okay I'm reading one minute after the hour so we will go ahead and get started my name is Scott J Cox and I welcome you to our webinar demystifying the journey to digital transformation with a simple living roadmap so I'll be your host today and also joined by my colleagues Eric Smith and Kimberley Schaefer I'll start with some quick introductions again my name is Scott J Cox and I lead our ServiceNow practice here at Kovac I've been delivering services and solutions in the service management space for over 25 years I started our service management consulting practice back in 2001 here at Coe vest ik and launched our ServiceNow partnership and practice back in 2012 I've personally not a lot of service management focused road mapping and digital transformation work throughout my career with organizations of all sizes and across many industries and look forward to sharing some applied insights with you today Eric thank you sir Eric Smith I've been working on ServiceNow for about 10 years right now run pre-sales hirako vest ik most of my time working on ServiceNow has been as a solution architect or a business process consultant mostly around governance risk and compliance and IT business management thanks everybody for being with us today thanks Eric Kimberly hello everybody I'm Kimberly Shaffer I am the senior director of service delivery at coba stick I've been working with ServiceNow since about 2007 and I've been with Kovac for a little over four and a half years now most of my career has been on the IT leadership side in roles where I was responsible for the overall ServiceNow platform I've worked with ServiceNow partners including Kovas tech to implement my ServiceNow vision and I've experienced firsthand the challenge of not having a ServiceNow roadmap and also on the flip side of that I've seen really well executed roadmap journeys so I'm very much looking forward to speaking with you more on this topic based on my experience Scott awesome things Kimberly so just a couple quick housekeeping items so please do utilize the chat window to submit questions I'll get to the agenda in a second but we are going to have a Q&A session at the end and that's how we'll basically get to your questions we will send a recording within 24 hours and you'll also get a copy of these slides via email onto the agenda so we will cover basically what is digital transformation why should you care provide you some definitions because often digital transformation is just kind of assumed and not well defined particularly within context so we're gonna try to provide some help there why a simple living roadmap anatomy of a simple living roadmap and we'll also provide some examples and samples there we'll then move on to a call to action and then a Q&A and we're targeting for this to be approximately 45 minutes so we'll manage our time accordingly all right so let's jump in what is digital transformation so the term digital transformation has been thrown around for years and rarely have I seen an attempt to try to define what that means I've done some research on the topic and a common theme is using digital technology typically some combination of computer software and hardware solutions to transform business processes and here are the keywords thoroughly and dramatically so it's it's not about making work a little bit better or different typically by implementing technology point solutions but rethinking work itself as comprehensively as possible so as a leader in cloud computing service now is at the forefront of digital transformation particularly given today's ServiceNow platform breath um Eric you know talk talked to some common real-world examples yeah you know it's been funny for me to watch some of these things migrate from buzzwords that get laughed about - they're here and they're improving your competitors or they're improving your company and there are real things no cloud is one really good example cloud was for so long joked about just being else's computer well now we're seeing large-scale migration - you know - cloud hosting and the scalability that can bring you Microsoft is York Google cloud Amazon AWS that's a real thing now 75% of CIOs have a cloud first initiative in place another example going paperless you know transitioning brick-and-mortar stores and and and their processes and into something that's available online and now optimized in social media integration with social media and then I think about the ones that are kind of you know just a little bit out into the distance but they're they're coming up on us like blockchain I'm super excited about aetherium you know in that that the potential to unite a real contract with real payment and I think that's something we'll be dealing with in a very near future ai it's going from just being a smart algorithm to actually having some intelligence and actually using machine learning and what's really been cool is watching ServiceNow as a leader in cloud computing they've been at the forefront of these modes of digital transformation and they've they've almost given us just-in-time delivery capabilities to make them real and I don't think it's going where no Mackenzie just study not that long ago they have a industry just digitization index I wish throwed that were hurt and they showed that the u.s. is only about 18% yeah really adopting true digital transformation and they also said that there could be about thirteen trillion dollars in global GDP added by 2030 just from embracing this automation and the the possibility is that digital transformation can bring and we're really saying that the digital maturity is actually kind of low it's you know twenty five percent I think was what Mackenzie said but to put a real point on it if you think about the number of worldwide sales to go through digital channels that's about twenty six percent if you think about how many operations are actually automated it's in the 30s if you think about supply chain you know only twenty five percent or so of those interactions are digitized if you think about that in an Amazon Post Amazon environment if you will that's astounding but it's also a huge opportunity to actually embrace digital transformation and begin to transform your company good stuff thank you so let's let's talk about you know what does a non transform process look like that most of us are probably all too familiar with so you know a common use case it would be dramatically improved through ServiceNow enabled the digital transformation is a fiber cut so in the traditional scenario the fiber gets cut the service provider may not even be aware of this until they start receiving phone calls from customers about voice and data loss this might initiate some manual investigations to determine the problem its location and those impacted probably also results in a phone call to a field service repair partner that will roll equipment in human resources they're probably phone calls between field services and the service provider throughout the repair process and customers may simply be in the dark or receive you know we are working on the problem messages in response the customer enquiries here yeah yeah if I can that yeah there's another challenge here and that's the desperate tools and platforms that basically lines of business being siloed just because of their embarrassment of riches platforms they can choose from and and you know kind of sticking with your example well what if engineering customer care IT network operations field services and somebody has to go repair that cable what if they're all using different systems how much how much blood does that add to the walk you know how much cost does it add and I think you know even specific examples like customer service management you here in that realm the term effortless experience used a lot well the only effortless experience is the customer not having to make a call and say hey my things broke and a unification of the platforms that customer service management let's say in the Operations Group are using can really begin to fix that and it also you know having all these disparate tools even if at one point they were the industry standard of a preferred provider there's a lot of risk to it because what it's doing the entire time is adding costs to the organization and ultimately it's the customer that suffers they're the one that gets that increased cost passed on to them they're the one that experienced that extra lead time and getting something fixed and that's very dangerous in a world where customers have an increasing number of choices yep thanks Eric so what let's just take this same use case a little bit further and talk about what it might look like transformed with ServiceNow so a digitally transformed business process leveraging ServiceNow means its service provider knows that the services down in real time perhaps before it even impacts customers is able to quickly isolate the cause of the incident and then role field services while hopefully in parallel proactively notifying customers of the event status et Cie and actual restoration of service in a completely automated fashion with minimal if any manual intervention this results in extraordinary improvements in time to resolution reduced costs of overhead associated with legacy non transform solutions like traditional physical call centers and results in more satisfied customers satisfied customers or ideally delighted customers are loyal customers there's also the potential trickle-down effect on the customers own business processes all of this is possible today on the ServiceNow platform yet many service providers are still operating in silos with point solutions and legacy processes Eric you want to speak to this chart yeah thanks god I was I was really glad I was able to talk it including this this this came from a webinar that ServiceNow recently had is called unlocking value on your digital transformation journey I think you can search it up on their website but there's a lot to unpack here and some of the high level notes that aren't captured here I want you to kind of browse through this sort understand it but some of the high level notes they had a study that talked to 15 CIOs and six CTOs and try to understand the steps that could be undertaken to accelerate a digital transformation journey and they distilled the job of the CIO and the CTO down to three basics and that was be brilliant with the basics go wider across the company and elevate to business advisor and that last one is critically important because IT can be at the forefront of all this transformation that's possible and all the things that can be done and they're the first to understand it too quick to quickly grasp it and begin to conceptualize what it could do for the organization but that goes nowhere if they're not being a business advisor if they're not reaching out to leadership team and other lines of business and saying hey look at this great new technology that you could be leveraging in this way begin to paint them that picture the possible and what I really want to see is companies start to arrive at that level for column you know across velocity intelligence and experience because that's where things really hit a flow state that's where you're no longer reactive you're actually addressing customer concerns before they arise you're maybe even going after new addressable markets before your competitor it's a really nice place to be yep I agree and I don't think if you look at most of our customers we often find them at you know somewhere between a level two and a three and I like this chart because it gives organizations something to aspire to you and in a minute we'll talk about the road map itself and how we might leverage this as a tool in terms of building out that road map I'm Kimberly if you want to speak to why so many organizations are stuck here in core IT Service Management land yeah thanks Scott so really speaking from that platform owner perspective it is just too easy to get stuck with exactly what you see here on this slide basic I'll call it trouble ticketing problem management which is limited to reactive root cause analysis or a service catalog which is really limited or not taking advantage of any automation at all maybe have a basic CMDB and maybe that data is not even trusted by the organization yet knowledge management where maybe articles are out of date not being used getting stale or a service portal that's not engaging at all to your customers and really as a result of that you don't have true self-service digital transformation with a purchase platform like ServiceNow it many times starts with ITSM core but it can't end there it really can't you may make some very good incremental improvement with ITSM core as a starting point but if you stop there you're really only leveraging a fraction of the power IT really must be capable of extending digital excellence to every business process across the enterprise everything you see here on this slide is foundational it's an opportunity to be as we call it brilliant at the basics and there are certainly opportunities to continuously improve in each of these areas however there the tip of the digital transformation iceberg you really need a way to set these core areas on a continuously improving journey understanding that they are never going to be done you're always gonna have work to do in these areas and that mustn't not prevent you from exploring broader opportunities you need to look past that go to the next slide Scott all right so now let's talk about why we sometimes see these digital transformations move too slowly or even get stuck as we mentioned and let's start with this core ITSM backlog that we're talking about and I'm sure many of you are already aware you're constantly gonna have this ITSM backlog people are always gonna be requesting new things I need a new field I need a new color I need something basic adding on to what I've already built out in ITSM or a new catalog item and it's very easy to get overwhelmed with that volume and just get stuck managing that day-to-day backlog and never extending beyond that as a platform owner it's so important to take the time to understand how ServiceNow can better support your company's vision and objectives outside of your current use cases extending beyond that backlog and what you already have in production on that front we've come to realize that and have many customers that have come to realize that they can either outsource their ITSM backlog to a service provider like Co bastok or some of them have decided to focus on their core ITSM backlog and themselves while bringing in a partner like Kovac to focus on helping build out that vision in the roadmap itself and executing on that projects that will expand the platform footprint maybe extending into item or SEC ops or GRC for example either way you need to figure out a strategy for keeping the lights on managing that backlog while also executing to a roadmap the entry point into an organization is commonly through IT so it does stand to reason that sponsorship and product ownership often resides in IT and that's been my experience as well but as you're looking to expand on a broader transformational journey you're going to want to start to it other sponsors beyond IT maybe the PMO HR employee relations engineering other organizations and you really need to consider elevating that sponsorship outside of IT or at least at a minimum establishing some sort of steering committee with representation from each organization for the same reasons that platform ownership is often inside of IT too many people think of ServiceNow and pigeonhole it as just an IT tool and they have trouble thinking beyond IT use-cases in a few minutes we're going to talk about a use case of leveraging ServiceNow to basically replace a company's intranet and many people would not even think about ServiceNow for this use case so in order for something like this to be successful we have to educate and involve the entire organization then I guess lastly digital transformation really does require deliberate planning regular reviews of progress and of course course correction where you need to continuous improvement of your road map and then organization wide support to be successful Eric I'll turn it back over to you to talk about the challenges of platform breadth if you could yeah absolutely so it's the one thing it's like you said that ServiceNow has deep roots and ID and it's been doing it so well for so long that it can be perceived as IT only you know this platform slide you hear a quick representation of all the things that ServiceNow can do man this is comforting to me it's having lived ServiceNow for 10 years I love all these inter relations but I can understand how as a customer can be daunting it can be an embarrassment riches you can you can not quite know where to start and bluntly what we see commonly in organizations is that they're using pure-play solutions like say Archer for GRC or service cloud for customer service and and that's great but there's a problem with that and it's it's all about missed opportunity and unnecessary cost and complexity there's all kinds of better together stories that I could tell you for days throughout this oval that you're seeing you know just think about let's just thing about GRC for for just a moment so you have all these external frame regulations that you have to comply with and you have to certify that you are complying with the individual controls and you know in a point solution for GRC that it doesn't understand your environment that doesn't have your say services and applications mapped out you're going to be doing a lot of manual tasks and those tasks are going to bounce from one person to another well ServiceNow you can get very targeted if you have a good configuration management database and get that control in the hands of the exact right person who can certify yes this server does not have PII and here's our here's how we're certified that it's protected or security operations there again a lot of great monitoring tools out there ServiceNow doesn't try to replace those but how do you actually take action on a vulnerability if you've identified it in your organization even if you have you know how do you where is that tasking go first well ServiceNow you don't have to think about that anymore it can help you identify to vulnerability as it can listen to your scanning tools they can point out things that are happen it can automate that tasking and oh by the way if there's an IP you're getting attacked from you know it can right-click and shut that down temporary the way you get it figured out there's a lot of those better together type stories that you're missing out on but I don't want to I'm not trying to scare you body or daunt anyone or you know sell you on taking on the whole platform because you don't have to all at once establish your roadmap establish what's most important to your organization that ServiceNow can do get those in the first phases of your room but I hope that you see the opportunity to align various aspects of the platform to real digital transformation in your organization so you know giving you a lot to think about we're giving you a lot to think about you know especially with the road map and you know you don't what you don't want to do is let perfection get in the way of good enough you have to begin to take action you know most digital transformation roadmap white papers and webinars they want you to capture a lot of specific data points baselines benchmarks maturity indices you know pain measurements those kinds of things that's all great it is it is telling it is instructive just getting those data points is a good exercise because it prompts conversation across the business but don't let all that get in the way overwhelm you and definitely don't let it slow you down just start simple you see a lot of what's here what's your vision what's your mission these are easy questions ask open-ended both with NIT in your organization with your leadership team and I would encourage you to ask all of these questions have the conversation gather the simple data points and then the one that I want to add is why I think Y can be a very informative question not just why do we do this this way or you know why does that process need to stay that way those kinds of easy wise but also why are we doing all this what is import our organization what is important for our customers to perceive what is the level of service we want to promise to our internal customers and begin to take action on that I think that can go a long way to start informing your digital transformation all right thanks here so let's let's start talking about how we do this in a simplified manner so step one establish distinct ownership I'm seeing more and more success however in doing this at least somewhat by committee so there should still be a distinct and empowered owner but that owner can chair a steering committee with representation from across the organization this is an opportunity to break down those silos educate and collaborate next audit your entitlements you may be surprised by the fact that you aren't using everything you already pay for and some of those things might map to real-world challenges and opportunities next audit your next release capabilities so upcoming capability and functionality in terms of you know the next ServiceNow platform release it may already align to your entitlements might give you extra value in potentially digital potentially digital transformation alignment at no cost like this next one and it's it's aggressively hunt for organizational ROI so basically what that means is anytime you can map capabilities to cost savings it's going to be compelling to the leadership team and it's going to be compelling to the leadership team all the way to the top so for example orchestration and employee onboarding and off-boarding automation they will significantly improve employee productivity while lowering risk capabilities like virtual agent can free up service desks can call centers to be more proactive driving down organizational costs and the impacts of incidents and case volumes this next one is often overlooked as well find the organizational initiative enablers and don't do it with your service now blinders on I'm just look at what problems your organization is trying to solve and try to figure out you know what what does that mean in terms of your overall digital transformation journey and what might that mean in terms of service now's role in that as well so for example the Cova 19 situation it's generated brand new needs for how to return employees to the workplace safely ServiceNow has recently released the safe workplace suite of applications on the platform they doing exactly this so digital transformation often requires a catalyst and this is probably exactly the catalyst inside many organizations today I'm next draft a simple living roadmap I'll provide an example of that and talk through that in a moment establish simple governance around that so just keep in mind this is for the the roadmap to be basically I guess respected across the organization he's to be continuously refreshed and this can be done pretty simply you can do a quarterly meeting for example with the steering committee read dust off the roadmap audit it just kind of say hey how did how did we do against the the plan in terms of the last phase let's look at the actual outcomes and certainly celebrate those and then look at the new organizational initiatives and new platform capability and adjust the roadmap accordingly things pop up like the kovat situation things pop up like new capabilities being brought to the new the next platform release so if you can leverage that simple governance process even if it's again via something like a steering committee you can stay on top of all those moving pieces and make wise business decisions and make sure that they're fresh finally the road map should be your primary vehicle for budgeting for the next fiscal cycle if you've got your entire organization and not just IT your entire organization on board with the roadmap budget accordingly and go to the well once so you can spend the next fiscal cycle focused on execution and not justification all right so why roadmap visibility elevate as the trusted innovator to your leadership team and even your c-suite collaboration organizational change management 101 is based on engaging the organization in the solution not trying to unilaterally bulldoze a path the roadmap approach if done collaboratively in with representation across the organization will inherently be more successful planning and prioritization without a roadmap you're not likely addressing opportunities in the right order with good inputs into the roadmap and good process around ideation and demand management you're much more likely to be doing the right things in the right order and achieving measurable outcomes and then again back to budgeting the successful roadmap should be your primary means of seeking and receiving funding for your service now or any other enable digital transformation efforts okay Eric why now yeah so look the the pandemic it's made us more aware of our need to adopt some new capabilities to be flexible and it's proven out how valuable planning ahead can be and you know guys I know this is a very scary time for a lot of organizations and a lot of individuals but bluntly transformation doesn't occur without a catalyst and if there was ever catalyst so far this year has been it it yes it's a scary time yes there's a lot of risk but I think that you have to embrace it as an opportunity to improve and I think that having a roadmap can able that I honestly think service now in a lot of ways can enable that enable this to be a time of improvement you know one of the ones that sticks out to me is very much near and dear to my heart it's been my number one work passion item you know for a significant portion of my career and that's keeping employees engaged and connected this is their second family and a lot of them don't have that second family anymore beyond webinars or you know occasional screen share or chat or something like that think about ways to keep your employees engaged and connected and keep them feeling that sense of family think about ways to support operations in new ways think about synergies that didn't have to exist before like say HR having to talk to Santa sanitization sorry sanitation about a safe come back to work has this person's workstation been sanitized well that's not just a point thing there's going to be future health scares and things of that nature where there could be needs for that connection think those through think through other synergies within your business look at the ways you prioritize risk look at the way you quantify your risks look at what other threat actors could be out there that you haven't considered yet I hate to say it but I do spend a lot of time in the cybersecurity realm and there's a lot of threat actors they're lucky this is an opportunity when you have suddenly had a lot of folks working remotely well they're a little more there they're a little more susceptible to that phishing email or that social engineering call to try to get some information on your organization trying to stay ahead of that you know think about how artificial intelligence portal automated workflows on-demand services all these things can begin to not just improve your connectedness as a company during this time but what can they do for you in the future you know the companies that are prepared for this the companies that are preparing for this with digital solutions and the ones that have invest in the technology they're gonna come out of this at a very real advantage there's this is an opportunity to unlock your remote production that's not going away guys that was going to happen anyway this just accelerated it but this is a very real opportunity to get really good at it double down and and and feel innovation around how you get the most out of your folks working remotely make sure you have really good flow of communication this is something you know that service now can helped a lot with it is very good as a assist single central hub of action I think I've rambled enough on that one Scott I do want to point out that just you know continuous improvement that's another one that that I think falls off sometimes is have a spot in your process have a spot in your roadmap for looking back at what you've just done and how you might be able to do it better yeah thanks here can I think you know that simple governance process that I spoke about is exactly that opportunity it's almost like running you know a project retrospective you know every time you wrap up a phase you kind of say hey how did we do in the last phase and how might we make some changes so that the next phase goes even more smoothly so you're not necessarily just looking at you know new organizational need or new platform capability you're also you know you're also you know looking at your own internal processes and how you did all right good stuff so let's get into sort of the practical aspects of a simple roadmap they've got a sample here we typically build these simple roadmaps using the office timeline plugin for PowerPoint so I mean it's it's not super sophisticated but it's quick and easy it's very simple to change or update you're not having to move lines and blocks around you actually do it in a chart that's part of the the plug-in the key really is to is to show phases that are reasonable set the expectation that things like CMDB and even incident management you know they're going to be journeys unto themselves you know I hate to see something like you know CMDB dropped into a single phase for example that that's going to evolve and change over over mini phases and make sure that that solid business outcomes are identified every step of the way and you see those depicted at the bottom here so an in this example the other thing that that you'll hopefully take note of is we see those themes from the the ServiceNow study on digital transformation that that I think Eric referenced earlier and it you know be brilliant on the basics go wider across the company elevate the business advisor although themes are reflected here so notice you know we're getting foundational things that are necessary but with real outcomes done earlier in the program and then going wider and into the business later in the program where we see concepts like improving our Net Promoter Score relevant to achieving excellence and external customer perception of our business Carrie and dad here yeah definitely I really want to double down on that message you know the three basics with that third one elevate yourself to business advisor I think that the roadmap is fantastic and necessary in my analysis but you have to speak to outcomes I think that MIT a lot of times we focus on feature set we focus on solutions to problems going for the easiest solution possible and because when the front lines and you know we see hey this is broke we fix but you have to keep in mind that your leadership particularly the c-suite they're thinking of different terms they're thinking in terms of agility cost reduction business value creation innovation increasing revenue finding new addressable markets and and I think that you have to tie the outcomes from your roadmap to things that the leadership team cares about and understands yeah good good stuff so the other thing that I want you to hopefully take note of here's it's also so a lot of roadmaps that we see are there they can be just hyper complicated because you're trying to do too much on on a single page so I think you know it's you certainly do want to tell the big picture story on the single page and that's what we've attempted to do in our example but then then provide drill down so you know you can go deep and substantiate the level of effort for each phase as needed so you know let the readers sort of peel back the the onion as they as they see fit so so we typically embed these in a PowerPoint where it starts the primary business objectives problems we're trying to solve for you know how comes expected then the big-picture roadmap and then drill down slides like these for each phase there are there are also you know other I guess vantage points to consider so it can be really helpful that provide basically you know a roadmap inside the roadmap so provide that transformative view of individual project streams so in this example this is a ServiceNow slide around an employee experience noting that elevating employee and customer experience is a common CIO top five priority so let's assume that that is a top you know in priority in your organization how might ServiceNow underpin enable that objective so in this specific example we're showing a digital transformation of employee experience starting with ServiceNow and other point service portals being consolidated into a single portal in phase one moving to an enterprise portal that now starts to integrate content and capability from third-party solutions in repositories like SharePoint and ERP and Phase two and then finally culminating in a true enterprise intranet experience where we are building on phases one and two but also layering in things like targeted content delivery campaigns analytics social communities federated search and so on so it's kind of back to kind of the definition of digital transformation transform business processes thoroughly and dramatically and I think this is a good example of exactly that and I think Kimberly raised earlier on you know how many organizations would have even previously thought of ServiceNow as potentially replacing and certainly enrich inning I guess the employee experience via the intranet okay let's move on to a call to action so first be a vocal champion for roadmap development inside your abdomen sation and importantly across your peer organizations so there are lots of resources in this space including this webinar that can be shared to help educate and inspire make sure that service now is a big part of the digital transformation conversation inside your organization so again that service now may be marginalized as an IT only solution get the word out that not only can service now handle many more things like external customer service with CSM engineering HR our GRC seconds they can do much better than the traditional market leaders do to the operating together and in concert on a common platform I think Eric referenced the better together story earlier it's super powerful on the ServiceNow platform where all of these capabilities are integrated and talking with each other encourage elevated platform ownership consider a distributed model where there is representation across your organization and your service now in digital transformation steering teams you've got to get these other organizations engaged allow them to be part of the solution and then finally start simple keep it simple but start now okay so I will stop rambling and open for questions so let me look through here so the and I'll direct these to either myself or you can really or you Eric our company has basically frozen non-essential IT spinned for the rest of FY 20 and this impacts our ServiceNow budget as well tips on getting the company to pay attention to our ServiceNow roadmap when all focus is on cutting costs and basically surviving the current business climate so let me if I can do this without it being too disruptive try to go back a few slides so this one so basically what I would be advocating in this situation so you know we're seeing this with a lot of organizations you may have have kind of frozen IT spin based on the business climate I would kind of jump to number five and you start kind of asking the question why are we stopping the IT spend it's typically let's just take retail for example retail obviously special especially traditional retail brick-and-mortar has been especially hit hard by the kovat situation so if if our revenue stream has been disrupted then you know obviously we want to see what we can do to cut costs and IT is often the place that we look however how my service now help reverse the trend so we've already talked about the safe workplace apps so if if if you can speed up the return of your workforce and you know obviously particularly in a space like retail or hospitality that's going to speed up your return to revenue positive but there are other considerations it doesn't have to be necessarily directly related to for example those kovat ups what about employee onboarding and employee off-boarding if the organization has already experienced the pain of closing down operations and potentially furloughing and furloughing employees you know how difficult it was to offer those employees and making sure that you're adhering to your security requirements and things like that well how do we make sure that when we reverse that trend and we bring those furloughed employees back and we have to hire net new employees and train net new employees that we do that as quickly as possible so that we can return to that that that revenue positive situation as quickly as possible again employee employee onboarding and off-boarding you know call center traditional call centers have had to go virtual or look for ways to go virtual there's multiple ways that ServiceNow can support that so I think you kind of look at sort of what the route drivers of that that budget situation is within IT and and you know you may you may take your existing roadmap and you may have to follow it up and throw it in the garbage can and start fresh but start fresh based on the the new business climate and by doing that not only are you are you solving real business problems for your organization again you're really starting to elevate service now in the business conversation so all I'll leave it at I'll leave it at that um let's see here's another and let me do a quick time check we've got a couple more minutes I'm go ahead and get at least one more question then so we we have attempted to get other orgs interested in ServiceNow but they are already heavily invested in their own tools and areas like HR and our engineering groups that do product development we may look into some integrations in those areas but so far they don't have a ton of interest how have you seen other companies overcome this and Kimberly this sounds like right up your alley sure Scott um honestly the best way to probably approach this is to first figure out what that business case looks like what are the problems with the way things are you have to understand that first before you can improve anything and then identify those improvement opportunities and then you can start to craft the roadmap like we've talked about and plan to consolidate on the on the platform I think being a be able to clearly demonstrate and articulate why having disparate tools is not the ideal State and provide a vision of what things could look like on a common platform is key and again Eric talked a little bit about you know how we present this and speaking in terms of functions versus business value you really need to tie things to the outcomes that the leadership team cares about so thinking about both functional gains but also financial impact like licensing before and after maintenance and support costs with all the tools that have today versus what tomorrow could look like I guess the other thing I could say is really make sure you're thinking and digital transformation themes you need to consider maybe even extreme business process transformation it's it's very easy to take what you're doing on five different platforms and just put it on to service now that lift and shift is probably not going to be the best way maybe your customer support team could do a lot more than simple triage if they had access to let's say engineering data so how would their process change how would their world change a little bit if they had access to that data so you have to think through things like that and how your process is going to change potentially and I guess at the start of this to think about your business case in your roadmap doesn't have to be super thorough and complex at first you just really want to paint that picture and get somebody behind it get somebody sponsoring it maybe you get your CIO interested enough where he's willing to fund somebody to come in and help do that more thorough analysis with you and that's kind of the first baby step maybe that business case gets the CEO or other organizations interested because it supports a cause other than just the IT cause or just the one cause it's really something the entire organization can rally around so you have to make it bigger but you have to really focus on outcomes that the leadership team cares about good stuff thanks Kimberly so I see we still have a lot of people hanging on here so let me go ahead and take one more question and it looks like this one's kind of related to this last one but it's a slightly different spin Eric I just to be fair I think I'll have you take this one so we have already gotten most of our organizations on board with ServiceNow mostly through use of the Service Catalog the problem isn't really getting them on board it's the fact that we still have so much to do around the ITSM an item for IT before we are going to have the bandwidth and focus to address their needs and our company is reluctant to engage ServiceNow or partners for this kind of work for budget reasons and because we find we do a better job of owning the application after go-live if we implement them I not sure this webinar helped me with that problem so Eric I'll let you take that one yeah I get it and there's a lot there so let me do my best to kind of break this down into chunks but um look I've been working with ServiceNow customers for a very long time now and I've seen this challenge I get it I've heard it before I feel your pain you know particularly with larger companies that have decided to invest in their own ServiceNow resources in-house I really have to call back to roadmap inherently it's a timeline it's going to help you structure these decisions so when you're rallying the organization around the what and the how you know you can also dress the sequence and when things need to happen so things don't just happen at random or based on who's crying the loudest but on compelling business need that's what it has to come back to I'll give you an example so for for GRC you might have to either sunset the toy you're using or lock yourself into three more years let's say you know on out to 2024 what have you you know in these cases you know they want to include the business outcomes for each phase of this roadmap that we're talking about but also what F analysis and give the impacts of not doing these things I think that can help you get support the timing of the sequence it has to be supported by a resource plan that's gonna be very useful for leadership what's it gonna take human wise to execute on the roadmap and I know we didn't really get to touch on that today but it's gonna be an important aspect of budgeting you know right along with roadmap you're gonna have to do that and oh by the way if you matter-of-factly include third-party spinned for professional services required to achieve the timeline well now you're putting the ball in the leadership teams course they have to decide well do we prioritize the roadmap do we bump out the timeline I'd love to see that be more planful farther out or you know maybe we have to bring in third parties it can help you make that case it can help it can help you help the leadership team arrive at the conclusion you know make that decision themselves but you know the key is to get all these decisions made as part of your your fiscal year budgeting cycle you have be mindful of that you know and don't get yourself locked into expectations that can't be met just because you don't have the resources don't let yourself get locked into the licensing for platforms you don't love those kinds of things and and and that's what's gonna help that's what's gonna help provide comfort to the organization that your internal team is going to be able to do these things and take care of them the Karen feeding after are you these things actually go live but you know as far as the challenge of having to bandwidth and being capable of it well the capability really comes down to training knowledge transfer being mindful and planful there but you know also you consider Co implementation bring in a partner just to help you out with some of it if that's what your budget allows or you know bringing that partner to really knock down the wall for you and and I think you can begin to bake in things like extended post go live supports into that roadmap to say hey we want to do this but we're also gonna have this little sidecar of some additional help and then lastly you know I think of a really good book out there by Jean kam Phoenix project and one of the characters in the book talks about there's only four types of work there's unplanned think incidents there's planned think you know changes there's IT projects and there's business projects and only one of those moves the needle if you undertake a digital transformation journey you begin to get good enough automated enough consistent enough at those unplanned and planned levels of work and sometimes the IT projects as well and some of them actually find themselves not as necessary and then you begin to focus on things that are making the business more successful and I promise you you will get more support from your leadership team for either training up the folks you already have in-house or going out and getting help from an organization like ours all right good stuff thank you Eric so we will go ahead and wrap up great questions that concludes our presentation if what you saw here today resonated with you whether you're an existing ServiceNow customer new to the platform or newly embarked your digital transformation journey please be sure to watch for an email from us within the next 24 hours like I said earlier it will contain a link to where you can download a copy of today's recording thank you again for your time and have a great day take care