Becton, Dickinson & Company (BD), an American multi-national medical technology company, has been a Service Now user for ten years with the platform reaching functional areas of the business. It is a highly successful example of that platform in practice and the firm’s experiences provide a powerful template for other organizations embarking on a similar journey.
Trisha Johnson, Senior Manager Strategy Solutions, has been with BD for almost a decade, during which she has implemented everything from ITSM to ITVM to CSM on the ServiceNow platform. At the beginning of its ServiceNow journey, BD had just implemented shared service centers around the world, but they had a lot of challenges to overcome, she recalls:
We were looking at a lot of processes in email or SharePoint and even on paper, a lot of manual work. People were losing two hours in the morning preparing reports and spreadsheets to get the vendor customer service desk up and running every day. The limited process was transparency – you can’t measure what you can see, it’s as simple as that. And there was no visible in user experience, no portal, slow routing and approvals. We were shipping paper documents around the world for Wet Signature for Capital funding and that process could sometimes take up to 12 weeks to get official approval.
continuous wheel
The key to dealing with this was the ServiceNow Now Value method, which was a “continuous wheel” as Johnson put it:
We always go back to the beginning and just constantly evolve.
Getting the most out of methodology means starting with a few key principles, she advises — to envision, create, validate, and champion:
It is fundamentally core to everything we do. You are always in a different place in this journey. Different products may line up at different places in this journey. This wheel is constantly being reviewed as there is a new product coming out in the next release, how do we keep it in sight?
The imaginative element of BD’s journey helped internally:
We had a really cool executive sponsor who was saying, ‘Have you heard of this new platform?’. They saw possibilities with procurement, legal, finance, supplier portals and that was eight years ago. So that vision was very strong there and he supported it everywhere.
But there were still challenges, she notes:
How do we prioritize those challenges? What’s going to bring the best value to our stakeholders the fastest? How are we going to cut costs and save some efficiencies in our service desk? It is not just about your roadmap and a vision for the product, but a vision for your Service Now programme. Will you have a center of excellence? How are you going to set up your internal team? Will you have an internal team? Are you going to be a partner? Would you rather have both or a hybrid approach? How are you going to manage ServiceNow as ServiceNow? What’s your rule? The list goes on and on.
Those questions cannot be avoided, warns Johnson:
If you start the journey and some of these basics aren’t there and it’s set up, we would have been completely overwhelmed by the backlog at the time. So establishing that strong governance and implementation strategy was core to the imagination phase.
to be creative
Moving on to the construction phase, the goal was then to turn the vision into actual results. Johnson recalls:
We had a very small internal team, but because we set these standards and defined not only how we were building it, but where we were going, [the team] Was able to work with our stakeholders, sometimes turning opponents into our biggest champions. We were able to pick them up and get the services up and running in two, three days and show immediate value.
In terms of user adoption, there is a need to give people the ability to harness that value. There is a lot of free training material on offer, Johnson says:
ServiceNow is the epitome of ‘they will come if you build it’… OCM, communication packages, roadmaps, templates, all these things – you don’t need to reinvent the wheel. ServiceNow probably built the base for that package for you. There are actually training programs for every part of the platform. From developers and admins to business analysts, even some of your executives, there is a format that fits them and using it has really helped us succeed. This is absolutely critical for this platform, because everything is connected, whether it’s a scoped application or not, it’s all fundamentally connected.
For its part, BD is active in the ServiceNow community and some of its team is involved in product advisory councils. It is beneficial as a user, argues Johnson:
The more you give ServiceNow, the more they give you. It’s really a great ecosystem like that and it’s allowed us to be in touch with not only all those resources, but where the product is going. [You’re] To be a part of what the four releases are going to look like from now on. It is also vital to our success as we can continue to be together on that journey. We maintain short term and long term roadmaps to achieve quick wins, but that long term is built on the foundation of not only our business roadmap, but Service Now’s product roadmap.
tell them about it
The platform’s recognition comes from being ready to measure everything, Johnson says:
There are measures and transactions that we are doing for people and efficiency, but there are also some initial KPIs that were in line with our goal and how we are achieving it. Are we changing digitally? Are we really setting achievable measurable goals? Because again we’re not talking about IT users; We are talking about legal, finance, procurement. This is part of an implementation that we set up standard KPIs, standard reporting dashboards, both leadership and instructional views and dashboards, but also your transactional work, supplier type dashboards…they are standard. Worldwide, SLA means the same center to center. As you are looking at a dashboard for transactional work and fulfillment function in Asia, you are seeing the same thing that people in Latin America are seeing.
Ultimately, with all this in hand, it’s important to get the message out there and champion the platform. Johnson says:
You have to tell your story. What are you doing this? How are we bringing value to stakeholders? Championing isn’t just, ‘Here’s how we’re doing on our metrics and our KPIs’; Championing is getting people excited about what this platform can do. It is important that you be the champion. You must also have busy users. If people are excited about something, they’re going to be more engaged, they’re going to be more receptive to training tips and tricks and how-tos. More honest feedback about the user experience will come to you as well. So, the enthusiasm is not just about building the backlog, it’s about getting those champions. You want those people to be your biggest champions. They were saying the loudest, ‘We can’t do this’; Tell them in the loudest voice, ‘Look what we did’.
Putting these principles into practice has served BD well, Johnson says:
we went live with the original [ServiceNow] Implementation, worldwide launch, in a total of 11 weeks with four people. We were able to go live at the time to reduce the 12-week paperwork process of approval to one to two days. Those solutions were modern and innovative, then and still are as we get in touch with the product roadmap, because we have skilled resources that can take what you get from this platform and turn it into something else.
Services to Finance, HR, Legal, Procurement, It doesn’t matter what job you’re at, Service Now has proven it can work for you. We may have built these solutions in 2013, but they’re still working in the lab today and we can still do that thanks to the Upgrade Center.
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