Success Story
The service desk that only looked automated.
A global pharmaceutical company closes the last mile of service desk automation and saves more than $1M a year.
$1M+
Annual savings, calculated by the customer using its own cost data.
At a glance
- Customer Global pharmaceutical company, Fortune 100, more than 50,000 employees.
- Challenge Ticket creation was automated; ticket resolution was still manual.
- Solution READI executes identity remediation directly from service desk tickets.
- Result More than $1M in annual savings, calculated by the customer.
The challenge
On paper, the service desk was automated. Tickets for new hires, role changes, password resets, and departures were created automatically, and leadership reasonably believed the process ran itself.
The tickets did not resolve themselves. Behind the queue sat teams of people who opened each ticket, worked out what it was asking for, and then carried out the steps by hand across the systems involved. A large share of that work was identity work: provisioning, role changes, password resets, and offboarding.
The result was a process that was fast at the front and slow at the back. Every ticket still waited for a person, and every manual step was a chance for a delay or an error.
What changed with READI
The company used READI to automate the back half of the process. When an identity-related ticket is created, READI reads what it asks for and carries out the remediation in the target systems: creating the account, changing the role, resetting the password, or removing access.
The ticket is the trigger and the record. The work in between no longer depends on someone being available to pick it up.
The result
- More than $1M saved per year. The company calculated this figure using its own labor and cost data.
- End-to-end automation. The service desk is now automated from ticket creation through to resolution, not just at intake.
- Staff time returned. The teams who worked the queue moved from repetitive execution to work that needs human judgment.
