A well-known insurance corporation was moving more than 9,000 ITIL users from more than 20 different IT change-management systems and varying localized service-management processes to just one system with standardized processes and new roles. The company wanted to create a common, state-of-the-art system across all IT units and increase operational and budget transparency – a move it knew would introduce a great deal of change for its employees. The business also wanted to save money, improve productivity, boost its ability to adapt to future needs and deliver faster, more stable services to computer users companywide. An ISG organizational change management (OCM) team was brought in to help inform and educate ITIL users about the changes and address risks associated with user adoption.
Imagining IT Differently
ISG met with key employees to better understand the IT team’s existing change fatigue. We completed a detailed stakeholder analysis, conducted a change-impact analysis and change-impact risk-mitigation workshops and developed an IT training plan. We also built a multi-level change network, identified and trained more than 500 “super users” and executed a communications assessment, strategy and plan.
To help the client over the long term, we built ongoing process governance committees and designed OCM sustainment programs to last well beyond the project. To prepare the firm for the change, the OCM team helped complete eight road-show events, more than 150 train-the-trainer sessions, a highly visited project intranet site and a Yammer community with more than 800 participants.
Future Made Possible
- The company implemented a new state-of-the-art IT service-management system with globalized processes and roles. In the first week after launch, more than 5,000 users were logging into the new system every day.
- Within one week of launch, 91 percent of “super users” reported their “go-to” resources for answers about the project were self-service tools like online FAQs, rather than costly calls to the service desk or online help tickets.
- The global Chief Technology Officer (CTO) described the project’s initial launch as having gone “flawlessly,” with hypercare efforts ramping down in less than a month.
- The campaign is helping the company achieve more than $1 million in savings.