why it feels like theatre
IT Operating Model Discovery - Part 1 of 4
March 26, 2026 | By Peter Ravnholt, Digital Transformation Advisor
You've invested in ITSM. ServiceNow is humming. ITIL processes are documented. SLAs are tracked. Dashboards look impressive. Cloud spend is monitored.
And yet, leadership still asks the same questions: "Who owns this service? Why are we firefighting the same issues? Why do three reports disagree?"
If that sounds familiar, welcome to ITSM theatre – where you have the costumes, the stage, and plenty of activity, but no shared script for how IT actually works. This is Part 1 of The IT Operating Model Discovery, where we diagnose the problem, uncover the symptoms, and point to the fix.
As ITIL keeps growing your people needs simplicity & guidance
ITIL history & USM first aid for your ITIL implementation
Febuary 19, 2026 | By Peter Ravnholt, Digital Transformation Advisor
ITIL version 5 is here. Another version, another stack of diagrams, another certification logo for the slide deck. But on Monday morning, your teams still have the same question: "How do we actually run this in practice?"
This article gives a quick tour through the history of ITIL, why many practitioners are struggling more and more with each version, and how the USM method gives exactly the practical, simple operating model the industry has been longing for. Plus, discover how TransparIT and MetierWestergaard are bringing USM training to Denmark—finally, practical service management education that works in the real world.
My Thoughts about ITIL (Version 5)
Practical Enhancements for Modern ITSM
January 30, 2026 | By Peter Ravnholt, Digital Transformation Advisor
ITIL (Version 5) has commenced its rollout, advancing ITIL 4 with an enhanced emphasis on AI-native methodologies, integrated product-service lifecycles, and digital transparency to address contemporary requirements.
As an ITSM professional, I am excited about how the key aspects of Service Management implementation can become practical improvements to boost adoption.
The primary challenge for Version 5 is to tackle genuine implementation obstacles while preserving and improving the framework's established value proposition.
Read my thoughts about needed practical enhancements.
Introduction to Unified Service Management (USM)
Transparency in Service Management
January 29, 2026 | By Peter Ravnholt, Digital Transformation Advisor
Transparency in Service Management builds trust and accountability among stakeholders. A clear IT Operating Model enhances transparency by ensuring that information is accessible and communication is open throughout service delivery.
When customers understand the services they receive, they can make better decisions and set realistic expectations. This mutual understanding strengthens relationships and improves satisfaction for both service providers and clients.
Creating transparency requires clear communication and accessible information.
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