hello and thank you for joining our last Thursday's webinar today I'm Erin Pickard a senior principal outbound product manager with servicenow and I'll be your host today joining us as presenters are Greg Sands advisory solution consultant and Dan Petron senior principal outbound product manager and both are with servicenow between them Greg and Dan have many years of experience with strategic portfolio management including Enterprise pmos over the next 20 to 25 minutes they'll be sharing insights about key elements of how strategic portfolio management can support the entire Enterprise by delivering visibility increased business alignment improve project predictability and accelerated project delivery While most of the content included in this webinar are features that are currently available we're sharing our Safe Harbor notice that this presentation may contain forward-looking statements that reflect the current beliefs of servicenow all are based on current information available actual results May differ materially and should not be relied upon in making purchasing decisions for our agenda today we will be discussing some industry and economic challenges of 2023 how organizations can accelerate strategic portfolio management practices to achieve value epmo alignment with those Solutions and some upcoming events and resources that you may find useful Dan and Greg welcome Greg I'll hand it over to you thank you Aaron so I thought we would take some time and start the new year off with a conversation about the state of the union and the problem that we're trying to solve we collaborate with our customers continuously and I'd like to share a recent customer story about a double-digit billion dollar Revenue global telecommunications company I had a privilege of talking with they have a tremendous need to support their customers and their organization in numerous ways of delivering value and the work at hand so a classic example why SPM works so well is by applying it to meet flexible needs and diversifying Investments complex alignments to the strategies and delivering quickly through multiple methodologies maturity of the portfolio world today is growing faster and it encompasses business units teams departments and even your external customers so lack of visibility is tremendous and companies are looking to consolidate work planning align the work to the strategies and accelerate value through delivery across the Enterprise regarding this alignment Dan why don't you tell us how we can make significant changes through the organizations and our company in response to another economic downturn great that's a really good focused area as we think about these problems the customers are having an interesting source of the knowledge that outlines the challenges that companies and organizations need to prepare for in 2023 is a recent article by Forbes there are a few challenges in particular out of this list of seven that really spoke to US based on the outcomes that we drive with our customers inflation and economics the war for talent and certainly accelerated digital transformation so first let's focus on inflation and economics businesses need to prepare for stagnated or shrinking economies what do you think of that Greg and how can servicenow's strategic portfolio Management Solutions help organizations can tackle these inflationary forces by streamlining and automating those business functions that are slow or financially burdensome such that they can reduce spend and reallocate costs to higher priorities these priorities need to be aligned across the organization such that everyone understands how to be part of and support the shifting business needs so how can servicenow help by making sure that you have end-to-end visibility to re-prioritize shift lift fund and diversify those strategies realign those goals and kpis in a short amount of time end to end wow that's at the same time while we think about those end-to-end strategies while companies are fighting inflation they're struggling to keep skilled employees for war of talent right this war of talent will intensify they're making training a priority for new hires using low no code software and even adopting a culture of continuous learning what are you seeing out there Greg yeah that's right Dan we've seen this interesting Dynamic taking place where we experienced the great resignation but now in combination with latest organizational resource consolidations now we're seeing this delicate balance of fiscal responsibility and keeping Talent so the focus on search for better employment to support careers has switched now to reconsidering employment strategies due to those resource reductions however organizations will need to be thoughtful of how they can allow teams to operate in a manner that works best for them those High performing happy employees really need to feel like they are safe in their careers and are contributing to a common goal due to these changes though we're seeing increased risk in the alignment of work to the overall objectives and that is impacting business agility here at servicenow we are investing in our employees and our talent by implementing our Rise Up program to scale 1 million people with servicenow education by 2024. we further career development through our internal learning programs features of servicenow such as our low code no code development citizen capabilities Dan what do you think about that Greg I think that makes sense you know investing in the people in the culture to make sure that you can start to accelerate your digital transformation is really key and you know now that these companies are faced with that mission with that challenge is they win the war for talent then they have to quickly pivot to redesign their processes their methodologies to ensure that their people have the skills to collaborate alongside intelligent machines right all that automated technology that will help productivity and efficiency so what do you make of that Greg I'm in full agreement with you Dan servicenow continues to invest in automation into intelligence process optimization AI as we broaden this growing need across the platform to support multiple business domain areas and our aligned servicenow industry Solutions we recognize that business agility is stronger now more than ever and businesses will begin to advance their path to be a product-centric organization and also to be able to transform and execute quickly while capitalizing on these impending growing technology advances so we want to start off in our next portion here about understanding that growing need to accelerate strategic portfolio management practices as we find ourselves in this need of digital accelerated transformation there's a growing need to show that what we can do and how we can do it to achieve those critical incomes is important so this Gartner report finds that strategic portfolio leaders in key I.T roles are actively investing in SPM Frameworks processes and tools as organizations on the Tailwinds of the pandemic leadership is raising the game and expects high value from the adoption of adaptive standards of portfolio management most of these leaders expect reduction in coordination complexity across silos and require increasing ability to innovate from this framework in addition they are concerned about high risk for adoption shedding light on the importance of organizational change management training and Communications so Dan once the organization adopts the strategy to build the teams the processes and Frameworks for strategic portfolio management What specifically in servicenow can they leverage for the supporting technology that's a great question Greg if you look at our approach to strategic portfolio management we provide the solutions to help the Enterprise pmo align the needs of the business with each other with it and other internal back office departments such as HR legal compliance and finance which are now becoming the partners of the organization along with external vendors and external partners that share the same priorities as that leading organization SPM provides the visibility to these strategic and operational business priorities to the leaders at all levels of the business that way each organization can align their goals and targets also known as objectives and key results to the overall priorities and collaborate on the roadmap of work to accomplish each and every one of these goals in addition the organization can employ a number of flexible funding models to invest in the teams the portfolios the products the projects or Demands a flexible method so that will help execute the work Greg how about you show us a bit about how our customers are using specifically SPM to drive strategic outcomes absolutely Dan let's start with our investment funding capability so let's think about this from the executive's perspective here as we see on our screen we are starting with Jake and Jake is going to be focused in a number of different key areas of how he diversifies his funds in the organization we can see that we have some top level Investments here that we've chosen to invest in white by strategic priority perhaps funding portfolios or maybe Investments by business unit since the key here for Jay can hit in this particular example is funding by strategic priorities we're going to go in here and take a look at all Investments by strategic priority and we see there too that he has focused in for the organization we could see that we can further diversify our investment strategies and our funding into a customer experience for digital products and then breaking that down into a digital product portfolio carrying that even further we can see how we can take that funding model and begin to diversify funds into a couple areas such as products or maybe even projects focusing in to our products in this case allows us to see an example of how we can fund different teams that are producing capabilities and delivering value through digital products through a mobile banking experience so this allows for the great flexibility of being able to fund at the right level we also have the capabilities to be able to fund other things such as departments or business units we could even fund value streams or maybe other components as well so you are given that flexibility Jake is given that flexibility to diversify his funding appropriately and we can break that down even further and see how we can allocate funds against those and we can see how those fiscal funds sort of haven't even been broken down by quarters to represent some of the value that's being delivered delivered and also responding to some of the shifts that may need to take place as business priorities change speaking of those business priorities Jake wants to focus his attention now to his overall portfolio and this is where the strategic planning really takes place if we look at this we can see that we've got our ability to look at different portfolio plans which have been broken up in a couple of different ways these are personal portfolio plans that Jake has developed himself based on the capabilities we have around what we call lenses of the organization and these lenses allow you the flexibility to set up that structure that makes sense for you and what you have in your organization for example Jake's going to be focused on strategic Investments and that hierarchy is focused from a company to strategic priority to initiative strategic program down into the work item types however you can see here there are a number of other different models that we offer out of the box or ones that you can even build for yourself so we've developed these portfolio plans on that organizational hierarchy through that Lens model that allow us to look at things let's say through Jake's Acme Bank View and portfolio plan here and of course we're focused on those goals we're focused on those okrs it's a starting point we can see a roll up here in a dashboard of what those goals are by my company what they are by status how many of those are work aligned and even some targets that we have here to get a little bit of a better view of what those look like we can see where we've developed these goals and these targets that the focus the focus of work is going to be going against as we share these goals and we share these okrs in the organization Jake gets a chance to understand who's contributing to it in what way what those values are how can I automate what that actual value is no matter how you track value within the organization then shifting into the work we're going to take a look at the planning board here and we can see that we are now in an Enterprise unified backlog planning perspective we get a chance to look at all the work that we have out there whether it's a project a net new demand or maybe it's an epic on a scrum or a safe team that we are looking at we can shift them right re-prioritize and re-rank what we have here on our roadmap and prioritize those and we can even group and sort these accordingly uh based on the planning State they were at so we can focus on what's just new or maybe what's been already prioritized on our roadmap speaking of that roadmap we're going to switch now into that roadmap for the focus and making sure we really do have true alignment of our work against those strategic priorities and in my case I'm looking at this from a product view perspective so I see my mobile banking product has a number of work item types that are expected to be delivered against that strategic priority and align to those products which are also aligned to those in very important okrs and if we can even Rank and stack and shift things on this roadmap to help us understand how do we want to look at this from a different perspective maybe I want to group this by product and then by strategic priority if I wanted to and that quickly helps me Focus my time and attention in a different way and of course we also want to make sure this work is being delivered appropriately and Jake can turn on tracking mode here to very quickly show how that work is progressing how are we meeting our objectives how we may make ensure that those okrs are going to be met and how are we delivering value to the business so hopefully this makes it clear now on how an organization should use strategic portfolio management by servicenow to align the business provide that transparency up and down the chain of leadership and drive strategic outcomes Dan thank you Greg that was really a great foray into seeing that end-to-end solution that we have here and that reminds me regarding other access to see customers and servicenow talk more and more about our end-to-end solution here with SPM we have coming up a continuous planning with strategic portfolio management webinar that's moderate organizations such as MKS instruments uh are actually using these applications that Greg just showed us to provide value to their customers transparency and help throughout the organization really to deliver that value and visibility to stakeholders so that's coming up in two weeks from today February 9th mark your calendars and we'll also make sure to include these links certainly that you can click on and get access to the registration pages in addition last Thursdays as you know this is our monthly webinar that we do for SPM and APM and it's every last Thursday of the month so in this next one in February we're going to learn how to leverage SPM as a single front door for all demand and ideas visualize all that work in the backlog and scoring models and much more so make sure to come to that and finally I will mention the upcoming SPM meetups our product success organization is committed to your success and if you can register here on our live on servicenow page you can get access to all these meetups and also last Thursdays and we have a couple of very important ones coming up firstly focusing on our Tokyo version of alignment planner workspace with the uh the new lenses that you saw Greg share there in this demo and in addition defining the roadmap with application portfolio management so we hope you can make it to those get a lot of insight from our product success groups and other experts that we have on those calls okay so that's our upcoming events meetups and certainly make sure to sign up and subscribe on our community page with uh strategic portfolio management okay Aaron I know we've got some questions coming in so I'm going to turn it over to you for the QA and the closeout great thank you Dan thank you Greg a big thank you to both for an excellent last Thursday's presentation and the demo on Enterprise pmos uh this is actually our fourth year of Hosting last Thursdays and we appreciate you joining for this first session of 2023. we did have just two questions um one uh from Steve appreciate this question there was a question around uh the portfolio lens so in shifting from in into the new alignment planner workspace uh V5 there is going to be a portfolio lens that allows you to use the portfolio tables uh coming out in Utah so you'll find out more on February 2nd is the early availability um so you will be able to find out more on our documentation site on February 2nd um the second question I'm actually going to ask live here to Dan and Greg when talking or when taking SPM Enterprise wide what are the greatest risks all right well Greg you start and I've got some comments on that too so go for it absolutely thanks Stan and thanks uh Aaron that's a great question what we're commonly finding in my past experience as a previous portfolio manager is adoption we talked a little bit a little bit about that around that importance of change management the importance of adoption and most importantly leadership in support of that change and that's what we're seeing a growing Trend to just like what Gardner speaks and we we're definitely going to see more and more of that especially in this economic climate Dan well Greg you stole my thunder there but let me say that I'm going to add to that saying that in addition to that organizational change management leadership in addition training is really important I know some of our customers start a little bit late on the training and then realize that they really need to get their their people you know up to speed uh you know in in a considerable you know quicker time than they expect to meet the demand of their customers and their organization um and I will mention that as we look to this continuous planning webinar on February 9th that is going to be one of the focused areas of our customer MKS instruments to talk about how it's so important with these three aspects of change leadership training uh you know foreign Enterprise implementation any other questions that we have coming in there Aaron um that'll actually do it we did have a couple people ask for a registration link so I have taken those and put them in the chat um so if everyone just wants to click on those quickly before we shut down this webinar you'll be able to sign up for the future webinars and meetups all right and with that thank you everyone for joining this last Thursday's webinar and I hope you all have a great rest of the day