Global media/entertainment leader consolidates IT services
For more than a century, Time Warner has been engaging audiences with its films and television shows. A global media and entertainment leader with businesses that span television networks, film, and TV entertainment, the company is known for well-known brands such as Home Box Office, Turner Broadcasting System, and Warner Bros. Entertainment.
Like many large enterprises, Time Warner had multiple IT organizations. Each of its three main operating divisions had separate IT infrastructures, leading to duplication, lack of standardization, and increased costs.
To address this issue, Time Warner set up an Enterprise Infrastructure Services (EIS) group, consolidating data centers, IT service management, and IT operations management under a single umbrella.
Time Warner lays the foundation with ServiceNow IT Service Management, removing multiple monitoring tools and manual processes
To drive consistent enterprise-wide IT processes, Time Warner decided to standardize its IT service management platform. While the company already had multiple legacy IT service management tools from other vendors, it chose to replace them with ServiceNow—deploying a comprehensive IT service management solution that includes incident, problem, change, asset, configuration, release, and knowledge management.
“We chose ServiceNow IT Service Management because of its industry-leading capabilities,” says Olga Krasovski, Time Warner’s Director of Service Management. “It’s user-friendly, and it gives us best practices and standards out of the box.”
ServiceNow Event Management seamlessly extends IT service management, in just two months
Once successfully live with ServiceNow® IT Service Management, Time Warner turned its attention to event management. At the time, Time Warner’s EIS organization was struggling with multiple, disconnected monitoring tools that sent overwhelming numbers of emails to a shared mailbox. The service desk team had to review these emails, wading through huge amounts of noise to identify real issues. Once an issue was identified, an incident was manually created. Because of this approach, there was no consistent way to prioritize incidents, which were then often assigned to the wrong person.