A major bank matures SAM and delivers software savings

Proving hard savings across a complex software estate

Few organizations carry as much software complexity as a large bank, and few are under as much scrutiny to manage it well. This organization had made cost-savings commitments to its investors, and it needed to show demonstrable, hard savings to support them. That is a high bar. It calls for accurate data, a clear view of what software is owned and used, and a program mature enough to turn insight into action.

The organization had the ambition but not yet the foundation. Its software asset management program needed to mature to meet the commitments being made above it. Its ServiceNow SAM Pro platform, which should have been central to this, was underutilized and not delivering the value expected of it. And visibility into software usage and spend was fragmented, which made effective cost management and confident decision-making difficult. Without a clearer picture and a stronger program, the savings the business had promised would be hard to find and harder to prove.

Advisory and remediation to mature SAM and prove value

SoftwareOne began by assessing the organization's software asset management program and ServiceNow SAM Pro deployment, then set a clear path to mature both. The work combined hands-on technical remediation with practical advisory, so the improvements were not just recommendations on paper but changes that took effect.

Through ServiceNow SAM Pro Advisory and Technical Remediation, SoftwareOne addressed why the platform was underdelivering and put it to work properly. With the tool configured and the data trustworthy, the organization gained the consolidated visibility into software usage and spend that it had been missing, the foundation for managing cost with confidence.

Alongside this, SoftwareOne provided Microsoft Publisher Advisory and Red Hat Publisher Advisory, bringing specialist knowledge of two major publishers to bear on the organization's licensing and spend. This is where much of the demonstrable value sits: understanding entitlements, removing waste, and making sure the organization pays for what it needs and no more.

Taken together, the engagement did two things at once. It matured the program and the tooling for the long term, and it found measurable savings the organization could put in front of its leadership and investors.

Because advisory and technical remediation came from one partner, the improvements joined up. The same team that matured the program also made the tooling work and brought publisher expertise to the spend itself. That meant the organization did not have to stitch together separate pieces of advice. It gained a single, coherent path from a fragmented starting point to a clearer, better-managed software estate.