Engage Executive Sponsor to drive change and remove roadblocks Success Pillar: Actively lead the transformation

Success Pillars – Structure State and measure your business goals Actively lead the transformation Get your ServiceNow foundations right Create excitement, drive adoption 1 State your transformation vision and outcomes 1 Engage executive sponsor to drive change and remove roadblocks 1 Manage to “Out-of-the Box” 1 Design an engaging self-service employee & customer experience 2 Build your business case 2 Find, manage, and coordinate capable, certified partners 2 Discover and map your service assets 2 Design an optimal agent and rep experience 3 Build a phased program plan, identify quick win 3 Build dedicated, dynamic governance process, policies & team 3 Plan your architecture, instances, integrations and data flows 3 Create change management plan 4 Baseline and track performance, usage KPIs and metrics 4 Reimagine how you want work processes to flow 4 Plan for upgrades at least once a year 4 Build an internal team of ServiceNow experts & train users 5 Define and map out your business services 5 Build a community of champions 6 Manage platform demand

Engage Executive Sponsor to drive change and remove roadblocks The Executive Sponsor is a senior leader who maintains oversight of the ServiceNow Platform Support Team – the group responsible for establishing, maintaining, and extending ServiceNow as a strategic business platform – with responsibility for overseeing the ServiceNow strategic roadmap and ensuring it aligns to measurable business outcomes. The Executive Sponsor drives Platform Support Team goals by setting the team’s strategic vision and direction, then works with executive peers to communicate the value of ServiceNow and remove organizational roadblocks.   The ServiceNow Executive Sponsor is a critical partner to the Platform Team because he or she is responsible for establishing the relevance of the ServiceNow Platform to the rest of the enterprise. Insight: Engage Executive Sponsor to drive change and remove roadblocks The Executive Sponsor is responsible for ensuring that delivery aligns to business goals and realizes value. To garner support from the Executive Sponsor and to prepare him or her for this journey:   Define the Executive Sponsor’s responsibilities so it is clear what is required of the role Set up a cadence of meetings with the Executive Sponsor to keep the Executive Sponsor informed on the overall ServiceNow project and work through any challenges related to the project Train the Executive Sponsor to understand the capabilities of the ServiceNow platform and be aware of the implementation project details Create an action plan that informs what actions the Executive Sponsor should take and what decisions they need to make Support the Executive Sponsor’s efforts to expand the use of the ServiceNow platform to other business units through evangelizing success stories, developing strong business cases and roadmaps, and securing additional Executive Sponsors Key Implementation Steps Start Improve Optimize 1. Define responsibilities and meet with the Executive Sponsor 2. Train the Executive Sponsor 3. Create an action plan for the Executive Sponsor 4. Leverage the Executive Sponsor to expand ServiceNow adoption

Step 1a: Define Executive Sponsor responsibilities (Slide 1 of 2) After finding a senior leader to be your ServiceNow Executive Sponsor, defining the role and responsibilities of an Executive Sponsor is a critical first step. This definition helps you set expectations with your Executive Sponsor and guides what they need to do in order to steer the ServiceNow platform vision and roadmap. Define the responsibilities necessary to oversee the ServiceNow strategic roadmap and ensure it aligns to measurable business outcomes. Executive Sponsor responsibilities may include: Creating the vision and strategy for the program team managing the Now Platform Leads the definition of the Platform Team “Charter” (i.e. team charter is a written document created to provide the true “North Star” for a team or project. It spells out the team’s mission, scope of operation, objectives, consequences, and, if applicable, time frame) Leads establishing of ServiceNow “Product Positioning” within the overall organization architecture and as a strategic solution for the enterprise Extending the ServiceNow business case by defining and validating business objectives (e.g., transformation) and a value realization strategy (e.g., IT productivity up 20%)  Partnering with the Platform Support Team to ensure that team and platform capabilities are aligned with business vision and strategy Understanding the capabilities of the platform owner and the platform team and, in partnership with the Platform owner, supporting changes and/or additions to the Platform Support Team to improve its ability to execute Chairing the ServiceNow Strategic Governance Steering Board  (i.e. Executive Steering Board) which includes leading and actively participating in these governance meetings and activities to communicate the executive vision, promote alignment with the enterprise, and ensure execution to that vision Supporting the Organization Change Management (OCM) Program team through activities to help support change management (e.g., contributing to the Stakeholder Analysis, contributing the OCM Plan, publicly supporting and delivering messaging that support necessary change   Approving the funding for ServiceNow business case(s) (Continued on next slide) Steps 1. Define responsibilities and meet with the Executive Sponsor 2. Train the Executive Sponsor 3. Create an action plan for the Executive Sponsor 4. Leverage the Executive Sponsor to expand ServiceNow adoption

Step 1a: Define Executive Sponsor responsibilities (Slide 2 of 2) Define the responsibilities necessary to oversee the ServiceNow strategic roadmap and ensure it aligns to measurable business outcomes. Executive Sponsor responsibilities may include (Continued): Managing the ServiceNow budget and coordinating budget request prioritization Acting as the executive point of approval authority and the final point of escalation for all decisions and policies that govern the ServiceNow Platform Define what “good” looks like for an Executive Sponsor including: Are actively engaged in setting strategic direction for the ServiceNow team. Effectively communicates how ServiceNow solutions can solve their peers’ business issues, citing success stories and value already captured by ServiceNow adoption to gain support Accelerates adoption of the platform in other parts of the enterprise where ServiceNow can add business value Are evangelists for ServiceNow’s potential to enable transformation across the enterprise Identifies where and when to delegate tactical decision making and approvals related to ServiceNow governance Determine candidate roles that may take on the position of the Executive Sponsor such as: Chief Technology Officer (CTO) VP or Sr. Director of Applications VP or Sr. Director of Enterprise Architecture Practitioner Insight: The best Executive Sponsors tend to be c-level leaders because their level allows for more access to c-suite peers, providing increased visibility to organizational vision and strategy, and greater approval and advocacy powers (e.g. easier access to the CFO to gain budget approvals.) Steps 1. Define responsibilities and meet with the Executive Sponsor 2. Train the Executive Sponsor 3. Create an action plan for the Executive Sponsor 4. Leverage the Executive Sponsor to expand ServiceNow adoption

1. Define responsibilities and meet with the Executive Sponsor Step 1b: Setup a cadence of meetings with the Executive Sponsor (Slide 1 of 2) Meeting with your Executive Sponsor is not only about providing project updates but should involve open and candid discussions about all aspects of your deployment. Schedule a cadence of meetings with your Executive Sponsor. These meetings will be used for a combination of ongoing education and Executive Sponsor alignment Working with the Executive Sponsor’s executive assistant, schedule monthly “check-in” meetings with the Executive Sponsor to keep him or her updated on the health and value of the services ServiceNow is providing. Some tips to running these meetings include: Schedule the cadence in alignment with the organization’s financial planning and IT Portfolio planning processes (e.g. Quarterly Forecasting and Budget meetings) Use the time to discuss upcoming decisions (e.g., governance, budget) or anticipated roadblocks (e.g., project delays, organizational resistance to change) If the Executive Sponsor declines meetings, still send monthly updates. Continue to try to get on the Executive Sponsor’s calendar on a consistent basis    Meet with the Executive Sponsor early in the project (i.e. during one of the cadence meetings) to understand the goals and outcomes the he or she has, and then incorporate those into ongoing discussions Conduct a regular cadence of Quarterly Business Reviews (QBR) with the Executive Sponsor to validate if the solutions already deployed on ServiceNow still address current business needs, align to company strategy, and support new business objective    (Continued on the next slide) Practitioner Insight: An executive’s availability is usually limited, but it’s important to keep the Executive Sponsor engaged in their role on the ServiceNow platform team. Don’t be overbearing but continue to push for meetings to keep the connection and engagement going. Steps 1. Define responsibilities and meet with the Executive Sponsor 2. Train the Executive Sponsor 3. Create an action plan for the Executive Sponsor 4. Leverage the Executive Sponsor to expand ServiceNow adoption

1. Define responsibilities and meet with the Executive Sponsor Step 1b: Setup a cadence of meetings with the Executive Sponsor (Slide 2 of 2) Schedule a cadence of meetings with your Executive Sponsor. These meetings will be used for a combination of ongoing education and Executive Sponsor alignment (Continued) Provide the Executive Sponsor with information they need to make informed decisions by creating executive dashboards on the ServiceNow platform and then teach the sponsor how to use them Hold a special 1-hour session with the Executive Sponsor to coach him or her in use of the dashboards Review the executive dashboards you have created and modify them based on the Executive Sponsor’s feedback. Perform this review and update during your monthly cadence meeting with the Executive Sponsor to ensure the dashboards are still relevant and being used Include the executive assistant who should also know how to use the dashboard. The executive assistant spends every day with the executive and can be a great resource to assist with dashboard use    Practitioner Insight: Often, poor communication is the root cause of inadequate sponsorship. It’s important you keep the Executive Sponsor up-to-date on the progress of the ServiceNow project, even when it’s not all good news. This will help you build a relationship and rapport with the Executive Sponsor. Having this kind of open communication and trust will make it easier to indicate to the sponsor the possibility of trouble as soon as it comes up, even it hasn’t happened yet. Steps 1. Define responsibilities and meet with the Executive Sponsor 2. Train the Executive Sponsor 3. Create an action plan for the Executive Sponsor 4. Leverage the Executive Sponsor to expand ServiceNow adoption

Step 2: Train the Executive Sponsor (Slide 1 of 2) Prepare the Executive Sponsor to lead the ServiceNow platform vision and roadmap. To do this, provide the Executive Sponsor background education, including training about the ServiceNow platform, and an awareness of details surrounding the implementation project. Review the role and responsibilities of a ServiceNow Executive Sponsor. These are the things you need the Executive Sponsor to do to be successful in the role and effectively support the Platform team’s needs from the organization Provide the Executive Sponsor with a “job description” describing what the Executive Sponsor role is expected to do (e.g., summary objective of the job, job duties and responsibilities, what the best Executive Sponsors do) Package up the materials from Step 1a into a document that the Executive Sponsor can use as an ongoing reference  Define the training needs for an Executive Sponsor so he or she has a baseline education of the ServiceNow platform. This provides them with the context they need to effectively evangelize the value the platform brings to the organization. Also, tailor the information you provide to the needs and preferences of the sponsor (i.e. The Executive Sponsor may not want to be bothered with too much training so be prepared to provide alternative ways to deliver the content.) Create a training plan for your Executive Sponsor.  Even though the Executive Sponsor is not a technical role they need some familiarity with ServiceNow capabilities to be effective. The training plan should include options like: The free ServiceNow Foundations eLearning Course (six self-paced, online modules) Review the ServiceNow Success Playbooks available on the Customer Success Center which offer best practice guidance based on the phases of the ServiceNow journey Baseline training on the ServiceNow products the organization is planning to implement (or has already implemented). Providing the basic level of fulfiller training should meet this requirement. This includes products such as IT Service Management (ITSM), Customer Service Management (CSM), Software Asset Management (SAM), etc., and then services such as employee onboarding (HR), vendor onboarding (Procurement), building maintenance (Facilities), etc. (Continued on the next slide) Steps 1. Define responsibilities and meet with the Executive Sponsor 2. Train the Executive Sponsor 3. Create an action plan for the Executive Sponsor 4. Leverage the Executive Sponsor to expand ServiceNow adoption

Step 2: Train the Executive Sponsor (Slide 2 of 2) Define the training needs for an Executive Sponsor (continued) Learning about industry and market trends. For example, what a digitally transformed, modern enterprise looks like. This will help the Executive Sponsor create a clearly defined transformation vision. Package up a combination of ServiceNow and industry articles for the Executive Sponsor to review Attending ServiceNow conferences such as Knowledge or NowForum/NowSummit. These events are important to attend because they provide multiple ServiceNow learning opportunities including keynote and product sessions. The Executive Sponsor can learn more about other products that may benefit the enterprise and gain an understanding of where ServiceNow’s product roadmap is going in the future  Provide the Executive Sponsor important information about the project. Offering contextual awareness may help the Executive Sponsor navigate through challenges more efficiently than if they weren’t known previously. Include information such as: Overview of the platform team and what they do Overview of the ServiceNow project; products being implemented, partners being used, business units involved, risks, current roadblocks etc. – work with your Project Management to package this up Overview of key stakeholders (e.g., business leaders, partners) on the ServiceNow project; who they are (e.g., role in the project), what they are like (e.g., personalities). These are stakeholders you should introduce the Executive Sponsor to if he or she is not familiar (e.g., business unit leaders, partners, etc.) Practitioner Insight: Use your ServiceNow account team to support your engagement with the Executive Sponsor. They can provide resources and tools (e.g., strategy and value realization sessions, peer-to-peer reference conversations, executive briefings with ServiceNow executives) specifically to engage with Executive Sponsors. Practitioner Insight: The Executive Sponsorship should be trained such that they are the de facto expert (non-technical about the ServiceNow platform among senior management. Steps 1. Define responsibilities and meet with the Executive Sponsor 2. Train the Executive Sponsor 3. Create an action plan for the Executive Sponsor 4. Leverage the Executive Sponsor to expand ServiceNow adoption

Step 3: Create an action plan for the Executive Sponsor (Slide 1 of 2) The Executive Sponsor will need to provide key decisions (e.g., lead roadmap development, budget approval) and help address one-time events (e.g., removing roadblocks, handing escalations) impeding progress. To aid the Executive Sponsor with this, make these explicit through an action plan checklist. Create an action plan with your Executive Sponsor inclusive of things you need him or her to do to support the ServiceNow project Schedule a 1-hour strategic planning session or use one of your cadence meetings to create the action plan with the Executive Sponsor Map out needed decisions and deliverables, including Action item description (e.g., Craft transformation vision statement working with senior leadership) Objective of the action item (e.g. To provide a shared understanding of where the organization is going, and what changes are required to get there) Tactics to be used (e.g., learn about industry and market trends, contribute to the visioning exercise, etc.) Outcomes (e.g. identifying capabilities that are necessary to realize the vision) Deadline to complete the item (e.g., Within 30 days – date provided) Create some action items in advance of the meeting that an Executive Sponsor should be considering. A few examples include: Review and approve budget related to ServiceNow project Build out a network of ServiceNow related contacts to gain an external perspective and share best practices (e.g., at ServiceNow events) Attend the Quarterly Business Review (QBR) with the ServiceNow implementation partner Complete Executive Sponsor training plan (e.g., ServiceNow Foundations, Level 1 process user training, etc.) Update action items quarterly, but don’t hesitate to engage the Executive Sponsor sooner if an item becomes a critical path activity during the project (Continued on the next slide) Steps 1. Define responsibilities and meet with the Executive Sponsor 2. Train the Executive Sponsor 3. Create an action plan for the Executive Sponsor 4. Leverage the Executive Sponsor to expand ServiceNow adoption

Step 3: Create an action plan for the Executive Sponsor (Slide 2 of 2) Identify actions the Executive Sponsor will have to take that aren’t specifically in a plan but are part of the day-to-day responsibilities, including: Delivering messaging from the approved project communications plan (e.g., speaking at the go-live celebration to address the audience with goals, accomplishments, and information on what’s next)  Removing roadblocks and helping to work through organizational or resource constraints for ServiceNow Platform owners when needed (e.g., resource availability, competing priorities or politics) Making final decisions on the ServiceNow platform and resolving implementation questions that elevate to the Executive Sponsor Practitioner Insight: Being an Executive Sponsor is not only about leading the vision and roadmap, but also being a champion. The Executive Sponsor has to motivate team members and make sure they know that their efforts are valued by upper management. In addition, the Executive Sponsor needs to promote the program's progress and reaffirm its importance to any critics. This is particularly important when problems occur, which is inevitable in large efforts. Steps 1. Define responsibilities and meet with the Executive Sponsor 2. Train the Executive Sponsor 3. Create an action plan for the Executive Sponsor 4. Leverage the Executive Sponsor to expand ServiceNow adoption

Step 4: Leverage the Executive Sponsor to expand ServiceNow adoption You may start with one Executive Sponsor in a business unit like IT, but to expand the ServiceNow platform footprint at your organization you’ll need multiple Executive Sponsors. Use your Executive Sponsor to evangelize the ServiceNow platform across the enterprise and help secure new Executive Sponsors so you can penetrate new business units that can benefit from using the platform. Identify key stakeholders in each business area that your Executive Sponsor can engage to help open the door to working with them to use the ServiceNow platform to solve business problems. Business units and senior roles include: Human Resources: VP/Director, HR Customer Service: VP/Director, Client Services Procurement: Director of Purchasing Facilities: Director, Facilities Finance: CFO, or VP/Director Finance Legal: General Counsel Sales & Marketing: CSO or Director, Marketing or Sales Operations Security: IT Directory or CISO (Chief Information Security Officer) Provide the Executive Sponsor methods to effectively evangelize the value of the ServiceNow platform to other business units who aren’t already using the platform. Effective methods include: Understanding the business leaders’ challenges while educating them how the ServiceNow platform can address those challenges Helping to identify opportunities to present ServiceNow pilots to business leaders so they can experience the value within their business unit Promoting the ServiceNow platform by talking about specific projects, success stories and the value they achieved. Arm the Executive Sponsor with actual numbers and quotes from users Practitioner Insight: The Executive Sponsor should not over invest time in engaging peers that are not positioned to directly recognize and act to use ServiceNow as solution to solve their business challenges. Steps 1. Define responsibilities and meet with the Executive Sponsor 2. Train the Executive Sponsor 3. Create an action plan for the Executive Sponsor 4. Leverage the Executive Sponsor to expand ServiceNow adoption

KPIs and Stakeholders Key Performance Indicators Essential KPIs #of implementations (on-time & on-budget) completed per time per vs. plan # of approved and funded roadmap revisions per year vs. plan # of communications sent by the Executive Sponsor # of internal ServiceNow platform events the Executive Sponsor spoke at # of roadblocks removed by the Executive Sponsor # of escalations handled by the Executive Sponsor ‘Nice to Have’ % completion of the ServiceNow fundamentals completed by the Executive Sponsor # of executives attended the ServiceNow user conference Stakeholder Map Responsible/Accountable ServiceNow Platform owner Executive Sponsor ServiceNow Governance team lead ServiceNow OCM Program Team CIO CFO Senior leadership Consulted/Informed Business Leaders Business Partners Partners ServiceNow Users (inform only)