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IT process optimization and automation of 25% of IT processes resulted in ticket resolution time decreaseing by 30%, 285k+ annual savings, and ROI increasing by 27%.
Financial and Banking
Enterprise Workflow Automation, ServiceNow
ServiceNow, JS ES5
The client is a brokerage firm assisting individuals and institutions in buying and selling securities among various investors, staffing 2,000+ employees. Their customers place trades of bonds, stocks, exchange-traded funds (ETF), mutual funds, and alternative investments.
As a large business with a strong IT support presence, the company’s operations had been assigned to the IT service management (ITSM) module, intended to manage and streamline the ways the company uses IT services. They used the BMC Remedy ITSM module, which carried some issues—the module was not fully customized, had frequent performance issues, complex configurations, and slow change management, and was quite expensive. This all led to budget drain and not achieving the expected results in IT process optimization.
The client reached out to NIX to configure their ITSM processes, migrating from the BMC Remedy platform to ServiceNow while increasing operational efficiency and raising ROI.
The scope included the following tasks:
Audit the existing ITSM module
Migrate all IT processes and integrations to the ServiceNow platform
Automate minimum 20% of IT department services, minimizing manual involvement in routine tasks
Reduce costs spent on IT support by 15%
Proceeding from the problematic background of working with the BMC Remedy platform, it was decided to migrate to ServiceNow—a more flexible and easily-scalable platform with better performance and streamlined flow to automate repeatable, standardized, and accountable processes.
The NIX team conducted a comprehensive audit of the ITSM module in use to identify all existing weaknesses and find related solutions for its subsequent incorporation into a new action plan. We reviewed entry points, tables and charts, business rules, scripts, IT support flows, integrations, etc. Our experts found critical issues in the ticketing system, gaps leading to loss of data and requests, redundant roles entailed with resource wastes, and spots to shorten IT services chains. As a result, we set up a detailed plan within the incident, problem, change and release, and service-level management.
A big part of our work was to set up the ticketing system—a tool to manage and track IT service requests, incidents, alerts, and events that require processing by the IT department teams. To enhance IT processes and increase employees’ productivity, the NIX team configured the ticketing system by running the following tasks:
Our goal was to automate ticket-related workflows and optimize data processing, thereby increasing employee availability and preventing negative impacts of inaccuracies and record redundancies. The scope was the following:
This scope sped up incident processing, mitigated ticket loss, and decreased time-to-recovery after service outages and severe IT malfunction by two times. We managed to save the client $75k+ per year, helped to reassign 70 people to more strategic tasks instead of routine troubleshooting, and enhanced data acquisition and processing with fewer errors on the way.
The NIX team analyzed the required roles for IT team members across the ITSM module, which assumed different levels of access to the inner company system. We categorized the roles into the following—read-only, base system, special administrative, and custom roles created manually according to the client’s requirements. Depending on the access stage, some employees can perform specific functionalities, some only have basic information available, and some can perform several roles simultaneously.
ServiceNow charges companies for the use of roles—the greater the number of roles assigned, the higher the overall cost. Our experts discarded unnecessary roles and configured granular roles, keeping the flexibility in setting up access controls. Optimizing the number of roles on the ServiceNow Platform enabled the client to save $160k+ annually.
We configured SLA tracking—a tool to measure how IT teams meet process standards and customers’ expectations, as defined by technical support guarantees regarding first-call resolution, uptime, recovery time after service interruptions, etc.
We made integrations with multiple third parties via REST and SOAP—JIRA, Slack, Meraki, Confluence, and other integrations through AWS, and Azure. This gave the client the following benefits:
We reinforced ITSM operations with ServiceNow AI chatbots to provide exceptional customer service through a 24/7 portal, assisting users to resolve issues as early as possible. At the same time, chatbots enhanced the ticket categorization process and solved low-tier incidents automatically—including self-help user services, resetting passwords, and sending temporary passwords to log into their accounts—by removing manual intervention. This reduced the number of phone calls and their duration by 33%, improved response time by 22%, and decreased the overall quantity of tickets processed by the IT team manually by 25%. By implementing chatbots, the company was able to save $50k+ a year.
Business leadership—increased IT performance due to process optimization and automation, better accountability of business functions, more effective planning, and IT cost reduction
IT team members—seamless communication in a single easy-to-use workspace, high visibility across IT operations with a clear process hierarchy, and increased employee productivity
Customers—personalized user support, instant response from the company, reduced resolution time for requests, and higher service satisfaction
Leveraging the ServiceNow ITSM module, the NIX team helped the client optimize IT department processes, enabling them to save $285k+ per year and redirect these funds into innovation-led strategies and initiatives to scale business instead of wasting resources on routine tasks.
The NIX team continues to work on improving the client’s IT management processes. In addition, the leadership intends to implement more ServiceNow modules in the near future, including IT business management (ITBM), to continue profound changes in their business processes.
12 people (PM, ServiceNow Tech Lead, 5 ServiceNow developers, 2 Business Analysts, 3 QA Engineers)
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