Why Stakeholder Buy-In is Key to Successful ServiceNow IRM Implementation

Implementing a robust Integrated Risk Management (IRM) solution like ServiceNow requires more than just technical expertise. It demands a concerted effort to secure stakeholder buy-in across all levels of the organisation. This is crucial not only for the initial project’s success but also for long-term adoption and value realisation. Our own experience implementing ServiceNow IRM at Telia highlighted the criticality of stakeholder engagement throughout the entire lifecycle. Let’s have a deep dive into the key success factors.

Rallying Leadership Support for Successful Change

Securing top management support was paramount. In a dynamic environment where projects compete for resources and attention, leadership buy-in ensured prioritisation and facilitated trust by demonstrating our commitment to delivering on our promises. This involved:

• Securing key resources: Leadership support guaranteed the allocation of essential resources throughout the project lifecycle, preventing them from being diverted to other initiatives.
• Leveraging leadership as Communicators: Recognising that leaders are influential communicators, we kept them involved beyond project sponsorship. By demonstrating how the new tool informed decision-making, we empowered them to become advocates and build a compelling narrative around its value.
• Building a sponsor coalition: Our project sponsor actively cultivated a coalition of leaders across different departments, amplifying the project’s visibility and influence.

Engaging Front-Line Managers to Drive Real Change

Front-line managers play a critical role in communicating change and supporting their teams through the transition. To effectively engage them, we:

• Recognised their influence: Understanding that supervisors are key influencers, we prioritised engaging those who would champion the new system and act as Communicators, Liaisons, Advocates, Resistance Managers, and Coaches (CLARC roles).
• Addressed change fatigue: Acknowledging potential “change fatigue,” particularly around Governance, Risk, and Compliance (GRC) initiatives, we engaged managers strategically, focusing on relevance and timing.
• Empowered business solution managers: We included business solution managers as product owners post-go-live, giving them a direct stake in the solution’s success. This fostered a sense of ownership and accountability.

Iterative Communication and Feedback – User Acceptance Testing (UAT) as an Engagement Tool

Effective communication was central to our approach. We adopted an agile methodology, beginning with a Minimum Viable Product (MVP) and iteratively expanding the solution based on user feedback.

• UAT as an engagement opportunity: User Acceptance Testing served as a valuable platform for gathering feedback, addressing concerns, and iteratively refining the solution. This demonstrated our commitment to user input and built trust.
• Understanding and addressing resistance: We used the ADKAR (Awareness, Desire, Knowledge, Ability, Reinforcement) model to understand user needs and motivations. UAT helped us identify and address potential resistance, ensuring the solution aligned with user workflows and preferences.
• Co-creating a sustainable solution: By actively incorporating user feedback and demonstrating its impact on the solution’s development, we fostered a sense of shared responsibility and co-creation.

Key Findings and Lessons Learned

Our experience reinforced several key principles for successful ServiceNow IRM implementations:

1. Strong leadership and alignment: Secure strong leadership from both the security department and top management.
2. Clear ownership: Establish clear ownership of the solution and ensure process owners understand, document, and take responsibility for their respective processes.
3. Iterative approach: Begin with a small pilot project to demonstrate value, achieve early success, and build trust.
4. Demonstrate value: Create reports and dashboards with relevant KPIs to showcase the solution’s value to management.
5. User-centric design: Provide comprehensive user training and ongoing support to ensure confidence and adoption.
6. Continuous improvement: Reinforcement and continuous improvement are essential post-go-live to ensure the solution remains relevant and valuable in a dynamic business environment.

Implementing ServiceNow IRM is a journey, not a destination. By prioritising stakeholder buy-in and fostering a culture of collaboration and continuous improvement, you can truly benefit from the power of the platform.