This Pennsylvania-based healthcare payer/provider offers leading-edge, compassionate healthcare and wellness services to a population of over 2.5 million people. An innovative team with a dynamic vision of healthcare transformation, this firm is driven by their commitment to providing their community with advanced, comprehensive care by renowned physicians – where and when patients need it.
Like many successful organizations in the consolidating healthcare space, this firm has undergone numerous acquisitions in the past few years. After acquiring several new hospitals in 2017, the enterprise today consists of six hospitals, one rehab center, a hospital school, home healthcare services and a network of 22 urgent care facilities.
Just as they aim to transform the lives of their patients for the better, the organization also was hyper-aware of their own transformation needs to be a strategic leader in their regional healthcare space. For this firm, that meant driving their team to “modernize their processes” to ensure they could evolve with them as they scale. (To some observers, that might also be considered digital transformation, though, they weren’t expressly advocating that initiative.)
This transformation meant overcoming internal obstacles. The organization was struggling with project management, particularly in their IT Service and Project Management practices – challenges that were exacerbated by their rapid growth and new acquisitions. As the firm reached over 12,000 employees, the leadership team knew they needed to focus on more effectively managing this new scale.
Enter ServiceNow: This Healthcare Firm’s “Two-Birds-One-Stone” Solution to Their ITBM and ITSM Woes
More people create more challenges for any organization. On the Project Management side, the team needed to effectively cover more projects and network satellites with the same resources. Some past success with ServiceNow allowed them to look to the platform to solve these scaling needs, and the firm was committed to consolidating its project management efforts into one system of record: ServiceNow.
Prior to undergoing their ServiceNow implementation, this firm was using Eclipse, a legacy ITSM tool, for its project management and resource management needs. With this tool, the PMO team was forced to undergo significant manual tasks to create accurate macro-level reports of what projects they were working on, who was allocated to work on them, what budget the projects were coming out of, and what progress those activities were making. Further, the reports they did have had some holes in them, leading people to question all their data – not good when you’re talking about budget allocations across a 12,000-person company! The team needed to validate the correctness of the reporting, which was a high priority for this organization’s board members.
Overall, The PMO team wanted to manage the firm’s projects, project plans, and idea and demand pipeline. They were eager to solve for resource management, so to better allocate resources to projects with greater visibility into what projects people were working on and what their capacity was to execute more projects.
In addition to their project management endeavors, the Healthcare firm was engaged in a separate digital transformation effort to move to EPIC, an electronic health record software, for their hospital and urgent care units. Moving to a digital health record required the organization to maintain a mature IT Service Management solution to manage incidents and tickets. Enter ServiceNow – a platform solution which could solve for both their ITSM and PPM needs.
Finding Acorio: A Veteran Consulting Firm with Experience in Healthcare Transformation
A ServiceNow rep encouraged the firm to look into Acorio as their partner for this ITSM and PPM implementation project. With over 600+ ServiceNow projects completed, Acorio has significant experience helping large organizations transform with the ServiceNow platform. Moreover, the healthcare firm went out of their way to research the ServiceNow solution and Acorio’s expertise in the healthcare industry. The firm spoke with one of Acorio’s long-time clients, New York Presbyterian Hospital, regarding their success with ServiceNow and how the organization was leveraging the platform while undergoing substantial growth.
During the engagement, Acorio’s Engagement Manager established a genuine empathy for the healthcare firm. He could easily relate to the PMO’s point of view and speak their language – because, in a sense, he was part of their world. This mutual understanding enabled both teams to build a trusting and authentic relationship with one another, with the ultimate goal to achieve a successful ServiceNow implementation.
The Result: A Digital Transformation by Any Other Name
To read the full list of results from this company’s transformation, check out the complete case study here.
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