{"id":17300,"date":"2025-09-28T14:20:52","date_gmt":"2025-09-28T14:20:52","guid":{"rendered":"https:\/\/ismportal.nl\/uncategorized\/the-escalator-paradox-what-london-teaches-us-about-it-service-management\/"},"modified":"2025-11-16T09:35:33","modified_gmt":"2025-11-16T09:35:33","slug":"the-escalator-paradox-what-london-teaches-us-about-it-service-management","status":"publish","type":"post","link":"https:\/\/ismportal.nl\/en\/blogs-en\/the-escalator-paradox-what-london-teaches-us-about-it-service-management\/","title":{"rendered":"The escalator paradox: what London teaches us about IT service management"},"content":{"rendered":"<p>Every IT manager knows the scene: that one colleague who reacts instantly, picks up tickets, and proudly says, \u201c<em>Another one solved!<\/em>\u201d<\/p>\n<p>And yet\u2026 the flow remains sluggish. Waiting times persist, problems keep coming back, and escalations pile up.<br \/>\nHow is that possible?<\/p>\n<h2><strong>The escalator paradox: what London teaches us about IT service management<\/strong><\/h2>\n<p>In 2015, the London Underground ran an experiment at Holborn Station. Until then, the rule was: stand on the right, walk on the left. Logical, you\u2019d think \u2014 those in a hurry walk.<\/p>\n<p>But then came the experiment: everyone had to stand still \u2014 on both sides of the escalator.<\/p>\n<p>The result was remarkable:<\/p>\n<ul>\n<li>With \u201c<strong>stand on the right, walk on the left<\/strong>\u201d: 81 people per minute<\/li>\n<li><strong>With everyone standing still<\/strong>: 112 people per minute<\/li>\n<\/ul>\n<p>An increase of nearly 40% <strong>in throughput<\/strong> \u2014 not by moving faster, but by using the system more intelligently.<\/p>\n<p>The lesson: the speed of the system isn\u2019t determined by the fastest individuals, but by how well the parts work together.<\/p>\n<p>Exactly the same applies to IT service management.<\/p>\n<h2><strong>The pitfall of local optimization<\/strong><\/h2>\n<p>The founder of <em>systems thinking<\/em>, Russell Ackoff, once said:<\/p>\n<p>\u201cThe performance of a system depends on how the parts interact, not on how they act taken separately.\u201d<\/p>\n<p>You can recognize this easily within the IT department:<\/p>\n<ul>\n<li>The analyst who fixes incidents \u201con the fly\u201d but doesn\u2019t take time to document them \u2192 the next shift has to start all over again.<\/li>\n<li>The manager who pushes a change through without a testing phase \u2192 the risk of failures increases.<\/li>\n<li>The service desk that handles requests outside the ticketing system \u2192 prioritization gets lost.<\/li>\n<\/ul>\n<p>Local gain, system loss.<br \/>\nThis is the <strong>escalator problem in IT terms<\/strong>: someone runs, while standing still would benefit everyone.<\/p>\n<h2><strong>Where does your IT system really get stuck?<\/strong><\/h2>\n<p>According to Eliyahu Goldratt\u2019s <strong>Theory of Constraints (TOC)<\/strong>, every system has one bottleneck \u2014 the point that determines total throughput. Improvements made before or after that bottleneck? A waste of effort.<\/p>\n<p>The key is to identify that bottleneck \u2014 and focus your efforts right there.<\/p>\n<p>In ITSM, this often shows up in:<\/p>\n<ul>\n<li><em>Ticket ping-pong<\/em>: tickets endlessly bouncing between departments<\/li>\n<li>Approval processes that create delays<\/li>\n<li>Unclear responsibilities during escalations<\/li>\n<\/ul>\n<p>The <strong>TOC approach<\/strong> in four steps:<\/p>\n<ol>\n<li><strong>Identify <\/strong>the bottleneck \u2014 where does it really get stuck?<\/li>\n<li>Exploit the capacity \u2014 make the most of what\u2019s available.<\/li>\n<li><strong>Subordinate <\/strong>the rest \u2014 align all other processes to the pace of the bottleneck.<\/li>\n<li><strong>Elevate <\/strong>\u2014 add capacity or improve structurally.<\/li>\n<\/ol>\n<p>And then? Start again. Once one bottleneck is removed, the next one becomes visible.<\/p>\n<p>Within the <strong>ISM method<\/strong>, this is a familiar principle: don\u2019t try to improve everything at once \u2014 work in a <strong>structured, cyclical<\/strong> way on what has the greatest impact on service delivery.<\/p>\n<h2><strong>Behavior as a lever: OBM in practice<\/strong><\/h2>\n<p>A good process is worthless if people don\u2019t follow it. That\u2019s why sustainable improvement is not just about structure \u2014 it\u2019s about behavior.<\/p>\n<p><strong>Organizational Behavior Management (OBM)<\/strong> offers practical tools for this. It doesn\u2019t focus on motivational talk, but on <strong>environment and reinforcement:<\/strong><\/p>\n<ul>\n<li>Mandatory fields in the tool enforce knowledge capture.<\/li>\n<li><strong>Direct feedback<\/strong> encourages correct process behavior.<\/li>\n<li><strong>Visualizing impact<\/strong> shows how good behavior contributes to faster resolutions.<\/li>\n<\/ul>\n<p>Research shows that OBM leads to <strong>higher productivity, better collaboration, and sustainable improvement behavior<\/strong>.<\/p>\n<p>Within the ISM method, this fits perfectly: behavior follows structure. By aligning processes, responsibilities, and tooling, the desired behavior becomes natural.<\/p>\n<h2><strong>The winning combination: Systems Thinking, TOC, and OBM<\/strong><\/h2>\n<p>The power lies in the coherence.<br \/>\nThose who combine these three ways of thinking lay the foundation for a mature IT organization:<\/p>\n<ol>\n<li><strong>Systems thinking<\/strong> \u2014 Stop firefighting. Look at the whole system and discover where it\u2019s getting out of balance.<\/li>\n<li><strong>Theory of Constraints<\/strong> \u2014 Focus on the real bottleneck, not on treating symptoms.<\/li>\n<li><strong>OBM <\/strong>\u2014 Design your work environment so that people naturally do the right thing.<\/li>\n<\/ol>\n<p>The result: <strong>better collaboration, shorter lead times, and greater calm in operations.<\/strong><\/p>\n<h2><strong>Finally: dare to stand still<\/strong><\/h2>\n<p>In a culture of \u201cfaster, harder, more,\u201d standing still is almost taboo. Yet that\u2019s often where the key to real improvement lies.<\/p>\n<p>So before you push your team to work even faster, ask yourself:<br \/>\n<strong>are we perhaps on the wrong escalator?<\/strong><\/p>\n<h2><strong>Further reading<\/strong><\/h2>\n<p>Want to learn how to apply these principles structurally within your organization?<br \/>\nRead more about the <strong><a href=\"https:\/\/ismportal.nl\/en\/what-is-ism\/\">ISM method<\/a><\/strong> or discover the <strong><a href=\"https:\/\/www.ismportal.nl\/en\/\">ITSM Masterclass<\/a><\/strong> \u2014 the training where you\u2019ll learn how Systems Thinking, TOC, and OBM together create control over IT service delivery.<\/p>\n<p>&nbsp;<\/p>\n","protected":false},"excerpt":{"rendered":"<p>Every IT manager knows the scene: that one colleague who reacts instantly, picks up tickets, and proudly says, \u201cAnother one solved!\u201d And yet\u2026 the flow remains sluggish. Waiting times persist, problems keep coming back, and escalations pile up. How is that possible? The escalator paradox: what London teaches us about IT service management In 2015, [&hellip;]<\/p>\n","protected":false},"author":2,"featured_media":17202,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"_acf_changed":false,"content-type":"","footnotes":""},"categories":[38,37],"tags":[39],"class_list":["post-17300","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-blog","category-blogs-en","tag-eng"],"acf":[],"yoast_head":"<!-- This site is optimized with the Yoast SEO plugin v27.9 - https:\/\/yoast.com\/product\/yoast-seo-wordpress\/ -->\n<title>The escalator paradox: what London teaches us about IT service management - ISM Portal<\/title>\n<meta name=\"description\" content=\"Een IT-afdeling draait niet sneller dankzij de hardste werkers, maar dankzij goed ontworpen processen en samenwerking. 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