Case study

ServiceNow Managed Services: Unlocking Scalable, High-Performance Aerospace Operations

Europe, Middle East, Africa, the United States and Australia Markets

  • Team size: 30 L2 service desk agents, 7 L3 experts, 7 release specialists, and 8 Agile squads
  • Development time: 3 years


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Background

According to HashiCorp (2025), an IBM Company, 52% of IT leaders said cloud complexity is a top challenge in high run costs, which leads to pressure to automate operations. Deloitte (2025) further highlights that addressing this challenge requires not just automation, but structured operating models such as ServiceNow managed services to reduce technical debt, improve agility, and build resilient ecosystems. ServiceNow also defines workflow automation as a rule-based orchestration that reduces manual work and improve operational efficiency and compliance.

For our client, a multinational aerospace services organization, the same pressure was amplified by scale: 400,000+ end users across EMEA, the US, and Australia, 180 locations worldwide, and a multi-module ServiceNow estate spanning ITSM, ITOM, ITAM, HRSD, CSM, SPM, App Engine, and custom applications. The platform was already business-critical, but it had outgrown its governance model.

GEM was engaged to implement a structured ServiceNow managed services model that could restore governance, reduce operational risk, and scale the platform efficiently across global operations.

Aerospace servicenow managed services_control table spacecraft

Challenges

Before implementation

  • Each function operated ServiceNow independently, resulting in inconsistent routing, duplicate tooling, and fragmented CMDB practices.
  • The CMDB was not aligned with CSDM, making CI data unreliable for impact analysis, service mapping, and automation.
  • Incident management was largely manual, with weak triage discipline, inconsistent prioritization, no VIP handling, and no auto-escalation or Major Incident Management process.
  • Release governance was informal, creating compliance risks in audit traceability.
  • The absence of in-house ServiceNow development capability and standardized coding practices led to ungoverned customizations, redundant scripts, and growing technical debt.
  • KPI visibility was missing, leaving no reliable baseline for MTTR, re-open rate, re-assign rate, CSAT, or NPS.

During delivery

  • GEM had to introduce governance before speed, because every new development request needed to be classified against a 4-tier risk matrix before work could begin.
  • With 8 Agile squads delivering in parallel, update-set conflicts, release dependencies, and deployment risk had to be controlled through a structured pipeline and approval gates.
  • The operating model also had to work across 24/5 global coverage, with documented handovers between EMEA, US, and AUS shifts to prevent SLA gaps.
  • In a regulated aerospace setting, every change, escalation, and exception required traceability, so release, deviation, and major-incident decisions all had to be documented and auditable.
Aerospace servicenow managed services_3d rendering futuristic technologies
Aerospace servicenow managed services_Conceptual image of space engineering with a digital satellite design, showcasing advancements in aerospace technology and exploration.
Aerospace servicenow managed services_control table spacecraft from inside
Aerospace servicenow managed services_Futuristic spaceship cockpit wormhole

Solution 

GEM implemented a structured ServiceNow managed services approach built around a three-phase transformation journey:

Phase 1: Stabilize (Days 1-60)

In the first 60 days of the ServiceNow managed services engagement, our experts focused on restoring operational control and delivery discipline. The team onboarded the L2 and L3 support functions, established the KPI baseline, deployed the core incident lifecycle, enabled VIP identification and SLA rules, initiated Health Scans, and launched Release Governance (first version). The objective was not immediate optimization, but to rebuild visibility, establish consistency, and deliver predictable service performance.

Phase 2: Optimize (Days 61-180)

Once the environment was stable, our specialists advanced into process optimization and service model refinement. Major Incident Management was fully embedded with RAG communication and auto-escalation. CSDM was implemented to standardize CI classification and service mapping, while the 4-tier risk matrix became mandatory across all squads. CSAT collection was redesigned, the full Development → SIT → UAT → Pre-Production → Production pipeline was activated, coding standards and peer review were enforced, and technical debt remediation began in a structured way.

Phase 3: Scale (Days 181-365+)

In the final phase, our experts scaled delivery capacity and institutionalized continuous improvement. Eight Agile squads operated under a shared governance model, eight business applications were delivered to standard, automation was expanded across incident and release operations, and Problem Management was embedded as a closed-loop learning mechanism connected to RCA and knowledge publication. This phase transformed the platform from a managed estate into a continuously improving ServiceNow operating model.

Tech stack

  • ITSM
  • ITOM
  • ITAM
  • HRSD
  • CSM
  • SPM
  • App Engine
  • CSDM / CMDB Foundation
  • Service Catalog

Output 

  • Established a governed 24/5 operating model across global time zones
  • Standardized the incident lifecycle with automated routing, prioritization, and SLA tracking
  • Implemented a full Major Incident Management framework with structured escalation and RCA
  • Built a CSDM-aligned service hierarchy to enable reliable CMDB usage
  • Designed a controlled release pipeline with approval gates and audit traceability
  • Introduced a technical governance model based on risk classification and Health Scans
  • Delivered business applications under Agile 2.0 delivery standards

Impacts 

  • MTTR was reduced by 20% (from 10 to 8 days), while major incidents decreased by 50% through improved governance and structured Major Incident Management.
  • Re-open rates dropped by 50%, and re-assignments decreased by 80%, reflecting clearer routing, stronger accountability, and improved first-time fix accuracy.
  • Customer satisfaction also improved significantly, with both CSAT and NPS increasing by 25%, driven by better communication and feedback mechanisms.
  • Time-to-release improved by 60%, enabled by the transition from informal processes to a governed development and deployment pipeline.
  • Senior management escalations were significantly minimized within the first 60 days, as issues were resolved within the structured ServiceNow managed services delivery model.
  • Technical debt decreased by 19%, while redundant custom applications were removed, simplifying the overall platform architecture.
  • CSDM implementation improved CMDB accuracy, enabling reliable service mapping for reporting, automation, and governance.
  • Developer satisfaction increased by 28%, supported by Agile 2.0 practices, peer reviews, Health Scans, and standardized release controls.


Closing remarks

This engagement demonstrates that in aerospace, the challenge is not platform adoption, but governance, CSDM alignment, and delivery discipline at scale. By combining ServiceNow managed services with platform modernization and continuous development under a single accountable model, GEM transformed ServiceNow into a controlled operating system for resilience and long-term growth.


Explore a relevant ServiceNow case here: Transforming Cloud Operations with Scalable ServiceNow Workflow Automation for an ICT Provider