LAS VEGAS – KNOWLEDGE16 – May 17, 2016 – ServiceNow (NYSE:
NOW), the enterprise cloud company, today unveiled the “Service
Experience Index” highlighting a dramatic gap between the services we
seek out in our personal lives and those we tolerate at work. Despite
significant technological advances that allow for delightful
customer‑facing experiences like those from Uber, Amazon and Airbnb,
most companies are not integrating those capabilities into
employee‑facing services. That means most people enjoy the tech perks
of 2016 at home but head back to 1996 for work.
ServiceNow details this gap in a new report released today, “Today’s
State of Work: The Service Experience Gap.” The company surveyed
more than 2,400 managers in six countries to rate their experiences
with common consumer services as well as typical enterprise services
on eight criteria. Those criteria* included how easy services are to
request, how fast they are delivered, whether they can be accessed via
mobile device, whether delivery expectations are set and whether
status alerts are provided.
In analyzing the results of the survey, ServiceNow developed “The
Service Experience Index” to quantify how delightful services
are (or aren’t) at work and beyond. The results validate the
frustrations most employees feel when they go to work each day and
point to a number of causes for the gap that exists.
1) Popular consumer services ranked 103% better on “The Service
Experience Index” compared to workplace services. While there is
still room for improvement, consumer services have the richest
customer‑facing experiences when compared to typical workplace
services such as opening a purchase order, requesting help from
another department, ordering equipment, or tracking down information.
Consumer services outpaced those at work in terms of ease of use,
notifications, and speed of delivery. Workplace services fell behind
in every category. On a scale of 0‑100, consumer services scored an
average of 63 on the Service Experience Index, while work services
scored an anemic average of 31.
“Most companies have a maniacal focus on the experiences of their
customers, pulling out all the stops to build both satisfaction and
loyalty,” said Dave Wright, chief strategy officer, ServiceNow. “But
they aren’t using those same principles for their internal‑facing
experiences. They realize that it is very easy for a customer to take
their business elsewhere, but that isn’t the case inside the
organization. If employees don’t like working with the HR department,
they can’t switch to another HR department – they are stuck.”
2) The Service Experience gap is driven by outdated technologies
that sap productivity.
- At work, managers are 5 times more likely to use email and 5
times less likely to use a mobile app than for consumer
- Only 28% of managers use the web or a mobile app to
request workplace services, versus 84% for consumer services.
- Only 5% of managers tap mobile apps for workplace services.
- 69% of managers say that manual workplace services leave them
less time for strategic initiatives, lower their productivity or
cause them stress.
- 79% say that monitoring email
interferes with completing tasks, as they spend an average of 4
hours a day (3 at work and 1 at home) processing work emails.
“Consumers live in a Web and mobile world where machine logic does
the heavy lifting, speeding their requests and sending alerts on
status or when people need to act,” said Wright. “At work, firms
expect employees to manually push the services forward with email,
wasting extra cycles on chasing work status and searching inboxes.
Email itself is not the enemy. It’s a symptom of a broken process that
waylays corporate productivity.”
3) Those companies with mostly manual services lag even farther behind.
- 37% of the companies surveyed said they use mostly manual
services with email, phone, and meetings to get work done.
- The Service Experience Index for companies with mostly manual
services was only 25, 60% lower than the consumer Service Experience
- Only 19% said that these manual services are delivered
quickly, compared to 65% for consumer services.
- Only 43%
of managers say that these manual services are easy to use, compared
to 79% for consumer services.
4) Automation drove a 50% improvement in the workplace Service
Experience Index, but mostly automated workplace services still
contain a lot of manual work.
- Injecting automation in workplace services starts to diminish
the consumer services gap.
- The Service Experience Index for
companies with mostly automated workplace services increased to 37,
but still 41% lower than that of consumer services.
a service is automated, 40% more managers say it is easy to request,
and nearly 60% more say the service is delivered quickly.
- However, even the most automated of those workplace services
still contain a high level of analog process:
- 89% say that
they often or sometimes use email to find out the status of
their service request status – far from the typical consumer
- Only 32% of managers say that they receive
notifications of estimated delivery times, compared to 66% for
“If companies don’t transform the process behind the workplace
service, it’s like buying a shiny, new car and hitching up a team of
horses in front,” said Wright. “Automation can only go so far with a
shoddy process. Just as consumer services companies have purpose‑built
their services, so must the workplace.”
5) Industry‑specific data points to future service improvement opportunities
- Financial services respondents were more likely to have
automated processes (41% v. 32% of all top industries), however 30%
of financial services firms say their workplace services are still
- Government and public sector respondents had
the highest percentage of mostly manual services with 43%.
- The tech industry was most likely to use mobile apps to order
workplace services (16% v. 5%) and least likely to use email to
request services (35% v. 47%).
This gap can be closed. Companies can close the gap between
consumer service experiences and the workplace by focusing on
streamlining the process, injecting automation and creating a frontend
that delights the user. Here’s an outline of the steps they can take:
- Identify work tasks that require coordination among employees
or across departments.
- Outline the coordination process
and then define what it should be.
- Design an intuitive,
frictionless interface for employees.
- Tap into
consumer‑like techniques such as portals, workflows and
- Track and analyze the services.
By adopting service management software and practices, organizations
can transform the employee experience, making it as easy and enjoyable
to get work done at the office as it is at home.
Firms can look to early adopters who have shown that this path
increases corporate productivity. See this IDC study. For more information, please visit
- ServiceNow commissioned Lawless Research to design and conduct
a study about the state of work in companies with 500 or more
- The 10‑minute survey was fielded between March 25
and April 4, 2016 in Australia, France, Germany, Singapore, the US
and the UK.
- 2,400 managers who supervise at least one
employee and use interdepartmental services completed the
- Research Now, an independent market research company,
hosted the online survey and provided respondents from their
- The margin of error for the study is ±2.0 percentage
points at the 95% level of confidence. Tests of significant
difference were conducted at the .01 level (99% probability that the
difference is real, not by chance).
*Here is the list of eight criteria comprising the Service
Experience Index, whether:
- Services are easy to request or order
- The entire
process of the services from request to delivery is fast
- The services can be accessed via mobile device to check the
status or request
- It’s quick to find what services or
products are available
- Alerts on status of the request are
- Alerts on estimated delivery times are
- It’s easy to compare services with others
- Recommendations are provided based on previous
ServiceNow is changing the way people work. With a
service‑orientation toward the activities, tasks and processes that
make up day‑to‑day work life, we help the modern enterprise operate
faster and be more scalable than ever before. Customers use our
service model to define, structure and automate the flow of work,
removing dependencies on email and spreadsheets to transform the
delivery and management of services for the enterprise. ServiceNow
enables service management for every department in the enterprise
including IT, human resources, facilities, field service and more. We
deliver a ‘lights‑out, light‑speed’ experience through our enterprise
cloud – built to manage everything as a service. To find out how,
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