CASE really supports our agility and the skills we need when we need them. The service also provides commercial flexibility and great value for money. An example would be leadership through our strategy and roadmap sessions, which has provided guidance to sequence and prioritise capabilities. The entitlements for CASE such as health check really help to support the ServiceNow platform.
Foxtel: Mark Strachan (Director of Technology Services)
We really listened to customers, to tune this service to be a ‘no brainer’ proposition. The value delivered is proven through feedback and the metrics we’re seeing, with a typical return on investment of 216%. CASE is getting this success because it’s based on proper collaboration.
Ian White, Head of CASE for Enable
Realise value and save costs with CASE:
Customer Advisory and Support by Enable
Right now, organisations need to be agile. They need ways to deliver their services while reducing costs. Hiring freezes will be prevalent, and teams will need to do more with less. Enable is working hard to help customers innovate, find cost savings, and grow value. In March 2020, for example, our team partnered with AIIA to release the Australian Business Continuity site
With CASE, we can help you too.
Value realisation: Reduces fixed cost for your business, and achieves more outcomes with less time and often less cost
Flexibility & efficiency: Offers resource flexibility with access to expert advisory and ServiceNow capability
Strategy & innovation: Delivers strategic roadmaps for ongoing investment, ideas and innovation accelerators
Culture & collaboration: Proactively encourages a combined team approach and upskills your team
Rich service inclusions: Has inclusions that provide fantastic value and protect the platform investment in terms of health, security, licence alignment and more.
Our CASE advisory service will augment and support your teams.
Our assistance ranges from taking on work holistically to mentoring, training and even recruiting to build capability. Essentially, it’s what you need when you need it. At the same time, a range of entitlements keep the platform secure, healthy and upgraded, so you can focus on adding value and keeping costs down.
WHAT OUR CUSTOMERS SAY:
When we looked at the return on investment, we discovered CASE has delivered a 150% return on investment. So, for every $1 spent on CASE we are seeing more than $1.50 back into the business.”, “The attitude, proactivity and outcomes of Enable are second to none as they help drive our strategy and roadmap. I would recommend the CASE service to ANY ServiceNow customer
Enablis: Jon Evans (CEO)
The value we get from advice and guidance cannot be overstated. Being able to draw on the expertise required means we can be more efficient with our own resources. The value we got from the health check and the upgrade readiness plan alone have paid for CASE. The leadership show to assist with our go-forward strategy and roadmap has been excellent
PWC: Ross Economy (ServiceNow Product Manager)
Within a short space of time, an idea turned into a plan that became a project that turned into a solution that would hopefully benefit many Australians yearning for business continuity. Enable were critical to this and their name was a true testament to what they do and that was to enable the idea to come to life. What was truly inspiring was the way the entire team managed to work remotely and virtually without missing a beat. No traffic jams, planes to catch or meeting rooms to source. With a couple of clicks, we were all in one virtual place, collaborating and getting the job done. The experience was a terrific one.
AIIA: Ron Guici (CEO)
Contact Enable today for a conversation
about CASE and how we can help protect
your ServiceNow investment
Tuesday March 24th, the Australian Information Industry Association (AIIA) went live with a new website (built by Enable on the ServiceNow platform) to help Australian businesses through the current challenges of continuing operations as employees work from home.
The site was launched by two Federal Ministers and the AIIA Tuesday morning. It will act as a hub for organisations to get help and support, including access to offers of free services from tech companies affiliated with AIIA.
The Morrison Government welcomes the launch of a new website brought together by the technology sector to support Australian businesses with staff working remotely during the COVID-19 outbreak. Australian Business Continuity – by the Australian Information Industry Association (AIIA) and its technology partners – provides free practical tools to support the continuity of Australia’s small-to-medium businesses, including advice on how to best use teleworking services.
The new hub sees industry working together to keep our businesses running, with the AIIA partnering with Microsoft, Cisco, ServiceNow, Adobe, Telstra, Google, Facebook, SAP, Salesforce and others to provide guidance and free access to tools for video-conferencing, virtual meetings and other remote business services.
The development of the site, www.australianbusinesscontinuity.com.au/aiia, took four days and was completed remotely by three different business in six different locations in two countries by a team of developers and partners, many of whom have never met before.
AIIA’s new hub complements business.gov.au – the Government’s existing comprehensive website for small to medium enterprises. business.gov.au is a whole-of-Government digital entry point for information, services and support to help businesses succeed in Australia, simplifying access to important information, tools and advice across all levels of Government, particularly during this difficult time.
Here at Enable Professional Services, our team worked tirelessly with AIIA and ServiceNow to provide this valuable website to support small/medium businesses across Australia, and we couldn’t be prouder.
Enable CEO, Bruce Hara, is delighted Enable Professional Services could help AIIA support businesses to keep operating and keep staff employed. He hopes the project also shows how the ServiceNow platform makes remote working so much easier. ‘We delivered a highly effective public website within four days. But our team never met the AIIA or ServiceNow teams face to face, at any point of this project. What’s more, all of our team worked from home, not from our offices. Using many of the platforms and services showcased in this site, in an urgent timeframe, we can get a service up and running from wherever we are, and wherever our client is. This outcome is what many organisations will be seeking,’
Chief Executive Officer, Enable Professional Services
“Within a short space of time, an idea turned into a plan that became a project that turned into a solution that would hopefully benefit many Australians yearning for business continuity. Enable Professional Services were critical to this and their name was a true testament to what they do and that was to enable the idea to come to life. What was truly inspiring was the way the entire team managed to work remotely and virtually without missing a beat. No traffic jams, planes to catch or meeting rooms to source. With a couple of clicks, we were all in one virtual place, collaborating and getting the job done. The experience was a terrific one.”
Ron Gauci GAICD,
Chief Executive Officer, AIIA
Automate obligation and regulatory event management
The Problem Statement
Enterprises are swamped with the number of Legislative Instruments and associated Obligations that must be complied with. The ability to manage all Legislative Instruments and Obligations in a single consolidated process and system is a significant challenge in all enterprises, and all regulated Industries.
Compliance Teams must identify, assess and respond to multiple regulatory change events every month. This involves numerous stakeholders including but not limited to:
- Compliance and Risk teams
- Legal teams
- Obligation owners
- Control owners
Regulatory events may be a new obligation, a change to an existing obligation, or an indicator of a change, such as a consultation paper, or guidance note released by the regulator.
The number of regulatory events is increasing and so automation to accommodate the change management process is essential.
The current volume of Obligation changes is increasing year on year, for example, the number of Acts and Regulatory changes within Australia for 2017 are shown below:
Use the Enable developed ServiceNow GRC and LexisNexis integration rapid seed, to fast track the creation, and management, of your Legal and Regulatory Obligation register.
Receive daily Regulatory Events directly from LexisNexis into ServiceNow GRC and manage the review and actions needed to stay up to date, and on top of Regulatory Events.
Manage LexisNexis Core and Industry-specific content directly in ServiceNow GRC:
Key Benefits of combining LexisNexis and ServiceNow
Want more information from one of our ServiceNow Specialists about managing your risk with an Integrated Risk Management Partner like Enable Professional Services?
Don’t worry, we hate spam too so will only contact you with useful information.
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
4 key questions to ask before your ServiceNow project starts
4 key questions to ask before you start your ServiceNow project. A successful ServiceNow transformation starts long before the build commences and training is conducted.
Preparation and planning are key.
What are the 4 key questions to ask before you start with a significant change that can impact your business and the way people work
What typically causes changes to fail in our organisation?
Think about what your implementation history has been like previously – have you conducted similar rollouts?
What are the “correct” answers? ? Sometimes the answer is to simply not repeat the mistakes of the past – learn from them. The answers may lie in:
- Planning better.
- Identifying the right stakeholders.
- Collaborating with the right stakeholders at the right times.
- Investing in OCM maturity by embedding OCM roles and responsibilities content into leadership and management programs.
- Placing a fulltime OCM lead on the Project and establishing a complete OCM team within the PMO including:
- Training lead
- Communications lead
- Change lead
A good place to start to answer this question is to do a formal assessment and analysis of previous, similar rollouts. Need a tool for this? Ask us.
The second question follows on from the first. It focuses on the current organisational climate – what’s going on currently that may impact the success of this implementation.
2. What other projects, resources and organisational changes are there that will compete with this ServiceNow implementation?
Doing a “stress test” will provide you and others in the organisation a good understanding of the context within which your ServiceNow implementation will operate. It’s a good practice to look back into the past and filter through the three lenses of People, Process and Platform.
The third question revolves around understanding who is going to be impacted by the implementation.
3. Are we considering Organisational Readiness in the context of the company’s ServiceNow roadmap…do we even have a roadmap?
Does the roadmap include specific personas (view of the roadmap based on who will be impacted by what, by how much and when?)
The answer here revolves around the three key OCM pillars: People, Process and Platform. Different people will be impacted in a number of different ways: the work they do may change, the business processes may change and certainly, the platform is changing. How do we communicate to, then train each of these people in ways that are relevant to them?
4. How do we break the habits formed over many years of working with the previous systems and processes?
The fourth question points to encouraging the new ways of working while ‘switching off’ the old ways. How do we break the habits formed over many years of working with the previous systems and processes?
In essence, we’re dealing with people needing to change their work habits and good sense would suggest we somehow reward working in the new ways and discourage working in the old ways. There are several things we can do to achieve this (once again keeping the People, Process, Platform pillars in mind):
- Turn off or eliminate completely the old ways of working:
- Decommission the old software
- Eliminate the ability for workarounds
- Harder, longer more difficult to do
- Make the new ways a positive experience:
- Easier, simpler, quicker platform
- More efficient processes
- More productive people
And do you know what? Even if people see this ServiceNow implementation as a wonderful thing there will still be a resistance of some sort. We’re human – it’s inevitable. There may be doubts over clarity or timing or some such, but there will be resistance. This resistance should be encouraged! Ask for it, raise it, encourage it and do something with that valuable information.
Doing a Readiness Assessment early on allows a formal way for potential sources of resistance to be uncovered from a range of different perspectives: Managers, Change Agents, End Users, Fulfillers and so on.
Critical to answering this question is to ask another question: how DO we reward, recognise and encourage the new ServiceNow ways of working?
Choosing a capable ServiceNow partner like Enable Professional Services ensures project success, in all ServiceNow project implementations we offer a series of Organisational Change Management tools to help your management and employees transition smoothly, painlessly and with a positive change to workflows to help enable your work.
Contact Enable today for your own ServiceNow implementation.
Written by –
Organisational Change Manager
Tribe – OCM
According to Culture Amp, if you strengthen your culture you can build a better company. If you want to change the behaviour or performance of your employees THE KEY PERSON is that person’s immediate, 1-up manager: their boss.
What is resistance management and what are reinforcement management strategies and how should you use them to promote the migration to the new ServiceNow solution?
The goal here is to move the needle so that the organisational and individual motivation, of moving to the ServiceNow solution, is greater than the motivation to remain using the old/current systems.
But how exactly do we do this? Well, this is where line managers and people leaders have the most important impact.
Motivation is a VERY personal thing.
What a manager thinks is a REWARD for a person may not, in fact, motivate that person. What motivates one person may not motivate the next.
Here are our top 7 ways to help change behaviour in your organisation.
There are dozens of ways to recognise and reward staff other than purely $, things such as:
- Secondments and short term task reassignments
- Training and Development opportunities
- Increased responsibilities (even decreased responsibilities!)
- Reduction of system and other controls – for example allowing more flexi-time or working from home arrangements
- Recognition: Public/Private – be careful with this one: some people do not like being praised in public
- Personal solutions – for example allowing an employee to alter their start and finish times on different days to cater for day-care or school drop-offs and pick-ups’
- Intrinsic motivators – the challenge of doing a difficult task, doing interesting work
It’s critical therefore that line managers know what works for each employee. A Reinforcement Assessment is a great way to do this and can be done by the Manager and the staff member where they then sit and discuss similarities and differences in their responses.
If you would like to conduct a reinforcement assessment with your employees and don’t know where to start, contact Enable, we have an Organisational Change Management team who can step you through an impactful way to work with your staff.
Written by –
Organisational Change Manager
Tribe – OCM
The key to Enable’s OCM approach is in our name – Enable – we work with our clients to:
- enable their staff to adapt to, and be upskilled in, the new ways of working generated by their ServiceNow solution
- generate a commitment to the new ways of working (rather than compliance)
Our goal is to eliminate or mitigate challenges, pain points and risks and to engage with our clients’ stakeholders who will be impacted by the change by:
- making them aware of the changes
- helping them understand the goals of the change
- influencing them toward supporting, becoming involved in, and committing to the changes
We work with our clients to ensure relevant staff receive the appropriate, timely and ‘fit-for-purpose’ communications and training they need to reduce ‘time-to-capability’.
Enable has experience in a number of OCM implementation methodologies, such as:
- PROSCI’s ADKAR
- IMA’s Accelerating Implementation Methodology (AIM)
- PCI – People Centred Implementation
- Lewin’s Change Management Model
- Kübler-Ross Five Stage Model
- Change Management Book of Knowledge (CMBOK)
We work with our clients in understanding if there is a pre-existing change management framework being used and work within that framework. If there isn’t, we can help our client design an adaptive OCM, adoption and training strategy that fits with their organisation and culture.
Do you need to speak to an OCM Specialist about your ServiceNow implementation, contact Enable today.
Written by –
Organisational Change Manager
Tribe – OCM
OCM is about driving user engagement and adoption. It’s about helping people use a new tool or leverage a new process that’s being implemented.
OCM is important for all projects, be they digital or otherwise, employees and management alike, risk project failure if OCM is not carefully considered and included in any business transformation.
What is OCM?
Change management can mean different things to different people and different organisations. Some people regard it as migrating your technology from one region to another. Others consider change management as a process to manage to change scope, budgets, or timelines. Enable’s approach to Organisational Change Management (OCM) has a laser-like focus on supporting the people side of our clients’ ServiceNow implementations. Our OCM, adoption and training services align with The Enable Way – our project delivery methodology.
We know that implementation occurs before, during and after Go Live. We also understand the importance of continued people support beyond go live, through hyper care 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).
“75% of your project’s ROI comes from when people use and interact well with a new tool or process”
OCM allows you to realize your ROI for adopting new tools and processes. While these tools and processes are vital, you don’t gain anything as a business if people aren’t using them. In fact, a commonly reported statistic states that two-thirds of projects fail not because of technology but because of poor adoption. When projects fail to meet business objectives, scope, and timeline, they ultimately fail to deliver the desired ROI. Meanwhile, approximately 75 per cent of your ROI can be found when people use and interact well with a new tool or process, according to Prosci.
These numbers show how important OCM – and active change management in particular – are to any project success. In the end, OCM gets people ready, willing, and able to accept new ways of working to ensure project success.
Why do you need OCM?
You probably already noticed that we believe OCM is vital for any project. However, this is especially the case for application modernization or cloud computing, where organizations need to prepare for large-scale disruption.
By modernizing your applications, you’re changing the entire way that your IT organization operates. Ideally, you achieve greater velocity in your application lifecycle, focusing on coding, integrating applications across environments, and transforming your infrastructure. In the end, you want to get more out of your data, break down data silos, and ultimately improve the consumer experience.
To achieve that objective, your people need to believe in the project and be able to work in a new way. Their daily tasks are going to change. While automating cumbersome, manual processes will allow people to focus on more important tasks, they need to understand the benefit of this effort. They also must adapt to the new ways of learning and will likely pick up new skills along the way.
Why OCM matters for application modernization
Application modernization is particularly difficult because it’s such a large-scale change. The IT organization as a whole will have to change how it operates, and the results can go beyond there. In these cases, you’re seeking buy-in from multiple groups before things go live. And without that buy-in, your projects are doomed to fail.
However, these difficulties can be overcome with OCM. According to Prosci, projects with change management are six times more likely to meet or exceed expectations. This is especially true of transformative work like digital platform modernisation, where you focus on maturing your people, processes, and technology with the use of ServiceNow. You can’t launch a new way of working and new platform while expecting it to add value to your business in a real way. The true value is in bringing your people with you to use new systems and processes to their full capabilities, create efficiencies, and reduce pain points.
How do you execute OCM for application modernization?
OCM is important for all project, digital and otherwise. Enables proven methodology, whilst customised for each project, holds true across a range of projects.
Our approach has four distinct phases:
- Set the parameters, build the foundation, and provide the rationale (the why) for the change.
- Identify the key stakeholders for the project and work through a communications strategy. This strategy aims to take people from awareness of the change to overcoming resistance points to knowing what they need to do.
- Build a training strategy for those impacted. Training should be meaningful and fit in with their way of working. You want to overcome the adoption risk of people not using the new technology.
- Establish how this change will continue over the long-term. Adoption isn’t enough – your goal is continued use. People have a natural tendency to revert to old ways of working. You also want to overcome the sustainability risk of people reverting to old methods. ( Source)
Get the Key stakeholders and IT on the same page
With OCM for application modernization, the reason behind the change may differ. Communicating with both IT and the business stakeholders and the end users/rest of the company is key, especially because modernizing your applications is such a large shift. Large-scale change means that everyone will be impacted in some way, OCM can esnure that the impact is low but the results are positive. As a result, you will have key stakeholders throughout the company invested in project success, Key Milestones, and ensuring alignment is critical. After all, active and visible executive sponsorship is the number one contributor to success for any initiative.
The importance of OCM
OCM is crucial for projects generally. But considering large-scale changes such as a ServiceNow Implementation and platform change, this is especially true. All your team must change the entire way they work, communicate and manage their day to day workloads – and employing a significant change management plan will likely yield a successful outcome.
Enable provides clients with the tools and support that assist with embedding and measuring the adoption rates of the new ways of working. In the end, you not only want this change to be adopted at the time of implementation, but you also want sustainable change that will benefit the business and your staff. Sustainability allows your organization to deliver the business benefits of working in a modern environment over the long haul.