• Products
  • Use Cases
  • Industries
  • HR and IT better together
  • Boost productivity and attract quality talent with great employee experiences.
  • 5 steps to transformation
  • A proactive, connected client experience is essential for financial services.


  • The value of digital workflows
  • Get apps to market in half the time at a third of cost with higher satisfaction.


  • Your prescription for success
  • Accelerate outcomes with a step-by-step action plan of proven best practices.


  • Live up to your potential
  • Determine the untapped value across your entire business in just 60 seconds.

Driving Public Sector Digital Transformation

Ronald Reagan once said, “The nine most terrifying words in the English language are: I’m from the government and I’m here to help.” 

It is always amusing (if slightly controversial) to start public sector IT presentations off with this quote, but it sets the tone, gets the blood flowing and it helps convey a sense of how (we very much hope) that time has passed.

And governments are changing. All around the world we see public administration bodies being compelled to reinvent themselves, become more dynamic and embrace all of the cloud-driven, often mobile-first, technologies that will ultimately lead them towards a new point of digital transformation.

Governments have to do this, because governments have to now reshape to serve connected smart-city societies, where individuals expect intuitive consumer-level interactions with every public service that they come into contact with.

Governments can no longer afford to be seen as slow moving, bureaucratic behemoths slowed down by the weight of their own red tape.

A fundamental reinvention at the core

To become proactive, forward-looking bodies, governments realise that they must now reinvent themselves at the core. This requires a shift towards digitally transformative technologies that will elevate back office processes, operations processes and commercial processes into a new digital space.

That new digital space is perhaps unsurprisingly driven by cloud computing – and in 2018, with the UK G-Cloud Digital Marketplace now established, there should be no misgivings about the use of the cloud computing as a public data resource.

But government digital transformation isn’t just about moving existing systems to the cloud computing model. It is also all about using a new digital fabric to innovate for the future. Not always the type of thing you expect the public sector to talk about, this is where new products and services are developed and brought online, new public-private channels are forged and new business models and cemented.

The UK government has digitally progressed exceptionally well in relation to some other contemporary first world economies. As we now look to the UK’s digital government future and further afield, we can see new innovations, such as micro-transactions over social media channels like WhatsApp, being used to perform a certain number of public services.

When we look at the pressure that the commercial world is putting on user experience, government is now having to understand how fickle consumers are today in relation to the way they are using their phone provider, utilities suppliers and even services such as Uber. This is the transformative shift that government must now embrace. The use of public services has to be efficient, always-on, collaborative, intuitive and perhaps even fun.

ServiceNow is aware that citizens can now form an invaluable information channel for government to use to operate with and improve service delivery in public sector. This can all be channelled towards populating a service portal so that all services can be managed from a holistic, fully-informed viewpoint.

Four factors in every service

If we consider what a service (any service, governmental or otherwise) relates to and is composed of, we know that all services are actions designed to: 

  1. Get help.
  2. Make a request.
  3. Make a change.
  4. Provide a user with knowledge and advice.

In real terms, these four elements manifest themselves in any number of things, like visitor building registration processes for example, which are typically forms-based applications. This is the type of process that typically takes up to much time and manual effort inside any given organisation – and these are the kinds of things we can build within the ServiceNow platform in as little as 10 minutes.

We can then take that information from our forms-based applications forward and start to apply anomaly detection models to work out who should be where at what time so that we can analyse what kinds of workflow patterns are playing out across the business.

At this level we now see a lot of peer benchmarking where ServiceNow customers are using anonymised data in specific industry verticals to see how fast, for example, a financial services organisation would be able to fix and outage or fulfil a service request. If we can start to bring these new types of actionable analytics to bear then we can start to make the following type of judgement:

  • I know how (a public ministry or agency) performs historically.
  • I know how it is performing currently due to service portal analytics.
  • I know how other similar operations across peer review benchmarks are performing.
  • I know where this departments need to get to operationally.
  • I know what types of strategic business action you need to take next.

A wide adoption curve

On the total all-industry path to digital transformation we see chemical firms alongside oil and gas organisations and utilities all at the slow end of the curve. At the other ‘born in the cloud’ end of the curve we see tourism, banking and media at the most innovative business operations.

Government can use the breadth of this viewpoint as a measure to take individual ministries, and the sub-agent divisions that compose them, to strategically plan and build service-centric workflows for the future.

The new era of government digital transformation will work with a new services taxonomy that underpins service experience, service delivery and service assurance – all benefiting from a higher-level fabric of service analytics.

ServiceNow exists to automate business processes faster, more effectively and more efficiently. As we now help build digital government programmes far elevated above the data silo architectures of the past, we will help build a better society, for all societies.



  • Implementing agile IT service management on a cutting-edge platform
    10-16-2019 ServiceNow customer, Danske Bank, adopted a strategic approach in their service management team. As the largest bank in Denmark and a major retail bank in the Nordics region, they serve 3.5 million retail customers. They have seen tangible evidence of the positive impact of digital workflows and the seamless experiences.
  • Always Be Closing finance
    Service Delivery and Management
    Delivering great service to employees is the first step to improving employee experience
    10-14-2019 The primary audience for HR technology has shifted. It’s no longer HR. They are secondary. Employees are now the primary audience. And while the latest cloud HCM systems can help transform an organization’s HR operations, if you want to improve the employee experience, taking an employee-focused approach to service delivery is the best place to start.
  • At the Tech Lounge, the human touch makes all the difference
    10-11-2019 Director of IT Service Management Mirza Baig and his IT team created the walkup Tech Lounge- a space where employees get personalized attention on complex tech issues. As ServiceNow works on automating many common requests and providing easy to find, self-service options, the IT Support technicians have more time to focus on the tough cases.
  • Strategy
    Lessons from a Top CIO
    10-11-2019 How does a seasoned CIO lead a digital transformation? She makes friends. Great ideas aren’t enough for a CIO to succeed in leading a digital transformation, says Teri Takai, the former CIO of the U.S. Department of Defense, the states of California and Michigan, as well as Meridian Health Plan. In her 40+ year career, she has had to build consensus, prioritize projects that would advance the organization’s overall goals, communicate often, and practice a lot of patience. Read more tips from Takai on, as well as other CIOs, or watch the embedded video.

Trends & Research

How to please customers at scale
Why employee service delivery matters
How to identify your company’s secret influencers