Process Automation

ServiceNow Adoption and Optimization

. : Find

Technical stakeholders often drive ServiceNow adoption without understanding the complexities of organizational change management that are required and how to enable their business partners in its adoption.

. : Unite

Technical stakeholders focused on the data and integrations without designing a path for adoption that includes the understanding and application of the business. The data model of the platform typically has concepts in it that align to what the business wants to achieve but is not in the language they are used to. Focus was on education and training before customization in partnership with the business. Joint ownership was critical in this success.

. : Shape

We engaged leadership, lines of business, architectural and engineering groups to understand how their business processes worked and how they align to the platform. We partnered with business to create a training and engagement model that allowed them to submit demands (requests) and rank them by priority to fit into an agile delivery model.

. : Execute

By including the right stakeholders and training the process owners, they were well equipped to understand how to use out of the box features, reducing technical debt, increasing supportability and ease of upgrades while still maintaining the work they needed to accomplish. We helped them understand the data model, how it applies to their work, and explained concepts that were new but related to what they wanted to achieve. This allowed for us to connect the operating environment all the way into the service delivery portfolios for unified financial and operational analysis.

Scaled Agile

. : Find

Organizations were quick to adopt Agile frameworks without understanding the strategic impacts upstream and downstream. Projects were faster to deliver, but did not meet their market objectives.

. : Unite

Program, projects, and classic funding mechanisms were restricting what the organization could accomplish. The connection between organizational strategy and the delivery mechanisms were decoupled. In some cases, the organization was simply delivering the wrong or lower value outcomes faster. Focus was on projects and time to market rather than value to market.

. : Shape

We engaged leadership, lines of business, and architectural groups to understand how their business capabilities were prioritized and how they communicated that down into the delivery mechanisms of the organization. When needed, we partnered with business to create the business capability model and align it to expected value based outcomes.

. : Execute

By reaching out to all lines of business, we were able to compile an inventory of operational value based outcomes. Organizations often like to discuss the technology versus the business outcome they are achieving. In our discovery, we treat technology as an actor and minimize the amount of “tech speak” in order to get to the core business goals. We also worked with specific lines of business to rank the value outcomes by their impact for the business. At the end, we provided a committee framework for investment decisions and aligning it to the downstream delivery channels within the organization. By allowing the organization to focus on value based outcomes and organize the work by importance, we were able to connect strategy to their Agile mechanisms.

Hands of robot and human touching on global virtual network conn

Digital Automation

. : Find

A top banking institution was having difficulty with communicating and positioning the benefits of process automation as a business capability. There was a gap in the understanding of digital process automation (deep and wide), robotic process automation, and digital case management automation types. In addition, it was difficult for the business to understand how to apply various elements since some of the automation allows for Citizen Development which was beyond the scope of their original RPA need.

. : Unite

The organization positioned the solution set as a way to augment or replace human workers. We changed the approach from human replacement to more meaningful work for existing staff and less routine work. We also framed the problem as a quality of delivery issues. These conversations led to further conversations around criteria and organizational models for delivering the four (4) primary digital and robotic process areas. We also helped the organization understand why and how RPA had to be combined with other automation technology to maximize overall value and be able to have accurate compliance reporting.

. : Shape

We worked with technology and associated interested lines of business to understand appetite for organizational needs to position these services as a business enabling capability. We conducted research and multiple workshops to understand the current landscape and opportunities to replace less or un-managed technologies within the organization. We also identified how existing technologies and delivery models would be reshaped.

. : Execute

We provided strategic direction and recommendations on how to position the effort in relation to the enterprise portfolio. The recommendations included a maturity roadmap, delivery model that included federation options, support models, training models, technology options, and communications planning. Technology selection was made and an enterprise center of excellence was created. It was also accepted as a core element to jump start a more formalized Citizen Development program.