on our goal framework uh thank you for starting the recording uh but we'll be really focused on our gold framework and really what was released in our san diego release and so if you've not had the opportunity to download the san diego release and get that update so you can uh check out some of the features and functionality please take time to do that uh just as a quick uh opportunity if there is some questions or something that that we talk about today that's like i would like a little more detail you could of course use the q a at the bottom of your screen there ask a question and we'll be monitoring that throughout the entire series uh we're trying to get through this so if you do have some q a at the end we can even take some some of those questions for you so let's let's dive into this well first of all as we do for any webinar we do introduce our safe harbor which there could be some for-looking statements we're not really talking a lot about our future but more of what's already been released but we do show this on all of our webinars so uh lawrence peter said this he said if you don't know where you're going you probably will end up somewhere else and we've heard this statement before but we know that really successful organizations they have a clear vision and they know where you're going and more than likely your organization's no different as you want to have that clear vision and know where you're going and that's why we believe it's imperative that we are aligned to some level of growth framework so why does that why does a goal framework actually matter and i think most of us understand setting goals but what we found in a research done by mckenzie and gallup was that lack of clarity leads to this 78 percent of employees that feel that leaders have have a clear do not have a clear direction for their organization i mean what a detriment to the organization did not have lack or not have clarity or there could be that lack of transparency where 87 of us employees feel that their organization leadership does not provide that transparent communication and without communication that's transparent it's hard to keep your organization aligned and last is kind of the lack of strategy where we find that 90 of those same resources are allocated to the same place every year over a year and not that you can't same employees can't work on the same work but should they be and should you have a strategy in focus based on it and that's really where the gold framework comes in place with these three the problem you get with gold framework and most of you all can probably attest to this is it kind of gets a little messy i mean all of these different you know what's a framework what's a strategy what's an approach i mean all of these different words that come into play and it's kind of jumbled up a bit so to help set the tone a little bit in this webinar i'm going to bring some clarity to you of what that gold framework is and when we do the demonstration that alex is going to do here in a couple minutes it'll probably make sense to you how we've designed and organized our new gold framework so if i were to take that and struck these into three buckets and i'll break these down the next two slides here and really spend a little more time and talking about these but so the first bucket is the framework itself and really the framework starts off with what is it or how am i going to capture my books you know what is it what is a goal and how am i going to begin to capture it and some of you may remember depending on who's the audience is that early in the 60s uh it started off with as mbo managed by objective throughout time it even moved into some level of as you can see whether it's b hag or these outcome german metrics in today's more modern approach okrs have been objective key results have been that predominant way of measuring or assigning goals and this was first really introduced by google john john dover from google really introduced this okr model so as you move across here's not only do you have goals in a framework but how do i create those goals and most of us probably have heard smart right in what that acronym smart is and i'm going to break these down in just a minute i want to walk through the acronyms here but uh how do i begin to establish a goal what's the best way to write that goal and that's where these guidelines really come into place are really effective in helping you write those and there's these other ones and i'll put these in other buckets because they could be different things uh for instance a lot of organizations said oh yeah we do kpis well is kpi the same as a framework and i will kind of show you the differences between kpi and potentially in okr because there are some definitely several differences that create some level of changes of how i establish the goals through the organization so let's look at specifically our goal framework and we're just going to look at these three and kind of see what the difference is between these types of frameworks now as i mentioned before the okr and what we find is this is a very modern approach of creating goals it really kind of defines much like the other goals is the what but in addition to the what it actually helps to find how am i going to do this and then when or how often am i going to establish this particular goal it also allows us to to be more let's just say more strategic maybe a little bit more uh ambitious with that goal so it doesn't have to be as constrained as potentially some other goals that your frameworks you can use or we could use a traditional approach like an mbo which in mbo is really from a key key change between the new it really focuses on the what right so it may not define necessarily the how or often or or when i necessarily are going to obtain that goal but it really does define the what and it normally is tied to some level of compensation more risk adverse where the difference between both of those above a kpi is more of the what am i going to do and then when am i going to do it and it's a very variable as we know that you can establish a kpi on a weekly basis a monthly a quarterly it doesn't matter and it's usually react right it's usually not one of those goals that i've measured before it's usually how am i obtaining that you know so it's that benchmarks that measure stick that's saying oh did i accomplish what i said i was going to do so more of that quantitative measurement of how i'm achieving that particular goal that could be set so these are the three things three items and we really want to focus on the goal framework uh the difference between this and there are others but i wanted to really establish the key difference between those three items now how do i write those goals and what i find beneficial with writing or setting some level of guidelines and goals is that if you have a natural approach to writing your goals normally your goals are created with a little more intentionality versus stating hey we'd like to do x you're being a little more specifically whether it's using smart and we're familiar with this specific measurable attainable relevant or time-bound people are used to use that where a more modern approach is using the acronym fast which is frequent goals should be frequently discussed or ambitious goals should be ambitious or specific where i can be some level of specificity as i am measuring that particular goal or transparency which i find organizations that provide these really these four things especially with this frequency and transparency is it keeps the organization aligned it keeps the organization on that same path and there's another option around facts and these are really how do i write those goals and how are those goals visually managed throughout the organization so these will be referred to as gold guidelines now where we feel like servicenow really helps you in this and this is where we're going to turn over here to to eric in just a second is alex here in just a second is what how can servicenow really help you with this one is is servicenow really is that single source of truth of goals throughout your entire organization and what i mean by that whether i'm talking at a strategy level could be an executive level planning level or organizational break out of those goals and we'll demonstrate that with you it's that single source of truth of setting those goals and measuring those goals or how does the other one is how do we support those goals to align to your business so not only do we align to your organizational strategy but if you're separated by portfolio or product or business unit we allow you to sign those goals and of course those targets align to those goals depending on how you align your business and the third way that we feel that servicenow really helps with this is that we link your strategy to execution so it's one thing to set a goal at that top level right we get i'm going to create a goal for our organization whether it's an ebc or some that type of high level executive uh type goal or i'm trying to do my business unit how do i begin to look at the work that has actually aligned to that goal and how am i tracking that in all three of these we're going to demonstrate to you of how servicenow really can help you with your setting your goals and uh aligning that strategy you align your work to those goals so i'm going to stop sharing my screen i'm going to turn it over to alex and he's going to do a quick demonstration of how servicenow can help you with your goals turn over to you alex thank you thomas um hi everyone let me just open up my my camera for a while so you can see that i do exist i'm not just just a voice okay seems i'm having issues with my camera but that's okay uh nice talking to you all um we'll start by uh commenting that this presentation really resonated with me because i've been through all of those uh frameworks in the past and uh for me strategies don't come to life just by being on a beautifully crafted strategic map that you publish on the internet or you hang on the wall of the ceo's office or you print on the company's wallpaper strategies come to life when they are in news guiding people on their day-to-day activities helping they helping them make better decisions and focus on the right things that will deliver the business outcomes we need so let's move on to the platform now uh where we'll be able to see how servicenow a strategic portfolio management enables you to align all of those levels of the organization towards the delivery of the business outcomes so i believe you can already see my web browser here where i have servicenow open and this is the alignment planner workspace the we normally call it apw but the alignment planner workspace is designed to be like a single planning console to help you plan and monitor the delivery of those business outcomes you desire at all levels of your organization what is really really interesting in in the way this was built is that you can model this in the best way for your specific requirements so you can either plan by a portfolio per business unit by product line or division or a combination of those and how do we start with that well first we're going to start at the enterprise level so here i have the goals that have been set at the enterprise level for my company acme inc and let me just open up the the whole plan for you to see and here i can see that i have goals and various levels i have goals and sub goals and i have targets set for those goals so uh if you run a parallel with the ocrs for instance we're talking that maybe this is an objective and this is a key result for instance uh or if you're talking mbo you you may have an mbo the go is here and your uh kpi that measures your delivery is here so we use those um generic names because we want to make sure that people see themselves in the application and they understand that we are not fixated on one specific goal framework we are trying to help you whatever framework you use in your organization you can see yourself in this application and actually put it to good news and make your strategy come to life so this is acme's enterprise goals and targets so we're talking about having uh happy employees inspire customers and be the leader in our industry those are our goals so the next step would be to drill down into what an organization within acme would do to create their own goals and set their targets so i'm gonna drill down here to the portfolio level and i'm gonna drill into the hr portfolio goals okay so first i'm on the second level of my strategic plan so i am now the the person in charge of planning uh hr goals i can see my company's goals up here and from them i can easily take a look at what happy employees mean uh by jumping into that uh specific corporate goal or i can even create a sub goal related to that enterprise level goal now you can see here that i already have in my plan for goals some of those may be tied to the enterprise level goals and some day some of them may be standalone goes let me take a look at this here i can personalize my view i'm going to bring parent go up here um oh there you go so here is parent go and you can see that these two goals here they are linked to the enterprise level goal of happy employees but i still have two goals here that are standalone goals for the hr department that also need to be taken into account right underneath those goals you can set targets so to improve employee satisfaction i will how do i measure that how do i know that i'm getting there and i have two targets here two indicators that will help me assess uh the employee satisfaction which is uh two um scores the employee engagement score and the employee satisfaction score and here i can see uh we have a base value where we get we start on that value we have a target value so here i'm starting at 92 percent engagement and i want to reach a hundred percent so far i haven't measured any results so i didn't accomplish anything for this this target uh on the other hand for employee satisfaction i started on 60 i want to reach 65 and i'm currently at 62 thus making me at 40 percent of my target so this is all of the things that we are able to uh monitor in terms of goals and targets now how do we um achieve those those targets and deliver those business outcomes well we first establish a um a framework of demand management and innovation and we capture ideas and obviously we're going to have a backlog of initiatives that we feel are the the better the best initiatives uh for us to deliver the results and thus we form or backlog and here is the hr backlog so these are all uh different types of work uh we have epics for development we have projects we have demands and all of that it's in a big list related to the hr portfolio now what we can do here let me see we can bring primary goal here and i can see all the initiatives that don't have any any primary goal defined i can see the initiatives that have been linked to improve employee satisfaction for instance but let me do this let me put planning item type up here as well so i can see improve the employee satisfaction i have seven demands eight epics and two projects so this is how i can organize my uh my portfolio this is how i can prioritize i'm gonna start prioritizing my backlog and in the end i will have a list of prioritized let us do a little bit different let's see what i have here in status i have now 33 uh prioritized initiatives here those initiatives now obviously uh we have uh initiatives that are are still in the demand phase we're still assessing them we have projects that are going on we have epics that are being delivered as as part of an agile development um initiative but we need to put those on time in time and that that's where the roadmap comes in so here i can create for a specific planning period i can create my roadmap i have all of my initiatives here all of those initiatives that have been prioritized and uh just let me just groom a little bit this view for you to see how interesting this is i'm gonna group everything by um primary goal i'm going to color by planning item type so i can see what's agile what's traditional what's still in the demand phase i want to show the owner and i want to see planet cost and planet plan benefit on the bars and i want to see the dependencies okay i think that's good enough uh so here are all of the initiatives that we have you can see we we have both epics which are in um yellow epics that are being delivered in an agile way we have projects that are being delivered in the traditional way and we have also some demands here that are still in planning phase we're still uh starting to qualify and uh and and decide what to do with this uh with those uh demands so you can even see that they don't uh they they have no link to any any primary goals here so pretty much this is uh what we have at this time on the goals framework we start by defining an enterprise level uh goal set of goals and targets we drill down into the next level a portfolio uh and define the goals on targets for that portfolio we then uh prioritize a backlog and we schedule that backlog in time using the roadmap so everything here is tied to work so i can this is the top down planning i can do the bottom up uh as well and i can use the track mode to actually see what is being delivered so planning is intimately connected with delivery with execution and you can see all that's going on and all of the initiatives that have a yellow status or a red status and and dependencies that have uh issues or not uh all from the same planning console so let me go back to the uh to the slides now and just as a quick recap we just saw that servicenow as pm enables you to communicate your strategies goals and targets with transparency enabling strategic alignment in all levels of your organization and clearly defining ownership and accountability now your goals are targets are no longer alone in the dark corner of your internet they are supported by the right people doing the right work to success successfully deliver the business outcomes you expect we could also see how your initiatives can be time-bound using roadmaps results can be monitored against targets and revisited as much as required for continuous planning and quick response to market changes and uh just remember to celebrate the goals that you achieve uh and also be specific um everyone needs to understand what they need to do focus on the most important business issues and set three to five goals not not to overwhelm your teams and ensure focus on delivery or of the business outcomes and and be ambitious uh and you may be surprised by the results so uh with that i'll i'll finish and back to you thomas uh great job alex definitely appreciate that demonstration and really really level setting the value of uh our gold framework at spm uh there has been a couple questions in our qa thank you for those questions uh if you have any more of course you could uh type in in the q a i know this is definitely a quick webinar on our gold framework and as your type of questions uh alex if you could go to that next slide we do want to remind you of a couple events that's coming up in the future on the 28th uh we're going to really break down our application portfolio management and if you've not had the opportunity to see this i would highly highly uh want you to invest in your time of understanding apm and the value that your organization get can get from apm and you can sign up for that webinar and you by the way you'll you'll see these uh these slides we'll make sure we get this this link to you so you can register and sign up for these events as well and then on august 25th uh back again on our thursday call we're going to have transforming with agile at scale this is another great opportunity to kind of look at how servicenow is addressing kind of the agile or scaled agile framework and a good opportunity to see how we're addressing that in our state teaching portfolio management so with that in mind uh if you have any questions we got about two or three minutes here feel free if you want to uh raise your hand i'd be more than glad to open up the room if you want to ask one audibly or you can type it in the q a i'll just pause for a minute just to see right don't look like we have any coming in okay uh one question was and i'll just read these audibly uh what is available for gold framework on rome uh so in rome the gold framework table structure is completely available so what alex actually went through just a bit ago was looking at our alignment plan or workspace which by the way does require as you know the san diego release however the the the list view in the forms to create those goals and even align those goals to work you can do that in our goal framework table uh view and form so it is available in the room um and you can leverage that uh in the realm release it just would not be in the alignment planner worksheets but a great great question we'll just we've got about one more minute if you have a question dying to ask or type now is your time all right well i want to thank all of y'all for uh your time um today oh we do have one more question i'll answer this one before we end is as far as the setup is there a plug-in uh so the gold framework is not a plug-in in itself it is part of the family release and so it is part of the roam release but it is also a part of our alignment plan workspace which as you know the alignment planner workspace is a store release and so is if you are updating alignment plan or workspace then you can most certainly you should update your alignment plan or workspace from the store release but it's not necessarily a plugin that you have to make just great questions thank you all thank you for your time today uh feel free to reach out to our contacts any other questions that we could not answer for you today we definitely uh are here for to support and answer any questions for future but if not we look forward for you joining on our next uh thursday uh webinar you all have a fantastic rest of that thank you for your time today thanks guys have a great day okay i'm signing off and i will exit the webinar thanks everyone