KPMG P/S has embarked on a digital transformation journey, where implementing ServiceNow across the organisation has been seen not just as a technology upgrade, but as a transformational project investing in bringing KPMG P/S to the top level of service management. With this project, the organisation has created common standards, improved collaboration across departments and streamlined almost all internal processes.

KPMG P/S has set up a new shared portal where services are offered and where users can find help for self-help. This has freed up time and resources, and as Mia Duelund, Head of Markets & Communication says:

We need to spend less time on administration so we can free up more time for human interactions. That's what ServiceNow can help us with.

Why embark on such a project?

During a period of rapid growth, KPMG P/S' systems couldn't keep up. Each internal support department (IT, Finance, HR, Facility, QRM) faced challenges with multiple mailboxes used to coordinate work. The overall result was that different departments worked in silos and cross-departmental collaboration was extremely limited. Furthermore, tasks were hard to track and reporting was a time-consuming and manual process. As part of the auditing industry, reporting plays a big role, so it made sense to optimise and simplify the process of documenting case histories to stay compliant.  

It was also easy to see that a lot of time and overview could be gained by systematising and digitising workflows - both for users and for the employees involved. Previously, the end user often had to coordinate with different departments for larger and more complicated requests. This required the end user to have an overview of everything the business could help them with. Now, the user can create a ticket and tasks are automatically sent out across departments - and the user only gets involved again when it's all done.


To tackle the challenges, the enterprise service management project was launched. Each department was given its own workspace in ServiceNow, which has made it easy to organise and manage work tasks. Workflows have been transformed into automated workflows that ensure that processes flow smoothly and tasks don't get stranded between employees and departments. Mia Duelund explains how the departments now benefit more from each other:

We have had a fresh look at things now that the collaboration with the other departments is up and running. So our own colleagues have suddenly been able to help us improve some things.

A service catalogue has been set up where each department offers its services. These are displayed on a single portal, giving employees easy access to the company's internal services.

The increased digital self-service has reduced the number of support enquiries and freed up resources for more complex tasks. In addition, the project has increased the traceability of work tasks and enabled more detailed reporting, which is valuable for both internal and external purposes.

We've gained greater insight into our own workflows. How much time do we actually spend on consultations? How many come in? How quickly do we resolve them? Does anyone have too many tasks? Can we swap them around a bit?

Says Birgit Hummeluhr, Director in Central Services - QRM, and is supplemented by Head of Facility, Morten Griepentrog:

"Now we have traceability, so we can see what is most often ordered, and that allows us to actually be ahead of the game. I didn't expect that."

At KPMG, we have the expertise to guide you in both the technical and functional aspects of digitising your internal processes. We can help you implement transformation projects quickly and at scale, connecting departments, workflows and systems so that employee issues can be proactively resolved while automating and reducing the case load for support staff.

The case in a nutshell


  • Uncoordinated ticket handling in multiple mailboxes.

  • Poor user experience.

  • Limited cooperation between departments.

  • Lack of transparency for case handlers.

  • No overview for employees of what they could request from the business.

  • Staying compliant was a manual and very cumbersome process.

KPMG's response:

  • Automate manual processes using ServiceNow workflows.

  • Converting intricate processes into user-friendly request forms.

  • Focus on end-to-end services across the organisation.

  • Translating business needs and processes to workflows using out of the box and best practice in ServiceNow.

  • Invest in organisational change management including employee training.


  • Unified portal, where employees can view and request services.

  • End to end workflows, which structures the work processes and enables efficient distribution of responsibilities.

  • SLA’s and dashboards to ensure fast response rates, traceability and ability to take informed decisions.

  • Setting up QR codes to enable instant error reporting through ServiceNow.


  • Improved usability and quicker responses to end users.

  • Structured process flows and improved information sharing between internal support professionals.

  • Traceability and efficient compliance handling.

  • No more vanishing emails, causing uncertainty about progress and status.

  • Increased ability to act proactively based on insights from historical requests.

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