Convergence of Disparate ITSM to Centralized ESM With a global presence of over 12,000 physical stores, welcoming over 13 million customers every day, the organization is working towards being the next global food e-commerce leader. T o realize this plan, internal IT systems and pro- cesses needed to be streamlined including an array of disparate IT service management (ITSM) tools used by IT teams in various coun- tries. As a first step, all IT departments were merged to make better use of resources and to create a home for a new, centralized Enterprise Service Management (ESM) solution. The team leading this charge was the ITSM and Enterprise Service Management Process and T ools Department. The department manager explains what was involved in this mammoth effort: “We need

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