Enterprise platform adoption: Engaging power users to help drive organizational change

As mentioned in our previous blog post, West Monroe Partners Performance Services practice is deploying ServiceNow to improve our service offering to our clients. Even before we complete our rollout, client enthusiasm is high, and a number have already volunteered to act as early adopters. On the surface, it would seem like the largest hurdle to clear would be getting clients to ‘buy in’ to the new tool set. However, as in most large projects, the key to a successful rollout is identifying those influencers within the organization that will speed adoption of the new platform.

What does my day look like?

As we were completing our internal training, we’re starting to get this question regularly. The team recognized that ServiceNow will immediately improve our ability to provide more personal and targeted service to our clients. Providing white glove service and focusing on ‘brilliant basics’ is central to our managed services offering, so this idea really resonated with our service desk and engineers. Still, when the phones start to ring and I need to get to the next request, what will this really mean for “me”? For all the challenges with the existing processes, I know how to navigate the tools in place to get my job done. Early on in our implementation, we identified a few power users and brought them in to the process. How do you know a power user? Who is the go-to person for questions by the team? Who has created custom layouts and templates that they share with other users? Who trains new staff on the best way to use the tools? If they tinker, train, and troubleshoot, you’ve got a power user.

We trained them on new features. We asked for and incorporated their feedback as development progressed, and we asked for their help in identifying other early adopters on the team. Then, we asked them to reach out to these team members, so the request for help wasn’t ‘coming from on high’, but was a peer asking another peer to help test drive the cool new tool. These influencers were vital to our testing effort. We’d written well over hundred acceptance tests for specific requirements, but power users’ unstructured, discovery based testing uncovered some important workflow issues and integration bugs that we were able to correct before going live. This significantly reduced risk around the release process. By the time formal training was delivered, most of our service desk and a number of our engineers we’re already familiar with how the tool worked. They were able to relay how they’d use it, which increased buy-in from the larger team.

Features we hadn’t even looked at

In addition to training the team, we ran an internal contest to further engage users to get to know the tool. We asked users to log in, navigate through the tool, and to submit a ‘cool’ new feature; the caveat was that these had to be features we hadn’t already shown them through training. The submitted features would be judged by their peers and a small prize would be awarded to the feature deemed the ‘coolest’. The winning feature utilized the visual task board within ServiceNow to manage the incident and request ticket queues for the team. This was a feature of the tool we hadn’t even looked at during requirements definition. The team dug in and found this feature and then figured out how to apply it to their day to day workflow.

As a result, one of our team leads will be training the queue managers within the practice on how to use this feature for their own ticket queue workflows. From a management perspective, we’ll encourage use of this feature if it is helpful, but we won’t mandate it. After all, with more familiarity with the platform, someone may find an even more useful feature that the entire team can leverage.

The team determines success

Company-wide emails and contest prizes are some of the high profile tactics we used to bring a lot of visibility to this important initiative. An enterprise rollout of this scale deserves a certain amount of fanfare. Still, the ultimate success rests with the users who will be better equipped to serve our clients. Their work and preparation was the most critical component to a successful rollout. And evolution of platform and user will set the stage for continued success.

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Phone: 312-602-4000
Email: marketing@westmonroepartners.com
222 W. Adams
Chicago, IL 60606
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