A successful ServiceNow transformation starts long before the build commences, and training is conducted.
Preparation and planning are two key factors.
From the People and Organisational Change Management (OCM) perspective, there are 4 key times that OCM can be used to improve project success.
Enable’s approach to OCM has a laser-like focus on the People side of clients’ ServiceNow implementations in support of the technical aspects of Processes and Platform. Our OCM, adoption and training services align with The Enable Way – our project delivery methodology (Figure 1).
Figure 1: The Enable Way
Enable’s OCM adoption, and training activities run in parallel with, and across, the five delivery stages with inputs to and delivery outcomes from each stage.
Enable OCM adoption, and training efforts track across four key times of work (shown in Figure 2):
- Go Live Preparation
- Go Live Transition
Figure 2: Enable’s 4 stages of OCM, adoption and training work
What Makes Enable Different?
We know that implementation occurs before, during and after Go Live. We also understand the importance of continued people support beyond Go Live, through Hypercare and Warranty periods. Mature organisations pay particular attention to supporting their staff 3, 6, 9 months or more after the implementation has moved from being a Project to being Business As Usual (BAU). Figure 4 depicts Enable’s OCM maturity model.
Enable can provide clients with the tools and support that assist with embedding and measuring the adoption rates of the new ways of working.
Figure 4: Enable’s OCM Maturity Progression
So, what have we learnt over many years of successful ServiceNow solution installations?
Enable’s experience has highlighted seven fundamental key lessons learnt for successful ServiceNow implementations:
- OCM starts BEFORE formally kicking off any deployment:
- Dedicate a role(s) to designing and managing the OCM plan that considers all stakeholders and contexts
- Research the organisational context (including the stakeholders, risks, etc.) to inform OCM planning
- Use collected knowledge of the organisational change environment to design an OCM Plan that includes plans for how to communicate the organisational change with stakeholders, deliver needed training and enablement, and minimise the impact of organisational change
- Assign a fully dedicated OCM lead + team. Ideally, the team would consist of:
- A communications person
- A systems trainer
- An administration person
- OCM is a part of good governance and should be developed concurrently with any changes your work processes and policy. To ensure consistency, the OCM Program Team and Plan would be in alignment with, or a part of, the client’s governance program for the implementation
- Enable and our clients agree on what “good” OCM looks like – expectations can be set at that point and then together we work in creating and driving the various Plans along with agreeing what the measures of success will be and how/when we will report them
- Constant, visible, active sponsorship is the single most important factor in ensuring a successful implementation
- Selection of Change Agents (eg SMEs) / Champions / Advocates / Stewards is the second most important factor. They are not selected just because they are available.
- Change Agents need to be represented at every level of the organisational hierarchy to avoid ‘black holes’ of communication and support.
Written by –
Organisational Change Manager
Tribe – OCM