Today, many enterprises are beginning their path to Global Services with a platform they already understand and trust: ServiceNow.
Like the “one ring to rule them all,” GBS offers the promise of widespread efficiency fulfilled through a single centralized organization and technology. Through consolidation, GBS eliminates resource redundancy, allows specialized experts in HR, Technology, Finance disciplines to focus on the most complex work, increases transparency and accountability, and – most importantly – makes it much easier for employees to access and deliver the services needed to run an enterprise each day.
GBS makes us ask, what if, instead of building separate platforms for each service, we integrated them into one platform within an organization designed to service all requests?
This is the premise behind Rami Blumin and Julio Kuok’s Knowledge 2020 Digital Experience Theater session “The Power of ServiceNow as a Global Business Services Platform“. Join them for this quick, 15-minute, on-demand session here, or skim a preview of the presentation below.
Going Global: Chapter 1 – Assess Your Current Status
Determine Where Your GBS Stands Now
Creating a successful GBS program centers around a simple premise: you have to know where you are now before you can build a roadmap to where you want to be tomorrow.
This self-assessment is essential on many levels. First, it gives you a foundation for attracting the executive support an institution needs to initiate and sustain the committed action. Second, by shedding light on what you’re moving from, it exposes the processes, plans, and tools you need for whatever you’d like to move to.
Begin with this short set of basic, yet revealing questions that expose how your organization is aligned towards shared services right now:
- Do your service providers (HR, IT, Legal, Finance, etc.) work together or do they operate as entirely separate departments/organizations?
- Can they/do they transfer issues among themselves? If so, how? Is the process consistent, or ad hoc; is this communication easy, or complex?
- Are your employers confronted with many departments to navigate or one single point of contact? Is there a central place of inquiry that will direct your employers to the appropriate department, or does that obligation rest on the employees themselves? Are they happy with the services they receive?
The Most Common Service Scenarios
When organizations ask themselves these questions, they usually find that they fall into one of the following three categories:
1. Separate Silos
Each service department is distinct, with little or no sharing of data, info, services among them. Employees who seek a service must know in advance which department is responsible for resolving their particular issues a potentially stressful process that consumes otherwise productive time.
The traditional model for internal services, Separate Silos does usually supports deep specialization within each department. But without any means for integration, crucial knowledge remains locked within each silo; there are no economies of scale to reduce the cost/increase the efficiency of service delivery. This places the burden on employees to navigate among the silos to find the help they need.
Further, and of special significance to large enterprises with multiple locations, Separate Silos are often located in distinct locations. This can be a problem for a host of reasons, from disaster recovery to language barriers or simple knowledge sharing.
2. “Wizard of Oz”
When Dorothy and her friends enter the Emerald City, they confront a very impressive flaming figure before them – only to discover a much less impressive personality behind the curtains.
In the “Wizard” scenario, employees seeking services encounter a single point of entry, but behind the scenes, disparate services remain disconnected.
A consolidated front-end is a substantial improvement in convenience for employees, but at the back-end, the lack of integration fails to address most of the disadvantages of Separate Silos.
3. The Utopian Organization
Single point of entry upfront, full integration of multiple services outback — this is the realization of a Utopian Organization and the heart of the GBS strategic vision. In addition to overcoming all the negatives of the previous two scenarios, the Mature Organization embraces a new positive virtue: the ability to share knowledge more efficiently and effectively among various service departments.