weekly digital services forum meeting and today we're going to talk about the operating model in governance related to servicenow in the platform we've had a lot of interest in this in this subject matter obviously as you can see we have a number of folks joining and it's something that as an enterprise architect organization we deal with quite a bit uh with our customers it's it's a an area where we have a specific offering uh where we provide deep dive workshops in operating model and governance for our customers and i'll go through that a little bit as we continue forward through this so the first part of the agenda is really just to give you just an overview of servicenow's point of view on governance and operating model uh so give you some view of best practices some of the things we you know what we look for and then i have a customer example as well so we you know there's a lot of content here so we're going to post this content after this session today so that you have access to it as well and so there's a lot of really good deep content in here i think my my original operating model deck has about a hundred charts in it um because it goes into detail around what each role does uh you know what the responsibilities of each role uh gives you an overview of how to set up a coe uh and and looks at you know kind of the operating model and how you know what are the best practices for managing a servicenow platform uh depending on the size and scale of a company so that's really what this is about and it's a taste so i'll give you that because we only have an hour and this is a very large subject so one of the things i talked to john charles and rachel about who are the co-leads on this is having more deep dive sessions around this subject because it is so important and because it does cover a lot of content uh so right now this is an overview and then i'll provide a customer example where they've actually applied the learnings and the workgroup uh outputs that we did for a workshop for this customer and and they actually developed an updated um operating model and then were allowed us to use it uh so they shared it with us as an example all right so we'll go through just wanted to talk for new um for new members about the digital services forum real quick uh the vision is to be a leader in digital transformation throughout leadership our mission is enable members to drive their own digital transformations uh so one of the things we do pride ourselves in is having any of these interactive sessions and we do encourage our customers to also bring knowledge and content to uh to present as well because uh you there's a lot of different customers on here obviously in a lot of a lot of our you know uh experts instruments now so it's a good opportunity to share information where things are working and where things aren't working some of the challenges you're having and then also to work with us to define future content for the digital services forum we host it so this is the enterprise architect team within servicenow so we are a subgroup within our sc organization and we handle um digital transformation roadmaps and challenges with our customers so we're definitely working through from an ea lens and and looking at your enterprise end-to-end both inside of servicenow and outside to see how our platform and our capabilities can help you accelerate and optimize and get the most value out of your overall digital transformation so that's our our main role uh we do these bi-weekly hour long web meetings and special events so we will post uh the results of this we'll have youtube videos uh posted of this and you'll be able to access them both through youtube and through the uh digital services forum uh the community and so we'll have that and then we'll also post the content from these these sessions so you can leverage it okay uh just a quick some of our forum content we have the playlist the youtube playlist the community forum so you can you know communicate through the forum uh you would get a lot of responses through that for various customers responding to different issues so that's a good way to communicate the bi-weekly events are posted on the forum as well so we do record these sessions and then those are posted and then we do have a shared instance uh and john can provide access to that uh for those who want to leverage some of the knowledge from the forum and utilize the ins the demo instance that we have okay and then we welcome new members uh again contact john if you'd like access to the shared instance but we're really happy to have our new members today welcome to the group and uh yeah we'll hopefully uh you know feel free to contribute and provide uh knowledge and information and vice versa we'll do the same and hopefully we'll we'll all learn something and get better so thank you again for your new members okay so let's get into the operating model uh so real quick just wanted to go through this uh the importance of an operating model it really is is is pretty critical we a lot of customers do this a different way uh you're in the middle of digital transformation uh how you structure and plan for an operating model is really really important and sometimes we can retrofit that or we start from scratch depending on what where where you are in your journey but the idea is really defining you know the decisions that are made and who's responsible for outcomes so that you know you're enabling alignment to organizational goals and vision so uh you know the the importance of having this and we all do it to some to some extent um but it's a matter of having a more formalized process around governance and operating model that helps helps you um get more value out of the platform ultimately and leverage new capabilities as they come along faster so that's really the idea of having a good governance model and also being able to really communicate business requirements uh back into the platform so that you know you're ultimately more responsive to the business need uh using utilizing the platform to the best of your ability um we want to scale so in order to scale uh you need an operating model and a governance process that allows scalability without in you know any significantly increasing cost so that's one of the things we look at as well accountability uh so having a structure and accountability for the platform is very important to in order to meet you know your enterprise architecture or your organizational standards so that's also another another important aspect of why you want to have a good operating model maintaining the integrity and stability of the solution so again that's uh goes into you know ensuring you have the standards that can be applied across your organization and ensuring that that the platform is doing what the business needs it to do ultimately is is the whole thing there and then supporting new business requirements uh and being able to obviously speed up innovation and not be a bottleneck so those are the main things around why you know servicenow feels that the governance and overall operating model are important um so the key roles so there's some key roles that are part of this and there's a whole bunch of roles and i'll go through a high level what some of those roles are but obviously a platform owner is really really critical right this is a person who owns a scope the goals the road map for the platform that owns it for for the business they need both technical and business skills uh in order to to apply uh the role to the best of their ability um and understanding what the internal business is and the culture at that business is really critical as well and this is a person who we work with very closely at servicenow for our customers but what we um interface significantly with the platform owner uh and again a lot of times this person is in is in it but it they can be outside of it as well in most cases since we started as an i.t platform many of our platform owners you know report into the cio so they will be part of the it organization and you'll see here how governance and operating model become really critical in extending the servicenow capability outside of it uh that's that's a very important aspect as well hey jason mitch do you see the platform owner the same as the product owner or do you see them in different roles uh it can be the same uh role depending on the size of the organization and i'll show you that as well um but in most cases you know on an enterprise level you know they can be separate uh depending on uh again it depends on scale and size uh most in most customers we see them as a separate role um okay so then you have the stakeholders i hope that answers your question by the way so i want to move on scale of the organization and really the specific responsibilities for each each owner right because the product manager may not have the technical skills but they will develop roadmap that's correct and the product owners are usually aligned to to to business or service functions within an organization because of those those specific product needs and then they'll they'll they'll you know they'll um kind of circle up into the platform ownership that's how we usually see that as well so when we do these workshops you know we we look at your current operating model and identify you know how we map to the to the current you know kind of best practices that servicenow sees as an operating model and the right approach based on you know customers and you know i i focus on financial services uh so that's my area of focus and you know each industry has its unique uniqueness but i mean there are some similarities across industries as well and how to do this um you know it just depends on the maturity and the scale of the cus customer right and and where you're going in your in your transformation how much products you know how extensive the platform is being used in the organization if it's only you know one one technology domain like technology workflows versus customer workflows versus you know employee workflows and you know that that you have these different you know flows within the the platform that you know you'd have a different product owner depending on on the needs of that of that structure so so anyway that's one of the things key stakeholders again are really important so the platform owner generally aligns to the stakeholder uh you can see this is a structure here that we look at a lot it's it's just a standardized structure that we look at and these aren't necessarily one-to-one for people and role this would be just roles and so to your point earlier can your platform owner be the product you know owner as well and generally not necessarily right but again this is all based on your business need and so we do we do lay out the standard and then we'll work with you to define what makes what makes the most sense for your business it does depend on how you're organizationally structured how you do uh enterprise architecture and architectural governance overall in your organization and applying some of those methods to this to the to the whole platform operating model um sometimes it's separate from that but this is the idea so you have an executive sponsor a platform owner and then you have the various roles underneath that from a platform architect administrators developers business analysts trainers project managers demand management data management security administration solution specific architecture so that would be again going into product architects uh or they could be business aligned they could be uh we'll call them business these would be business domains uh you know you can also see um architects that are specific to the platform for those domains and those those architects would also have other roles right but they'd be assigned as you know specific to the platform i represent this business unit and what those that business unit needs but i also report into it so that and and as the in the and the platform so that we can bridge the needs of the business to you know to the platform and that's one of the best practices as well okay again another structure here and it might be hard to read hopefully it's pretty easy but i'll talk about the main responsibilities of the platform team it's to enhance the existing configurations of the application resolution and management of the application incidents developing new services on existing servicenow applications and developing implementing new capabilities in the platform and then keeping the platform stable and ensuring those standards are followed those are the main responsibilities of the platform team and then you can see the 15 kind of key roles that are also aligned in this chart here um and and like like mentioned you know you depending on the structure and you know what the retained organization looks like what your current organization looks like you one person may have multiple roles and we do see some some combinations executive sponsors are usually separate from platform owners uh that that would be an executive above the platform owner usually um platform architect is usually a separate role as well it could be an owner an owner architect could be the same person uh depending on how your organization is structured administration's then going to be separate you know you'd have a separate administrative function and that could also be a function of some of the different organizations uh you could have different business units that come under administration as well some of the other functions of administration could be project management demand management some of these other um functions could could roll up into a couple different roles but you there is some some separation like security administration you probably want to have as a separate role but it doesn't have to be right it's just again some best practices around what these roles are just so you understand what they are i do have details on every single one of these roles so actually in a separate deck and i can actually show you what it looks like but every single role has you know what is the typical responsibility of that role uh what are the tasks that that role performs so when i post the content of this i'll show you you know what will we you'll be able to see that that and use that as a reference as you as you do this and then as i mentioned uh we do uh the enterprise our team architect team at servicenow will do these workshops you know with you so we'll actually work with you to do some deep dives we call it our operating model workshop and we'll do that and it's usually a pro bono uh exercise we do for for our larger customers it's obviously based on availability of of our team but we do provide this especially for for more complex customers that are really trying to transform and have a challenge in this in this space which a lot of them do you know a lot of customers do so uh so this is something we also offer as a service uh to our customers uh the activities again won't go through all these but you know you've got some core platform support activities and again this will be posted so you can use this as a reference but there's a number of things that the platform team does you know just to maintain um performance and availability uh in in it enhance the function of the environment and then bring in new capabilities as well you know and and so again with the governance process that's aligned to that you know you can you can bring in new capabilities faster you know and innovate faster on the platform by having a solidified you know governance and operating model that works for you uh ten critical roles these are the roles outside of the platform support team that do in that do interact significantly with the team that we recommend it's the it the it process owner so this would be your general your say your itsm or itill align process owners uh sometimes they they sit outside of the platform because it's a broader subject than just servicenow right so that uh so those roles service owner also um enterprise architect program managers uh reporting and anal you know analytics developers user experience engineers release managers business partners i mean you have the third party partners which is another key aspect right as we call it a you know three three in the box right your partners that are actually implementing service now we work with them too to ensure that they have best practices uh on your behalf in some cases or will work directly with those partners because we have those those relationships to ensure that you're you know they're applying what you need in your you know in your governance process uh resource managers and then information security okay uh then we talk a little bit more about some of the options and considerations so there's a couple different options there's the distributed model the centralized model and the hybrid bimodal model and all of them have their own unique challenges and considerations and so depending on how you're again you're structured in what works best for you we see a hybrid bimodal model as being the most probably the most aligned most efficient way but it can depend on how you're structured now distributed model can be difficult you know to govern everyone right you have still siloed uh functions in that in that model and uh bringing everybody together can be a challenge uh you know each team manages their own funnel you know so again you know we a lot of our customers are dealing with that the siloed aspect of the organization and as the platform extends outside of i.t this becomes more of a of a challenge right so it's it's uh you know looking at how i'll give you an example for one customer um they have you know a platform team that manages the day-to-day uh operations of the platform any upgrades uh kind of the administrative functions of it and then they have a distributed model for all of the intake all the capabilities and value that comes in outside of it and so that works for them because but they still have to filter through that centralized model in order to get things done and sometimes in that case if the governance process isn't solid that can be a bottleneck right because if the business wants to do something uh you know sometimes business as you know have their own budgets they can go out and go buy their own services right so they can bypass i t in some kind in some cases and cause shadow ite uh where where i t can slow things down right so you want to be able to in a centralized model have to have that good governance process and a good relationship with a business in order to to drive those you know to drive that efficiency and ensure that you're speedy in in responsive to the business need and that's one of the challenges there too so again we see the hybrid model as being the best uh allows for broad use of the platform it's it's kind of distributed and centralized it's centralized as i mentioned in kind of the organization operation of the actual platform but then distributed in maybe the product side uh the business architecture alignment side so those teams and folks are still involved in the actual centralized model but they're but they have a real you know a responsibility to a specific business unit or product and so then they and they they can filter those requirements in quickly to the centralized team you can see each team has their own funnel but global shared objects are reviewed approved by the central governance body so still you still have that distributed but then the centralized body does approve changes and you want that because of the you know you don't want a lot of changes happening simultaneously in different organizations uh with different access and and so that's what happens to a lot without without centralized governance it becomes a challenge to manage the platform um and and then i obviously as things as you know as we add new capability and you need to upgrade you want to take advantage of some of those things but the more customization uh that's in the environment the harder it is to do that it comes becomes much more difficult and expensive to update you know the environment so those are some of the reasons why you know you kind of want to look at this holistically and say what is the best model for for my organization uh maturity model here of servicenow so again this is just our our shot of the operating model and the maturity uh you can see on the left tactical versus value and then to the right going strategic so a lot of customers are in this modern modernized phase managing you know the core environment maybe a smaller footprint fewer application owners so you're looking at efficiency there right and this is all it's all kind of uh needed regardless so depending on where you are in the journey you know we may have to go back and do some platform what we'll call um optimization right in order to take advantage of some of these new capabilities but having the operating model in place to allow that to happen really reduces the the problems that you have down the road it's really the whole idea is to try to have um you know a mechanism to catch these things before they become bigger issues in in having an integrated governance process around the platform really helps do that okay and i'm going to kind of stop here there's a lot of other content in here hey jason yeah go ahead i had a question uh i heard you said about depending on the size and the scale of the organization for the structure you are presenting right that's a big determining factor will you also help to assess the maturity level of an organization before diving into these suggested initiatives um so they're looking more for like a crawl walk run approach yeah exactly that's what this kind of starts to show what we'll do is do an evaluation compare it against what we see in best practice and then do a gap analysis to determine you know how we get there how we get uh you know obviously with validation from the organization we're working with right because there may be other reasons why right that they they're not fully uh utilizing this model right it could be various various reasons um why they're not as mature as they could be and it's not all there it's not an issue of anything other than just where they are in the maturity cycle uh where they are in their organization so some things we may not be able to do but at least we can lay out the the road map to the future and let them decide you know at what point they want to um be at right and depending on when and and how so they they kind of we lay it out and then they can kind of decide on their own timeline right our customers timeline what works best for them um yep there's one other question about rolls did you pull up i might have missed it because i was watching questions but was you had a roll slide in there yeah i have a couple of them okay yeah and so that there there's this one and then each one has a detail behind it i don't have those in this deck but but they we will post that right so they'll have the full the full deck um but uh yeah there's a what was the question related to that john will role responsibility definitions be provided yes yes we will provide them i can actually show you because i have it up i just don't have it in this but uh you know we go into these details right so so that's this chart in a different format same chart but uh this chart starts to talk about every single role and the responsibility for each one of those so you can actually go through here and see what service now defines as the right responsibility for those particular roles and then you can map it back to you know your organization and say are we actually doing those do we even have that role do we need that role and and you can kind of start looking at it like how how do we start to restructure the organization to the most efficient way okay paul is that what you were looking for okay you can let us know if we don't have that i also put a poll together jason if you want to just you want me to pull that up and we can just you can comment on the poll that'd be great yeah yeah yeah this paul sorry i i was having trouble getting off on mute that was good that's exactly what i'm looking for thank you okay great so we have a poll again go ahead and vote it's running now so leave it open for a few more minutes so if there's any more questions for jason go ahead and drop them in there yeah and we'll and go ahead john because i'm when i'm presenting i don't see the chat so yeah i appreciate you reading them off if there are questions we'll go ahead and address those too oh no problem i would also like to see an accounting for product manager or product owner i don't know if we have that definition and there's definitely one that we're talking a lot in uh future csdm models uh it's all going to be about products yeah exactly i can go back to my uh this one and show you uh the you know the product program management and then yeah your your product owners uh also need to have need to have some level of accountability for their particular area of focus and then their role is also helpful in defining the metrics uh for the business right so one of the things that comes out of governance is is you know metrics and being able to be held accountable service levels uh those are things we'll call product levels you know now with the new nomenclature but but you know those product owners and program owners will call them those uh you know they're they're they're instrumental in defining what are the metrics that that particular product needs to have for the to to align to the business and ensuring that those get communicated you know to the to the you know to the executive sponsor and the platform owner so that they can be defined appropriately is a really key aspect too frankly i i'll tell you a lot of customers don't even really have those metrics you know they they use uh some some high level metrics and and a lot of times they're not enforced uh they're just kind of guidelines or kpis without really having an enforcement mechanism or we'll call it not an even enforcement having contingency planning in the event that those those metrics aren't aren't realized and so that that's something that's also comes out of the governance process is is ensuring that you know there are certain um time time bound and metric based business outcomes that are defined so that you know so that the business you know you can be responsive to the business and ensure that you're structured in a way that can align to those so that that's another important aspect good question when when you're referring to the business you're also talking about the business of i.t as well correct i mean which often gets forgotten about we have to run ourselves as well as support the businesses outcomes and sometimes those metrics will be from how well we're doing to support our you know the it team as well that's correct yeah exactly the business of i t is is just as critical and exactly right you you have a lot of times the business of it's metrics are driven by the broader organization as well right so you still have to measure hopefully yeah hopefully exactly you hope for hope for that that's the case but a lot of times it's not you know it has their own metrics and sometimes they don't align with the business and that's one of the things we look at too is we're always trying to make sure that that how do we help it become more responsive i mean one of the key aspects of our platform is helping helping it better aligned to the business and ensure that you you guys are more relevant um and nowadays it's much more challenging in in a situation where business units have as i mentioned they have their own budgets they can buy their own tools they can bypass it if it is not responsive so to your point it's really it's really critical to ensure that the business of i.t is also running smoothly that also talks about the you know ensuring that you have a good foundation it's one of the first things we always start with whenever we're doing these kind of deep dives is looking at the current state overall not just the staffing in the process but the technology and where what maturity level you're at in ensuring that you have a good foundation because that's always critical in order to then be able to make a lot of other changes around the organization and process so see a good question and the poll i think i can share results i don't know if it'll come up on your screen though jason let me see can you guys see it it's yes because i have my screen sharing so hopefully you guys can see the poll do you see it jason i i see it yeah i can see it i don't know if others can with my screen yeah i saw it it popped up on the desktop so it's interesting you know some governance today but it's not as good as it could be i i think that's an expected uh answer um and then the second one is you know struggling with this and would like some guidance that's great um i know that there this is a challenge out there uh and anything we can do to help provide our point of view you know into how we see our customers managing the platform better and how you can apply that you know that's what we're here for so like i said this is a very deep pr process uh we go into coei in another section of this deck and how to set up you can see maturity here we do go through these maturity assessments uh and what a mature governance operating model looks like um setting up a coei you know what are the what are some of the areas the five distinct pillars we talked about already um if i go back to and i'm kind of jumping around a little bit here but if i go back to this right this is our initial govern governance recommendation for the overall platform and you see their strategy technical and portfolio and then with this uh they're aligned here strategy portfolio and technical you have your executive steering board demand board technical board and then defining the outputs that each one of those provides uh and then the maturity model covers there's there's a couple other areas that that get added like delivery and innovation are the two that get added to strategy platform and portfolio as part of a coei and those are generally outside of they can be outside of the platform it's your innovation governance that you may have your delivery organization that already has governance within it a lot of times those teams will be in you know kind of we'll say dotted line into the overall coei for the platform and that's the reason for that is you want to have those that that feedback from those teams right because uh you know especially innovation uh and looking at new capabilities as we go forward yeah sameer asked the question um would you have any detail on how the center of excellence that the coei team fits with the overall structure of the org yeah so you can kind of see this here i'll show you what it on the left is a dedicated kind of servicenow governance in our coei in the platform and delivery team and then you can see the cross-functional governance here as well uh so it fits into your overall governance under under various places right but it but this is the kind of the model um how we would mature it and then if you look at the operating model here this is a little bit of an eye chart but it gives you a sense of these right here this is the executive board uh this is the demand board and then the technical board and then each one of these areas this is kind of our our operating model and by color you can see what's governance what's coei and then what product streams are aligned uh to that so it gives you a sense of that what roles are within each one of these coei areas like who represents that area so you have business engagement strategy platform architecture and innovation as i talked about here right as part of the coei and then the roles that would be identified under that and then we go into detail around this right this is a high level view it's a single chart of our operating model it's kind of a one-pager uh but there's a lot of detail behind this cool and then and then janet and maria i guess uh we we kind of talked about this too that there'll be a lot to digest for everybody you probably have 150 slides and and we're sharing about 30 of them here yeah we're going to share this out right we're going to share it on the we are yep we we are we're going to share this i actually it'll be a version of this deck which is um 65 pages that goes into how this also goes into demand management and intake as well because that's a key part of of the coei and the role of coei in your overall governance process you know how how things are filtering in how requests come in how new ideas get generated and then how that how that whole process goes right the decision making process so again there's a lot of content in here uh love to share it with you guys and and we also will walk you through this as individual customers as we you know as we can we'll go through uh but there's a whole section on demand um and then we talk about with this within this maturity model we actually go into responsibilities and outcomes for each one of these pillars this is mitch so you mentioned this was pro bono what is the name of this engagement before we talked about sales rep or is this part of the leap engagement uh it is part elite because everything we do is part of the four leap uh areas of focus uh it's it's an operating model offering that we provide and yes you can work with your your account exec uh your account representative uh and work with us to determine what that is and it can be anywhere from just providing content and clarifying content to actually doing the deep dive workshops and it really depends on your need and the needs of the organization and what you what you guys are doing we kind of look at it overall because yeah we are a limited resource but we do try to to address as much as possible across the organization you know our area focuses on enterprise a lot so it's not really on the commercial space as much which the way servicenow separates those two the commercial space is generally smaller customers that um you know they're not they're not an enterprise level uh so it really it's really based on you know acv and how large the customers are and kind of where they are in their maturity that's not the only decision but it's it's really based on that but we can provide tons of information and and look at what you currently have and kind of quickly come back and say hey you know what if you do these three things so it may not have to be a deep dive multi-session workshop like this case study that i'm going to show you uh we can segue into that because i think it's important you guys can see what a real world world customer did and how we did the operation hey what's up hey nothing what are you doing today um [Laughter] in the first place but this this was good information thank you good good glad to hear it um so let me show you guys a case study because i think it'll help you frame it like in a real world how some of the data is applied so first i'll talk to you about this organization they have that they're they're leveraging service now globally um 36 000 active users so a fairly large organization um they're increasing the use of the platform again this is a very typical use case customers are extending the capability of the platform outside it trying to get advantage of some of the other areas of focus that we're really focused on like hyper automation um you know application development devops um cloud native cloud management and operations these are areas you know that are part of it but they're extending outside into the business and so a lot of customers are having challenges like getting requests from the business like how do i you know how do i ensure that i'm aligning to what the business needs and and providing capabilities that may not be specific to it but this the platform can actually help address um shifting to a digital enterprise so they're actually moving uh their operating model to digital enterprise um and that's one of the areas that they're looking at um so that's one of the things where did we start we we ran a four hour workshop uh and then we did these sessions did three sessions with the different roles so we'd actually work with those teams to discuss what the core roles and responsibilities are at each one of those and how that so we do an initial uh overview of the structure of the organization and then we talk to those teams and talk to the leadership to determine what uh you know how what responsibilities you're currently using are doing and then the discussion on the recommendations we provide is a second session so first sessions kind of a deep dive uh we'll call it a data gathering session second sessions recommendation third session is how to manage ongoing demand so that'd be the third section and then we'd finally provide a readout um to executive leadership on what the what the change is what we recommend and that's what we did here again going back to the governance operating model this is our customer's point of view on our governance model um from their perspective uh and it shows you the strategy technical portfolio and analytics and dashboards that's how they structured it uh which took took some of the things that we do with portfolio technical and strategy and then they added analytics reporting and dashboards which i think was really smart right it's kind of using the people the process and the technology all in an integrated governance approach um the delivery methods they have two in-house delivery so they're actually moving to de squads use an agile approach and then they're also applying citizen development so this is an area that they wanted to try to leverage more of and so what is it and how they ended up doing it in some of the pros and cons of it they talk about here and then ultimately how they set up their squads right so they they have five squads plus the citizen development squad uh and so this is what they did they have a platform squad an itsm itom squad information security squad dynamic squad uh and then reporting squad and then they have then this is what it visually looks like so they have the in-house and then the citizen development and you can see their platform squad is the lead squad here and then each one of the sub squads are underneath here under information security itsm so you can see that security is generally a separate squad uh but is all part of the same platform and then uh low volume clients with limited budget they had one there uh that's a customer focused squad right for their customers and then the reporting service catalog squad i'm wondering if these squads are synonymous with products yeah they could be yeah because especially they probably should be in the end right so that you have kind of that that um that digital product owner as the kind of the squad leader right right yeah exactly and then you can apply sre to this too which is a lot of our customers are trying to figure out okay how do i how do i synergize between the squads apply more automation and leverage the platform to drive that that synergy across and that's how they do it they'll i've seen these models similar to this uh apply sre over top of this and that's that's how you're getting even more efficiency um and then this then it goes into details and again i'm going to post this but it actually talks about each individual squad now and with the scope and then what team members they had in each squad so again it's just a good reference for you if you're looking at something similar you know if you're a customer of a similar size in a similar situation based on this executive summary you can apply some of these learnings so anyway that's that's pretty much it for for what i had to present so uh any other questions in the chat or i'll go through a couple more um adam asked is there prescriptive guidance to the governance board such as what should be covered frequency who runs them uh who manages them etc yes and and again it'll be posted uh it'll be posted in the um [Music] we'll post it with the content here okay yeah that's the slide right there slide 35 yeah it talks about um what what they do right what's the coei concerned with execution delivery solutions uh the technical governance starts as one team but grows over time but uh it gets into more detail as that too and then what will coei do here's some good examples of what it'll do you know and so that'll help too and there's a lot more prescriptive guidance around coei especially here right each one of these pillars has its own identification of what what is done in each one you know so so again it gets into a lot of detail but and we can help you know i mean we can help clarify some of this and figure out how it would apply to you you know because it is a lot of content and that's why i said we can even spend another hour on you know or a couple hours on just coei right and how in using examples of how customers do that you know more charts and more detail around how you know servicenow applies it uh so again it can get very um it can get very involved but but again a lot of good content here hopefully it helps um here's some policies we look at a lot across governance just another key key one strategy technical and portfolio and what are the policies so that helps you define some of the best practice policies that each each area should focus on example strategy ensures a 12 to 18 month service now roadmap is created reviewed and updated so one of the things that the strategy governance aspect should be looking at is the roadmap right it's trying to figure out what's the 12 to 18 month roadmap for the platform and that feeds back into the technical and portfolio governance process so they're it's all interrelated in that sense you know and uh mark asks where's the data governance uh with the csdm i don't know if that that is separate or is it part of the platform governance is it encapsulated in it or do we treat that different uh it is encapsulated in it and it would be under technical governance here i mean this is more high level but again it it ensures and under technical governance csdm would be you would call it the data governance process that ensures the standards to the cs you know to the cmdb into the way you're doing discovery and service mapping and ensuring your business services and capabilities are aligned to your application and technology services and that's all part of csdm so it all does interrelate but yes it'd be under technical governance okay any other questions john ah there's a bunch up here i'm sorting through them all um yeah the operating model deck maybe we can put both of those like in a wrapper like in a um a high spot wrapper and we'll just put like all the content you shared in like one bundle so yeah yeah okay yeah and i'll clean it up and put it in a in a good format i already started that with this deck that we we presented today uh but uh yeah i'll go through and uh you know we'll we'll uh we'll clean it up and and you know give you the content in one format okay we'll have to figure out the size uh again i don't know if there's size limits john in the uh there there's not and as long as we put it on high spot and then put so we'll put one link and some people get confused because they click on the one link and they see one doc but if you go in the upper right hand corner there's a link to uh to multiple documents that you can get from that that single link right i think one of them when we did a capability presentation i put about 14 documents in the one link so this way you don't have to go chasing them all separately yeah okay good i did want to address the previous question too on the details around these these buckets and what how to you know what's the best practice we we do have these charts too that show within these three buckets what are the detailed things uh who leads it uh what it does so we we talk about each one right the portfolio who who's the leader the demand manager usually leads that uh platform owner leads the technical governance and then you look at strategy the executive sponsor usually leads that and it's not a leader it's it's more of the who's responsible ultimately for the decision process um so again just giving you some examples of of who does what and um what what they own and you know how uh how to structure it so it gives you some data on that okay good stuff man yeah thanks and uh so we'll go to um i know there's other questions and you know feel free to uh i'll take a look too in the chat just to make sure um you know making sure we're addressing everybody's question um and then the interim if you john want to just talk about the next uh agenda or let's go to slide uh 27 there okay and um so the next meeting uh is cassandra on today i am oh there you are gotta open you up would you be okay doing that demo on the next meeting so that that could kind of kick us off on um on that thread that you had which there's a lot of interest in value beyond the models right like we've been talking about modeling for three years on here um i thought that was a great thread because i want to get to that too like what do we actually get when we build these models when we spend the time so i love that topic and i think if you did that next week we can kind of kick it off charles is going to do something as designing as a service and we can kind of split the time between you two i'm double checking my uh schedule because next week's the fifth not next week but the week after okay so it's every two weeks and um and we'll i actually have a constraint oh two weeks from now you do yeah unfortunately no one likes this i have a dental appointment so so so here's what when you're speaking on it we'll book it around you and charles because you're the only ones that need to make it so we move these things around to accommodate okay so as long as you say yes we'll find a spot yeah i'm willing to do it i my thought was the service mappings is really from the cmdb and connecting it to the csdm and bringing it value in that manner okay so the one you were gonna demo so you're going to demo from the service mapping kind of but i thought like more of hey there's a problem with this service and and this is the app service it connects to and this is how we use mapping to explode it for troubleshooting or yes okay cool yeah it'd be a great i think a great contact setter for here's the obvious value points and then i think the next week we can try to get some speakers to talk about okay what's beyond change in incident the obvious things oh i tie it to a service and service offering okay so she was asking about the csdm model and i have business application a business service a business service offering and then i have mapped application services which comes through service mapping that tie everything together okay so you come and in the processes that you have today you come down from an incident right and so you pick an offering and it tells you the app services that you should be looking at is that i wish no um we're still in the infancy stage of defining the service that we're going to put into service now okay in my development environment i figured out a way to get the mapping between the business application and the service map as well as the service and service offerings the application service and the service offerings yes okay yep and then um okay and then we could talk about some of those dependencies i i think a lot of people have thoughts around that so i think it would be a great conversation okay and then uh and then the following week uh we were looking for speakers to talk we had a speaker a few meetings ago where we talked about using the csdm for integrated risk management and i don't know if he's on today but that was a really good subject but if there's any other use cases similar to that where i don't know if anybody remembers that but he talked about using it for the model for uh disaster recovery and integrated risk but if there are other things like that where he can use the cstm model um maybe what what we do too is on the thread maybe just take a take a list of uh use cases i know one of the big pushes for csdm people are trying to develop financial models around it because all these things are connected now i can start to figure out costs so we had solicited talk about that uh a few years ago i think or maybe last year so um maybe just getting a list of those would be a good kind of second pass at it as we look at the value beyond incident change like what's the next logical thing that people are looking for to get value out of the model okay we'd love to discuss csdm and how it might support tbm yes we have some good stuff on that with uh just to throw another acronym at 8pm so so where we map up the hardware and the software into the business applications so todd that's that's a good one to put on there too i'll drop that on the list huh does that also include the other portfolios that come as part of apm you know ipm and business portfolio with apm you mean or well i mean you mentioned tpm and and apm which are two of the format for the four portfolios that the apm you know module deals with or else you know there's some other servicenow apps that do the similar things but really we're looking to try and figure out how do we eventually this will take us some number of years i suspect to get it all figured out but you'll be able to map information objects to the business apps that they're using to do inherit things like business like information classifications for business applications and and tying up to business capabilities and managing that business capability framework um because our enterprise doesn't have one and we're trying to get them to defeat you know they've got too many maybe in multiple parts of the organization how do we align those so we can actually start to align technology to business and all these things all start tying together and you get lots of value if you can get them all figured out and you have data and proper relationships and which one do you jump on so so i i was coming on a tpm uh but you're talking about tbm a lot of times that that's where they're after the cost models right most of the costs yep yep so that's the the financial piece okay so i'll put that on there with tbm not tpm but cool all right maybe we do a little series around this like the getting the value out of it and how it um enhances all these things and that'd be great and are you doing tbm any sort of tbm today tom we are we're mapping uh all of our it costs into tbm and so i'm looking for ways to leverage servicenow and uh csdm potentially to naturally create associations um between domains and in the cost model the cost structures that we're setting up jealous well we're we're not mature don't get me wrong we're we're cutting our teeth like a bunch of babies right now we're so far from cost it's not even funny i'm just i just want to know what we have out there yeah are you using um proven optics for that are you doing it on your own now our finance rit finance org has taken pretty much every account and every line item from our budget and we are manually mapping those against the the technology domains and the solutions etc and so trying to find ways to roll that up and generate cost structure and then i've got an analyst looking at um you know just commercial pricing out in the market that you can consume and what that costs and and then the finance team is is connected to the tbm council to get best practices and and other finance models and we're trying to see where we're at with all of that very cool we got we got a lot going on there that would be another good conversation to revisit i have to drop now so i'll have to end the meeting but let's continue this on the community uh especially around some of those questions for jason if we want to get any threads spun up there really good way to to get it in front of everybody instead of having private threads on it and then and of course break out as we need all right particularly if those are new but for reminders can you send out the links in a separate email to all the different resources because there's a lot of great stuff and i sort of lose track of them sometimes yeah well it consolidated everything jeff onto the youtube channel and on to the community so there's there's a community forum called the digital services forum and then there's that playlist so with those two things you should be able to get to everything from there except for the shared instance which is kind of separate as long as we have the links to those two things yeah but i think you set those out earlier right you got it perfect all right bye everybody and thanks jason i think jason's gone already but see you soon