Camus said that “life is the sum of all your choices,” and since I’ve been preoccupied with architecture lately, it reminds me of an aptitude test I took years ago.
Before I went to college, my father had me take a series of aptitude tests at the Johnson O’Connor Research Foundation (https://www.jocrf.org/) in New York City.
They said I should become an architect.
The decision was mine, and at that time, I decided that this particular line of study was much too difficult for what I had in mind (it’s safe to say I was a ‘free spirit’ back in those days). Maybe that’s why I’m finding our discussion about Service Management Architecture so interesting.
So, I started my career in sales (I can still hear my dad saying, ‘sales!?’). It would be two decades before I eventually got into service management as a profession.
During those early years in sales, I developed a deep understanding of people. Sales taught me to listen, anticipate needs, and respond with solutions tailored to the client’s expectations. At its core, sales is about relationship management, understanding customer-provider dynamics, and value delivery—all principles that align closely with service management. And while my path into service management was indirect, I think the skills I honed in sales served me well when I eventually transitioned into managing services.
Now, you may wonder what this has to do with systems thinking or service management architecture…
With service management today — and service management architecture in particular — dependent on a systems thinking approach, I believe my background in both sales and service management gives me a unique lens. In Rolling Uphill, I wrote about my journey through different roles and how each experience built on the next, creating a broader view of how enterprises function. This perspective is key in systems thinking, where the emphasis is on understanding the interconnectedness of processes, people, and services within a larger whole.
Sales taught me the importance of alignment between different stakeholders and how every decision can impact outcomes downstream. Service management deepened my appreciation for the processes that tie everything together. In many ways, I was unknowingly practicing systems thinking throughout my career by constantly adjusting, integrating, and optimizing interactions to deliver value.
Today, as I continue to delve deeper into the USM method, I see even more clearly how my journey connects with the principles of service management architecture. USM focuses on simplifying service management by emphasizing universal processes that apply to any service, allowing for flexible integration of tools and practices. It demands a holistic view—just like sales did, just like service management does—and I think that’s why I’m drawn to it now. USM’s systems-thinking approach mirrors the path I’ve taken: integrating diverse experiences and understanding that, ultimately, everything is connected.
And as for that decision not to become an architect all those years ago? I have no regrets. Life’s twists and turns have led me exactly where I need to be, and I’ve found that it’s not worth wringing your hands too much while rolling the ball uphill. There’s always a balance between pursuing what interests you and dealing with the realities of life. Somewhere in the middle is where happiness tends to hang out. So, if you’re reading this and trying to make sense of your own choices, remember that it’s okay to adjust the plan. You’ll find your way, and when you do, it’ll all make sense.
So perhaps, in the end, my path has taken me right where I was intended to go.