to how common Spirit uses impact to accelerate their adoption of the SPN platform across service now standard Safe Harbor notice uh any looking forward statements we just want to make sure that these are just based on our beliefs and some assumptions so please take that into consideration as you're listening and learning and going forward we do encourage you to join us for future webinars uh there's a schedule here you can simply use your mobile device collect the link and jump into signing up for some additional webinars and again the link will be shared in the chat today later at the end just a few housekeeping items uh we want to make sure that we're asking questions in the Q&A section so if you could Leverage The Q&A section for your questions the session will be recorded and will be available on demand following the session and and naturally it'll be shared across the community as well and then naturally we want to keep the conversation going so that we can continue to engage experts as we go forward so this will be available on the impact Hub as well and then at the end we want to know how we did we want to make sure that we did a good job and that we know how we can improve going forward so without further Ado it's my distinct pleasure to introduce Felipe MOA from common spirit and Kelly Anderson from common Spirit alongside myself Jennifer Dew with service now and Matt welcome to the party let's kick it off awesome great all right well I'll kick things off hey everyone I'm Matt Hong product manager on impact and before we get started I'd love to ask those of you on the call you should see a popup on your screen about a poll on how you're tracking the value that you're receiving from service now today we have four options here is it through formal metrics dashboards two gut feeling three manually generate reports or for we don't really have good tracking mechanisms in place it looks like right now 50% of you have been saying we don't have good tracking mechanisms in place few folks mentioning gut feeling some do have some metrics and dashboards in place and um some manually generated reports um but it still looks like a majority of folks don't have great tracking mechanisms in place and that's okay that's why we're here all today and since it looks like a good number of the folks here don't really have good tracking mechanisms in place or maybe you're going off gut feeling it's my pleasure to introduce you to service now impact today so what service now impact is is it is a value acceleration solution that is designed to help you maximize your investment with service now this is built completely on the now platform and what we do is we combine predictive software with human Ingenuity to keep your platform healthy and also help you speed your time to Value what we offer in here are personalized insights recommendations value tracking and Industry benchmarking best practices content learning and premium technical support all built together in one place to create this beautiful experience that we continuously iterate and build upon for you so in today's session we're going to hear from common Spirit about how their team is using and benefiting from service not impact but before we dive in we'd love to walk you through a quick product tour um to show you some of how it actually looks up in the product so I'm going to go ahead and my screen right here great so let's say I'm a platform owner and I'm responsible for managing my company's service now instances that includes planning upgrades monitoring platform Health tracking our adoption value and more and so I'm going to quickly walk through how we can do that with impact when I first log in I am taken to the home page that we see right here which provides a high level view into what's top of mine for me as a platform owner at the top of the page I can review Key activities and deliverables that need my immediate attention at the top the impact homepage also includes personalized recommendations as to what I should do next what are the best next steps for me as a platform owner as well as for my organization as a whole scrolling down further on the left hand side here I take a look at the business objectives and initiatives that support my service now Journey often times our customers can forget the actual goals they hope to achieve with the platform but here we explicitly call it out and I noticed one specifically on increasing employee productivity this is a big one this is going to be a big goal for the company that will require all Hands-On deck and we can even see here what service Now Products will help me achieve this goal from itsm HR Sam and more as I continue to scroll down I'll also see my impact entitlements so aside from managing the value Journey impact also includes valuable resources like advisory sessions these are expert-led workshops where I can ask service now technical experts on best practices to achieve their goals as well as accelerators now these are fix scope to help guide me in the service now Journey such as design reviews or maturity assessments scrolling back up here and on the right hand side I also get a quick snapshot into the status of all my recommended service now capabilities that will accelerate the company's path to value and this is across all the products that my company has purchased helping me understand my overall product adoption and making sure that I'm taking full advantage of what I've purchased from service now the top here platform health is also top of mind for platform owners like myself with a healthy platform I can push Innovations to my users with confidence right from the homepage I can monitor overall instance Health score and see key metrics and track Trends across all the instances that I currently manage I do also receive the right product content at the right time through a machine learning algorithm customers will receive personalized content recommendations enabling them like myself to adopt service now products even faster and if I need any immediate support or have any questions during my customer success journey I could initiate a conversation right here with my impact Squad to quickly receive the guidance that I need Who's involved in the impact Squad well we have a great cast of folks here these include support account managers who are my go-to person for support escalation operations success Architects these are the guides across the service now Journey that assist with understanding the value I hope to attain from service now platform Architects they provide technical guidance like infrastructure design reviews and lastly the customer success manager is the over all coordinator who are my first line of defense for any requests or support each of them play a very critical role in supporting my customer success Journey so now that I have a good sense of how my service now journey is going it's time to get to work say my boss is the CIO and he's really focused on improving employee productivity they hear that there's a lot of New Gen features coming out in the future but he a little unsure as to where to actually get started so he asked me the platform owner to plan out our gen Road map and also execute on it how could I get started well actually on the recommendations I see something for an accelerator on generative AI so let's click in and see what's in it this accelerator helps me and my team learn about the possibilities and capabilities of service now gen and I can see right here there's some major activities that I see here there's going to be some coaching as well as some outputs from here including a deck that I can use as as an asset this looks perfect so I can go ahead and get get started and schedule this session and meet with my squad they're going to walk me through the ins and outs of gen give me helpful advice on what to do next so let's fast forward a bit I figured out exactly what we need to do so now the team of mine has been working on implementing these features few weeks later the CIO wants an update on our progress instead of crafting slides I can share the capabilities map which provides a pulse check into the adoption status of all of my service Now features I can specific speically see here what has been adopted what is currently being implemented not yet adopted helping me understand the usage status of my service now portfolio my squad can also recommend capabilities to me that I can quickly take advantage of this helps me identify areas of opportunity as well as providing resources into ways to get started so for example for something like U let's say Dynamic translation if I'm not sure exactly what it is I can get a quick link directly into product document ation looking here it seems like a lot of the AI features like AI search predictive intelligence they're in on track currently being implemented so I can share that great news with our CIO who's happy with our progress now since our team has been implementing a lot of new features on our platform I also need to make sure that our instances are healthy enough as we're innovating on the platform and so I can also track my platform Health in real time right here in Impact impact provides me with a One-Stop shop into these critical metrics that we see on the top here for maintaining a healthy platform I can see through single view of how the health of my platform is across these five key categories of manageability performance security upgradeability and user experience and scrolling down below I also get observations some key takeaways and highlights areas that I can focus on to improve my scores as well as any notes directly from my squad on what I can do next scrolling down I can also see how my scores Trend over time to get a sense of that as well as how our instances are fairing against peers of my industry so overall it looks like our scores are pretty stable in fact actually doing really well so it seems like even with the addition of these new gen features things have been going great for the organization here so we're going to fast forward a little bit more in time now all the AI capabilities are live and in use in all instances and now it's time for us to check in and track our overall business value derived from service now especially now that those AI features have been live for some time when I click into business value I can review how much value has actually been realized across the service now products I own for example let's take a look at itm with the investment at itsm my team has generated over $6 million in value across these fre business objectives including the increased employee productivity one that we saw earlier in this demo from here I can actually break it down to specific outcome comes that we're tracking spe excuse me specific success metrics including reducing disruption from incidents and so we actually work together with my squad to come up with these assumptions and also input real-time instance data providing an accurate and realistic calculation into my Roi of service now so I can share this great news with my CIO as well who's really excited and happy about how the new gen features are making a tangible positive difference to our service now platform so that was a quick quick overview of how impact shows up digitally for our customers and how customers today would use the tool alog together but with that thank you so much for your time and I'm going to turn it over to the main event the main attraction here which is Kelly and Felipe from common Spirit Jennifer do we have the slides up and you see them now yes hello um challenges are gifts that forces us to search for a new center of gravity don't fight them just find a new way to stand my name is Philip mura and I am the systems director for platform engineering here at coming Spirit Health next slide my name is Kelly Anderson I'm the product manager for SPM at common Spirit um common Spirit was formed in 2019 through emerger of Catholic Health initiatives and Dignity Health more recently we brought in centur health to the mix and making us the second largest nonprofit health care provider in the country with over 140 hospitals more than two 2200 care sites and we operate in 24 states with over 200 ,000 employees the vision of Comon Spirit uh is that of having one Platform One database and we not only want to enhance but also empower the experience of our users in the platform uh we want to Leverage The Automation and the platform to be more efficient across multiple groups in the organization and this will give us the the true endtoend visibility on the business and understand where we are in that journey to achieve our vision um prior to 2023 we're leveraging just a few modules in the platform such as itsm hrsd and setups but in early 2023 we decided to heavily invest and purchase uh if not all most of the toys from from service now to be able to Embark in that journey to achieve our our vision yeah and and really you know the reason we started this whole journey is know to support that one common Spirit the one point of entry and for all of our IT services and then to uh to uh that was it sorry so um we definitely um had a lot of challenges at the beginning and one of the ones that we uh self-inflicted was that we decided to self- implement SPM um and also we were only had 11 months to do everything and by everything I mean gather requirements Implement and train all the in users uh to uh to use and leverage the module and then be off of the Legacy tool and we needed to do all of that uh within 11 months yeah and in addition to that we didn't really have any uh true s uh SME with experience in SPM we had a a platform team that was very well versed in some of the other modules but when we got into SPM we quickly realized that it is it is very different it is has different complexities and we just we didn't quite have the experience level that we thought we did and you know just to add on to that our start was delayed by three months which meant that our very aggressive 11mon timeline is now eight months and to add more to it um we knew that we needed to do our yearly upgrade on the platform so we knew right off the bat that we need to slow down on the project to be able to upgrade our instances um and what Kelly said we didn't really have anyes on SPM uh and our key player the product manager didn't join the team until a few months into the project so and then um early on the the focus was a little bit shortsighted we were focusing a lot on new features rather than business outcome um design was based on you know the shiny new things that we were seeing and we weren't looking at the bigger picture and in addition to that we went from a legacy tool that was highly customized and the requirements initially with our our initial business stakeholders was they really were they really wanted to recreate everything in the Legacy tool into SPM which you know was everything from you know they were just very resistant to change so it was everything from changing field names to matching what the former tool said even though it was like a one-word change or just completely unnecessary customizations and configurations that we would later have to undo and now from the very beginning of the project we wanted to stay very close to out of the box just MVP functionality but as we started to have conversations on those requirements we understood that our level of maturity on project management was pretty high so our MVP requirements started to evolve into a little bit beyond just MVP uh and then three months into the project uh we had a reorg which forced the pmo team to be uh be removed from our project so now we didn't have a a business stakeholders telling us the requirements in the needs of the business so uh we struggled there for for a while yeah and the result of all the stuff we've been talking about the delays the upgrades the or restructuring with new business stakeholders complex design to mirror the the previous tool and ever evolving requirements that redefined MVP throughout was the result was a lot of rework a lot of undoing what we'd already done um we did a lot of stuff twice and it was just it was a lot of a lot of rework next slide so definitely a lot of challenges and this is when we decided to heavily uh partner up with the service now impact team and let me just say UPF front that the service now impact team is not a delivery services team what they are they are going to um provide with the knowledge and part you with the tools and resources to be able to make those strategic decisions to be able to move forward and that's that is exactly what they did so you know when when FY and I started talking about this journey and and presenting first at knowledge and now here you know I had no doubt that we could not have done what we did without these the product advisory sessions and then I started really thinking about how product advisory helped us throughout our implementation Journey um in a nutshell the product me advisory quickly became our phona friend throughout throughout the entire implementation we were solutioning on our own and for the most part fairly successful um but given the the inexperience we had with SPM as a whole we ran into a lot of roadblocks in some cases we were going down the wrong path entirely and going on that path way too long and in others we could not find a solution at all or we cause collisions with other service Now Products just again due to our inexperience in the tool on the SPM side advisory really helped us with our you know adoption practices and helped us stay on track helping us shift our mindset from this is how we've always done it to more of a willingness to learn and embrace SPM for everything that it has to offer and like I mentioned before we didn't really havee and this is when a few months into the project kayy arrived uh did a rescue and thank God for her joining us at that point in the project because we really needed someone with her expertise and skills to be able to help us focus and drive more in the business outcomes um while the advisary hours were fantastic and it's something that we lean on it uh having kayy inous was was a huge help and you know right around the time that I joined uh the delivery optimization group was formed replacing the former pmo with this newly formed team came new leadership and we had a different level of Engagement which we desperately needed so that we were able to focus on the larger business drivers rather than what was starting to feel like a compilation of individual requests which resulted in better alignment to our overall strategy vision for the organization so just like uh we lean on Services uh like advisory hours from the the impact team we also leverag uh what they call the adoption toolkit and this is a full of multiple many many documents templates that helps you on how to properly run a project implementation and service now how to gather requirements how to put together uh uh training documents and all these documents are modules specific right so we obviously focus on the aspm side of things and yes there were many documents and templates in there but given the fact that we didn't really have that much time to leverage all of those documents we just picked and choose what we needed uh to get us to that Finish Line additionally uh uh also part of the uh services from Impact is that we have access to On Demand courses on the now learning platform for free and we went straight into getting an assessment to understand the the different courses the path uh that we needed to go and and and educate our business versus our developers once we understood that we were able to send our our our teams to go on the now learn platform to take those courses on SPM and then come back with that knowledge to be able to speed up our implementation so that was a a huge huge um help yeah and US evolving into like an MVP Plus+ model was also very helpful and we couldn't have done that without the help of service Nails Impact Services um you know our our MVP plan originally was very we want to stay out of the box for all the reasons we were talking about before but with the new structure and the New Direction Change we were constantly changing and evolving our requirements which quickly morphed into more of an MVP Plus+ than a true MVP out of the boox implementation um the other piece that I'll probably keep talking about is is the customized training which was absolutely crucial to us achieving our goal Life as we talked about so many times we had a time crunch we were that time crunch was condensed even more and then we had um we had a go live that we could not delay there was just no option for that so Serv now you know with their customized training they took our developed instance and built technical tool training based on our individual instance the only thing we had to do at the end of the day is overlay our process onto the training documents that they provided which allowed us to continue to focus on that project delivery and hit that Milestone date for go live next slide so the pieces you know that we really took advantage of the adoption accelerator Services um were crucial uh the the adoption toolkit really helped us get organized and stay organized the change enablement plan and workshops were extremely helpful and the templates they provided saved us valuable time and contributed to us hitting that go live Target and then back to the training you know uh I can't say enough about the custom Training adoption at the end of the day we were able to deliver training over to over a thousand participants in our training sessions over a 4-week period leading up to go to our goal live and service now also provided recorded demo videos and quick reference guides in addition to the online or on demand courses that Felipe had mentioned earlier yes definitely uh October 31st was our our go life dates from the very beginning we never moved that date um we were so happy that even uh with all the obstacles um we were able to uh still go live on that date and and it was because of the collabor collaboration with impact team the services that we were able to achieve that goal life date um the picture on the right is the actual cake uh that we got to celebrate our go life and let me just tell you that was a very delicious cake uh next slide so talk a little bit about the Lessons Learned um the the first one I think is so crucial is you know engage Impact Services and sooner and more often in the beginning we believed that we were we were going to do it on our own that we could do it on our own that self- implementation meant that we were on our own which is absolutely not the case um you know we were we on our own but we also had service now to come in and and partner with us so that we could make this journey together um we were inexperience with SPM as an organization and that's okay the Impact Services were here to help they helped us through some of the complex Integrations and they helped steer us to the most efficient Solutions um I I think one of the things is that we need to remember is it's really important to understand your expected outcomes from a business perspective prior to development it's going to save a lot of time um and here I come in spirit we are in a j shop so from the beginning of the project uh we uh went with the uh you know the pool model where we pull in uh resources from available developers to come in and help in different Sprints uh but we Qui quickly learned that that was not helping us uh speed up our implementation uh so we ended up uh changing to a more of a dedicated Developers still um an agile methodology but now we have dedicated developers that can be on the Sprints over and over and carry that knowledge with them to allow us to speed up that implementation right um another thing that that we learned um was that at the very beginning of the project we spend many many weeks and hours and and you know we can attest That by leveraging The Advisory hours we spend a lot of time educating the best in on the outof thebox functionality on SPM what does that do how does it do it right so we spend a lot of time there uh uh educating the business so going forward with any project we're going to have a prerequisite where the business um is going to need to take uh those on demand courses or even instructor Le courses on the module that we want to implement we want to educate the business prior to the kickoff of that project and the reason for that is because we want that business like I said be educated going into the project knowing the product how it works out of the box so they can give us the right requirements we can get started on that implementation as soon as possible yeah another another lesson learned is you know we learned that staying out of the box or trying to be out of the box doesn't mean no configuration it doesn't um you know it doesn't mean no configuration or customization even when we tried to keep our c customizations to a minimum we still had a lot of development work we we did have a few um complex uh issues we were trying to resolve and I don't think we were 100% prepared for the amount of work that it was going to be even as we were saying out of the box um I think it's important to have clearly defined goals and targets of what we want the tool to do prior to development and along with that it's critical to understand the business requirements prior to diving into the development it's going to save a lot of rework at the end of the day one of the things that that we heard a lot through the advisory hours the impact team and even the adoption toolkit is to take that craw approach into the project right you have the craw walk run or even fly approach so we tried to approach the project through the craw um um start but like I mentioned before our our level of maturity on project management was pretty high so we're trying to cram our maturity into a craw approach and it was slowing us down it was causing uh difficulties on on the project so we ended up having to readjust and take more of a walk run approach into the project and these this allowed us to pick up the speed on the implementation so going forward with with any project that we're going to implement in the platform is that we're going to look at the level of maturity in our business and then take the right approach that could be crawl that could be walk run or even fly right but we're going to take that into account and we'll take the right right approach into the project going forward yeah another challenge we ran into um is you know the team we started with with was not the team we ended up with because of all the reasons we talked about throughout with the organizational changes and things like that um we lacked some formal definition of roles like process owner product man manager Etc and the result of that was confusion and Chaos at times U we had instances where everyone wanted to own something and then we had other instances where nobody wanted to own it so having those roles and responsibilities defined early on I think will help alleviate some of that confusion and chaos and then we also struggled and I think Felipe mentioned it earlier with Gathering requirements from this the start um our inexperience with SPM resulted in a lot of missing or incomplete requirements which caused a lot of rework and Sprint carryover and also delayed some of the work completion um pair that with the desire initially to lift and shift we really needed help staying on track so you know engaging service now often and and basically all the time was super helpful and I think that that's one of our lessons learned is again to engage them as early and as often as possible and our other Lesson Learned was there there was just a lot of change throughout the project you know the process owner leadership changed the vision mid implementation now the New Vision while in the absolute right direction focusing more on business outcomes and less on recreating a legacy tool was fantastic but the result of that was we did have a lot of waste of development that could have been avoided had we had a clearer vision up front and with that that's the end of our piece thank you so much