Paul Brothwood | Reflections on ITIL 4 from Foundation to Practitioner
Paul Brothwood has used ITIL throughout his career in financial services, construction and operational leadership. From achieving ITIL Foundation to becoming an ITIL 4 Practitioner, I have seen how the framework has evolved beyond traditional IT support into a practical approach for improving services, creating value and driving continual improvement across organisations.
Information Technology Infrastructure Library (ITIL), which originated in the 1980s, began as a method for bringing consistency to IT management. Today, ITIL4 focuses on flexibility, incorporating Agile and DevOps principles, making it applicable beyond traditional IT environments. ITIL began with a focus on control. The structured approach emphasised documentation, standardisation, and repeatability, all of which are necessary for consistent IT service management. Back then, it was all about minimising risk through rigid processes, and it was heavily centralised. While that approach was effective at the time, it was often slow and rigid, particularly when applied outside of IT. The most recent ITIL4 framework, however, emphasises collaboration and agility. In construction, where timelines change and multiple teams frequently work across multiple sites, this shift is transformative. ITIL4’s Service Value System (SVS) model provides flexibility, allowing us to respond to changes quickly while maintaining quality. This shift in approach is consistent with how we manage site-based operations, where coordination and rapid adaptation are critical.
Processes reigned supreme in the original ITIL framework. Each stage of service management had well-defined steps. The goal was to keep everyone on the same page, reduce variation, and focus on delivery. However, these processes may become bottlenecks, especially in fast-paced, multifaceted environments such as construction. Today, ITIL4 focuses on value streams rather than rigid processes. In my role, this shift has enabled us to focus on the end goal: efficiently delivering value to our clients and stakeholders. For example, rather than focusing solely on the steps of a process, we examine how each phase can be optimised to achieve project objectives. It’s an approach that works well with the Lean principles that we frequently use in project management, reducing wasted time and effort.
Early ITIL concepts viewed service management as an internal function, centred solely on IT. The framework was created to improve internal operations, with little emphasis on the end-user experience. In construction, where client expectations can vary greatly, earlier ITIL models were less applicable because they did not prioritise end-user feedback. ITIL4 emphasises customer centricity. The framework promotes continuous feedback loops and adapting services based on what clients actually require. In our company, this means maintaining open lines of communication with clients, responding quickly to their concerns, and ensuring that the services we provide meet their changing expectations.
One of the most significant innovations in ITIL4 is the integration of Agile and DevOps practices. The original ITIL was process-heavy and frequently felt like it was working in fast-paced environments, which construction teams can relate to as well. The introduction of Agile and DevOps brings ITIL4 closer to real-world demands, emphasising continuous delivery and feedback. In a construction setting, incorporating Agile principles enables teams to respond to unexpected changes such as supply chain disruptions or site challenges. By incorporating Agile-inspired methodologies into ITIL4, we can ensure that our teams remain aligned and prepared to address challenges as they arise.
One of ITIL4’s most significant changes is its emphasis on applying service management principles outside of traditional IT. Construction projects necessitate coordinated efforts across multiple functions, including health and safety, quality assurance, and logistics. ITIL4’s comprehensive, adaptable framework enables us to manage these functions in a cohesive manner. Its emphasis on collaborative workflows and the SVS is perfectly aligned with the multidisciplinary requirements of construction projects.
One of the biggest strengths of ITIL 4 is its flexibility. Rather than prescribing rigid processes, it encourages organisations to focus on value creation, collaboration and continual improvement. These principles have influenced my own approach to operational leadership well beyond traditional IT environments.
Reflecting on ITIL’s evolution reveals how adaptability has kept it relevant across industries. In construction, where projects are complex and require seamless collaboration, the new ITIL4 framework has provided useful tools for managing and optimising workflows. ITIL’s evolution from a rigid IT management system to a flexible, value-oriented approach reflects shifts in business priorities, and it continues to shape how we operate and deliver value on a daily basis.
About Paul Brothwood
Paul Brothwood is an Operations Manager at National Grid Electricity Distribution and a Chartered Environmentalist (CEnv). He writes about operational excellence, leadership, project management, service management, sustainability and continuous improvement.
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