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Client experience feedback “How to ensure the success and durability of ServiceNow adoption?”

Alongside our partner ImaKumo, last February 8th we had the pleasure of hosting our clients in the exclusive setting of the Molitor hotel to discuss the theme of adoption and team performance within ServiceNow deployment projects.

On this occasion, we had the chance to learn from client experience feedback regarding the successful deployment of ServiceNow projects on a global scale, supported by ImaKumo and InsideBoard.

Although a large-scale technological deployment is indeed a great accomplishment, it is unfortunately not sufficient to guarantee that the project achieves real success: that is, collaborator adoption and the expected use performance over the long-term.

Here are the 5 key factors to ensuring the success and durability of ServiceNow project adoption and performance, as revealed by these fruitful exchanges:

#1 Define a clear and meaningful vision

Without a clear and positive definition of your vision, it is impossible to define strong and meaningful approaches, which is vital to winning team support. The key questions: What benefits are you hoping for? What will it do for you? Why is it urgent? How does it justify the effort that it will take to deploy? What are the objectives and steps to do so, given the current situation? What are the impacts on the business, and notably the management?

#2 Approach the project as a new product

The traditional approach to IT project management must be abandoned and it must be built as a new, finished product, a “golden copy” created by the CIO and a multidisciplinary team, bringing together IT, UX Design, Digital and Marketing skills issuing from a bottom-up approach focused on practical needs.

#3 Market the project

A must-have to facilitate understanding and support of the project’s vision, the project’s marketing must start with the creation of:

  • An identity for the “product” (name, logo, visual landscape)
  • A message platform that respects the cultural paradigm of the business and is oriented toward engaging internal clients, i.e. collaborators
  • Multichannel product communications to broadcast the right message at the right time to the right audience, carried by the project team’s “salespeople” not only to management but also to operational teams

#4 Measure use and ROI

Although often a forgotten aspect of project management, measuring usage and performance is nonetheless an integral part of its ultimate goal. It is crucial to identify, ahead of deployment, ways to drive transformation and adoption which will allow the precise evaluation of success indicators, and the degree to which the objectives specifically defined for the project have been met.

Today, the CIO is in a state of constant flux. No sooner has use been created than a new project or a new functionality is being deployed. No one measures whether the projects delivered are used by collaborators who don’t keep up with the pace of transformation.

#5 Create a task force dedicated to continually motivating adoption and use performance

The final key factor to success, in line with the previous 4 items: It is imperative to unite the skills of the project team, who will be quite capable of guiding, analysing, and motivating adoption and use performance. However, it is clearly impossible to position a manager behind each and every user; the management of the transformation must be automated and long-term motivation must be industrialised, or otherwise the ROI projected for the ensuing three or four years will not be realised.

We’ve done the calculations: We would have had to dedicate 80 FTEs to directing the global adoption of our project. The InsideBoard platform gave us a concrete solution to our need in order to measure, market, and motivate adoption, and thus guarantee the project’s projected long-term ROI.

To find out more about the solution provided by InsideBoard and ImaKumo which makes all of these key success factors possible,


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