Success story
Founded in 1963 by Cav. Giovanni Arvedi, the Arvedi Group produces and processes carbon and stainless steel, including hot- and cold-rolled flat products, welded tubes and precision strips. Significant investments have enabled the Group’s companies to establish a strong position in their respective markets.
Across the Group’s companies, IT processes had developed locally, with a strong reliance on informal communication channels. While these approaches often provided temporary solutions, they created obstacles to service consistency and resulted in limited operational visibility.
Employees in need of support often preferred to contact local IT representatives directly, either by phone or through personal messages.
While this approach could deliver quick responses and help meet operational deadlines, it also led to inconsistent handling of requests. Issues were difficult to track, visibility was limited, and there was no structured way to capture recurring problems or build shared knowledge.
As part of the Group’s ICT reorganization journey, based on Competence Centers and defined service offerings, the need emerged to adopt a unified Service Management approach, capable of evolving over time and ensuring consistent governance across all Group locations.
To support efficient workflows that could evolve alongside the Group’s growth, the ICT team began evaluating technology options to drive a Service Management transformation. Ivanti was already present within the organization through Acciai Speciali Terni (AST), a steel manufacturer acquired by the Group in 2022. AST had been using Ivanti ITSM effectively for some time, providing the Group with a reliable internal reference and demonstrating the platform’s ability to support complex industrial operations.
However, the decision was not immediate. Ivanti was carefully assessed for flexibility, long-term adaptability, level of standardization, and alignment with the Group’s broader digital transformation roadmap.
The team needed a solution that could unify service processes across companies and support the Group’s Competence Center operating model, which is built on shared expertise and cross-functional responsibilities. The platform also had to evolve to support future needs such as knowledge management and self-service.
Cloud readiness was another important factor. As Arvedi moved toward a modern service architecture, Ivanti’s ability to support cloud-based operations aligned with the Group’s goals for scalability and integration.
Ivanti Neurons for ITSM emerged as the natural fit, offering reliability and adaptability alongside a clear path to expand knowledge management and FAQ capabilities as the platform matured.
Ivanti Neurons for ITSM became the foundation of Arvedi’s new internal service platform, AnITA (Arvedi IT Assistant). Built on Ivanti technology, AnITA consolidates all ITSM processes into a single integrated experience and serves as the Group’s central environment for managing service requests, incidents, changes, knowledge and communication.
The platform integrates with Azure Active Directory, supports a cloud-based architecture that improves workflow integration and reliability, and uses a dedicated VPN to ensure secure connectivity between cloud systems and on-premises resources. Standardized workflows were configured in line with ITIL best practices, ensuring operational consistency across all Group companies.
Arvedi rolled out the ITSM platform simultaneously across the vast majority of the Group’s companies. Rather than adopting a phased approach, every company and every process went live at the same time. This made it possible to establish a single operating model from day one, fully aligned with the Competence Center structure and capable of ensuring consistent governance across all locations.
Despite the scale and complexity of the initiative, this approach accelerated the transformation journey and quickly established a shared Group-wide standard.
Delivery was managed through sprint cycles that allowed the team to refine components gradually and ensure each release aligned with real user needs. Existing workflows were analyzed and adapted where necessary, and customizations were deliberately limited to maintain long-term flexibility.
People engagement was a priority from the very beginning of the project. Involving employees early played a key role, even as concerns emerged about whether the new system might prove too complex or introduce longer response times compared to the familiar practice of contacting internal support directly.
To address this, the Group created micro-learning modules, onboarding videos and clear guidance materials. Listening channels were introduced to gather feedback, and a Group-wide engagement campaign helped explain the benefits of moving to a centralized platform.
A user satisfaction survey captured early reactions and informed refinements to the platform. Insights from users helped reinforce trust and demonstrated that the new model would improve transparency and speed.
Arvedi has already seen significant improvements since implementing AnITA. Service management is now fully centralized, giving IT teams clear visibility into every request and allowing them to coordinate more effectively across locations.
One of the most impactful outcomes has been a noticeable reduction in response times. With global visibility across technicians, the system routes each request to the most available or most qualified expert, eliminating delays that once came from local bottlenecks or uncertainty about ownership.
Employees also benefit from a significantly improved experience. Instead of trying to determine who to contact at their location, they now have a single, simple and transparent channel for support. Each request includes clear status updates and predictable outcomes, removing the ambiguity that once made support feel unpredictable.
The adoption survey confirmed the value of the platform, and many user suggestions were incorporated into subsequent updates, reinforcing the collaborative nature of the transformation.
Governance has strengthened significantly, too. Every request and change is tracked in a unified system, giving IT leaders reliable data for planning and decision-making.
Arvedi plans to continue expanding AnITA with new capabilities as the transformation progresses. Priorities include strengthening the knowledge base to improve self-service, introducing AI-driven support for incidents and requests, expanding automation to additional processes and enhancing reporting through Power BI.
From its initial ambitions to a transformation that continues to evolve, this project has become a reference point within Arvedi, demonstrating what can be achieved through Group-wide collaboration and modern IT governance. With a solid technological foundation now in place, the company is well positioned to sustain innovation, remain agile and address future challenges with confidence.
Note: A customer’s results are specific to its total environment/experience, of which Ivanti is a part. Individual results may vary based on each customer’s unique environment.
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