Laurence Faguer from Customer Insight has had a talk with Jean-Marc Chevereau, ServiceNow Practice Group Director at Devoteam about his love for the Now Platform. Below is an English excerpt from this article published in connection with Paris Retail Week.
Jean-Marc Chevereau
We discovered ServiceNow in 2009, meeting them in San Francisco when the company was still small, present only in the US and with the sole business of digitising IT processes. But their ambition – to develop a platform to digitise all processes – immediately appealed to us at Devoteam. From 2010, we set up programs with a certain number of our customers – Europcar, BNP Paribas, AXA, Orange, Saint Gobain – groups which are early adopters, which have ambition and have had the courage to break internal silos, the only way to succeed in streamlining the processes which until then were unitary in the departments of their organisation.
Laurence Faguer
Devoteam certainly did not enter into such a strong partnership with ServiceNow “by chance”. What is the “unfair advantage” – the almost unfair advantage! – as the Americans say – that ServiceNow brings to the market, which did not exist?
Jean-Marc Chevereau
Servicenow brings a platform vision that adapts to a very large number of needs, and has a sense of rationalisation. It is not a solution that would apply to a particular need, it is an entire platform that will solve this particular need. ServiceNow is even referred to as the “platform of platforms”. Faced with hundreds of separate specific tools, I have a platform that natively allows them to communicate with each other, and to share with each other. The strength is in the platform, which manages to rationalise tens or even hundreds of different tools and to interface easily with the company’s core solutions.
Laurence Faguer
Has the pandemic slowed down projects?
Jean-Marc Chevereau
The pandemic was an accelerator: for companies that had already invested in ServiceNow, it was a justification of the choice of investments and a justification of the ROI; for other companies that were late, they asked us to help them quickly.
Laurence Faguer
What do you expect in 2022?
Jean-Marc Chevereau
More and more (historically very product-oriented) companies are reviewing the operational model to adopt a service-oriented business model and for this they need innovation and agility. One example, Konica Minolta which sold copiers, now sells services, and creates a new ecosystem. Konica Minolta Business Solutions USA, Inc. with the ambition of “reshaping and revolutionising the Workplace of the Future.™” with 3D printers, new interconnection services. The printer is no longer in the office or at home.
Another example is The ACCOR group, which used to own hotels, has become a supplier of innovative services to accompany and support their franchisees. The group has changed their Business Model and is running the end-to-end service, and experience of a service.
Are you French speaking and want to read the full article by Customer Insight click here.
