okay welcome everybody and thank you for joining let's get started we are here today to talk about how Legal Service delivery can amplify the value of legal operations I'm Andy Bron I'm the vice president of legal operations here at service now thank you for joining us thank you for giving us a little bit of your valuable time to hear from us and some wonderful guests we have here today to talk a little bit about the service now offering that we have called Legal Service delivery but also to talk about in general digital transformation within legal so we're really excited to get started and again thank you for for coming along for today's session before I get started some housekeeping items we have saved time at the end to uh answer questions so please do use the Q&A functionality we will monitor the chat too but do use the Q&A specifically so we can see the questions and I'm happy to throw any real difficult questions to this panel so please do feel free to uh to ask those questions the presentation will be recorded and it will be shared on the service now community and after the event you will be prompted to give us your feedback please do give us your feedback we are always open to improving and it's really really important that we're sharing what you need to hear from us so please do give us that feedback okay we're nearly at the fun part but it would not be a legal presentation without a safe harbor notice and my boss is on this call so I've got to make sure I get this right this presentation may contain some forward-looking statements I'm not going to read this statement out word for word you can familiarize yourself with it but just be aware that you might hear some forward looking statements okay let's meet our speakers for today I'm going to ask each of our speakers to introduce themselves I'm going to ask each of you to spend a minute or so no more giving your name who you work for what it is you do but also add a little bit of flavor around the size of your organization the size of your legal function and what it is that you are really kind of excited to talk about today so I'm going to come to the general Council of service now first there you go I've already helped you Ross I've given your title thank you very much introduce yourself please hi I am Russ Elmer I am the general Council of service now and for service now that means that I I have the honor of leading our what I call our legre organization which is all the legal as well as our government relations uh efforts as well our as our ethics and compliance efforts and so I have a team of about 200 people uh and they are spread out across the globe I would say we're probably 60% in the United States and 40% in other parts of the world awesome thank you Ross chrisan over to you please go ahead hi hello everyone I'm I'm chrisan Hodes I'm the general counsel for the Tennessee Department of Human Services uh I uh have an office of general counsel that's composed of about 30 people and we have uh various things we do we're sort of a hodgepodge of um things because we are in-house Council for a 4,000 person2 billion agency in Tennessee that serves about 2 million Tennesse with various social services and other um uh governmental pieces of that so um glad to be here thank you thank you Chris and we're we're super glad to have you here too Sky go ahead introduce yourself hi I'm Sky Jones I'm with Dell I head up our strategy and operations function specifically for legal um I cover all sectors from technology to Global Contract operations growth and development data science um uh and a number of things kind of in between I've got a team of right around 35 to 40 individuals that help support our broader legal department as a whole awesome thank you sky and last but certainly not least Richard thank you and um so I'm rich rothberg I'm the general counsel of Dell uh we have about 500 people globally um one of those people is Sky although you'll see as the conversation continues that it's a question of whether I'm working for her or not but um great to be here here we're uh we're really thrilled with our partnership with with service now and um you know excited to talk about a lot of the digital improvements that that we're making absolutely awesome great panel thank you all again for uh for spending time with us today so let's have a look at quick some quick statistics to get us kind of uh warmed up for this conversation so demands on legal are increasing wow that's a big shock um 80% of legal departments are currently unable to manage current workloads legal um you know as a whole resources are not utilized effectively 75% of us feel like we're spending time on manual tasks current legal Tech is not addressing the challenges 70% of us think that the the technology is not effectively um helping us now whether or not these statistics ring true to you or not I think we could be in agreement that legal is uh is overdue and has been for a while for transformation but I would like to come to our panelist really quickly to get us going to give us their perspective on these statistics so Sky I'm going to start with you in a moment just give us your view on you know do these statistics run true to you I know that you and Dall especially have made some improvements recently but give us your perspective on these on these numbers yeah no I think by and large they all ring true I we started a lot of our effort around um really digital transformation and more broadly we talk about future of legal from a a Dell standpoint and where we actually need to be in looking at where our resources actually spending their time what's actually most important to the business how do we actually align where are we actually getting bottlenecks how do we actually free things up and the impetus for where we're placing time and investment right now has a lot to do with that so I would like to think that we're making um progress in all of these areas but yes they do definitely ring true great perspective I I would love to hear from Ross in a moment um but Rich and Chris an again from your perspective um great balance of views here right different level different kind of um timing of transformation rich Let's go with you first I know Sky's given her perspective but from the GC lens uh do these things run run true to you as well uh yeah they definitely ring true um the demands are definitely increasing and especially in this economic environment where where we we we talk a lot at Dell about trying to do less with less um just that um you know the idea being that we really need to prioritize appropriately make sure we're spending our time on the on the areas with the highest levels of risk uh but in reality it's it's very difficult when clients come to you as I'm sure everyone on the call you know uh would would agree that you know we're into client client support and business support and and so this is where the technology comes in and using the resources effectively are really important and uh some of the tools that that service now provides it has really helped and you know is is an area that we're we're investing because the reality is we really aren't able to operate effectively without the efficiency that we gain from technology yeah absolutely uh chrisan how about you from a great again differing kind of levels of perspective here we have technology companies the public sector how how do you feel about this yeah I would I would also attribute the same uh similar percentages I think for us the first one and the last one probably ring the most true and uh I might have rated those a little higher from my agency's perspective um of course like everyone the demands on on our agency and on our legal division in particular have greatly increased um and and that's not a surprise exactly given what's happened in the last two or three years in the need for government services and the increased Federal funding that my agency has received so we have an opportunity with with the with the increased Federal funding but it's also leading us to trying to do Innovative unique things or at least our our clients are trying to do unique and Innovative things with the money um and do them in a way that we can track compliance but we haven't done it before before and so we we are really operating in a different world today than we were four years ago and I don't see that changing back we're not going back it's going to continue to increase um so the size of our staffing has had to increase the good news for us um is I think we were a little ahead of the curve in that we were already trying to address our technological needs because we had none um so it um it really is probably like many inh house counsel but we have I can think of at least seven different programs that we have within our agency that are completely different Federal funding streams completely different cfrs completely different rules and it's it lends itself to just sort of a a lot everywhere all at once and so we are trying to to push that into something that's trackable and so I do think we were not addressing Tech in the way and gaps in what we had available to us we were the spreadsheet folks right so um so we are trying to get that organized now and and look out to the Future and get our feet under us great perspective I love that we were definitely the uh spreadsheet folks too at one point so yes Ross from a technology service now perspective give me just a kind of a minute on your your thoughts on these statistics yeah I mean I I I've been like contemplating Rich's comment um doing less with less Uh I that rings so true it's what we've been trying to do but I haven't got that catchy tagline but I do now um and I I am excited and it is right we are trying to take away a lot of this resonates with me particularly the 75% for me the 75% time spent on manual tasks I think there is so much work that is done that could be done more efficiently and it puts the burden on everybody everybody's working very hard and in this environment everybody continues to have more things put on them as we try to automate so that they can actually do fewer things um and focus their time on the things that are the most important and are the most bang for your buck um I I have great sympathy for channe for all the different requirements that she has from different cfrs and different obligations we kind of have the same thing from different customers who have different needs and that we're trying to to navigate to meet their needs um and trying to do this all in an automated way is um it it's a big goal it's big dream of ours and you know given that this is the this is the core of what we do we do workflow this is what we try to do and so for us trying to um get better is a challenge and sort of fundamental to what we do so I fortunately or unfortunately I would agree with these statistics and it's it is a it's a whole effort to to make us do better which by the way is why you're here Andy you were my first and most important H uh to really help us think about how we operate better well thank you he's not usually that nice to me but I'll take it thank you um it won't be after this call no I'm sure great perspective I think we've I think we've definitely uh established there is a challenge for us to solve um let's hear from the let's hear from the attendees so quick poll question um you're going to see the question pop up spend a few seconds and answer this for us so what stage best represents your legal digital transformation and for our our um guest speakers I am going to come back to you uh and ask you your perspective on this but let's see the answers roll in um oh interesting so quite a few oh I was going to say quite a few but then the numbers have changed so quite a quite a big percentage in planning and evaluation so Chris I'm going to come to you what stage are you currently at with your digital transformation I know I that you're you're rolling out the LSD at the moment where where are you up to with your kind of planning and evaluation stage yeah I agree we're in early roll out um and it's uh it's exciting because we're starting something and trying to get our arms around something that we've envisioned and now we're in the middle of early roll out learning well it's not going to work exactly like we meant it to this way so we are diligently working on enhancements um and sort of for our next phase too but I'd call us an early roll out participant great stuff and then Sky I'm going to come to you because I know you're you've been the on to really lead the LSD the implementation at Dow um where are you up to um and just give us your general perspective on how that those digital transformation efforts have beened by the legal team yeah so I would definitely say we're we're well along our way on our journey we're almost three years into it um we but we're not completely through actually so we've got I'd say about 75% of our legal department that is on the LSC platform and by which we actually have clients that are engaged in utilizing it we have we're seeing about a 50% growth rate year-over-year and we're getting inroads of just shy of about 20,000 different legal requests across the entire Enterprise that are actually coming in um so it's quite successful our goal is that It ultimately will become kind of that single pane window and experience for all of our clients to actually engage as an entry point in right now um we're kind of in a uh an evaluation phase I would say there are some things that have gone really really well and there some areas that we've realized through implementation we need to do better um sales and sales Contracting is one area of that so we're starting to relook at um Global harmonization so when we actually rolled out we rolled out more by from a regional perspective and we have different ways of doing things and so being able to look at and say well okay where can we actually harmonize how can we create that client experience to be better end to end what insights does that actually get out of us and then looking at and introspecting the types of requests that are coming in are also helping to inform what we can help self- serve on from a deflection standpoint on a knowledge base or where we could do more training or help um our legal team members so right now I I'd say we're we're we're well on our way but we're also kind of doubling back in some areas is to to optimize that experience for sure great great perspective thank you I there was actually a question that came in the chat around um you know how long did it take and did you use the phased approach I think you've kind of somewhat answered that question for sure let me let me keep that question in mind for a moment though so when we when we think about just how to get started I talked to a lot of customers a lot of you know peers in the industry the question is well where do I get started so we we've broken it down here key drivers for successful transformation high level focus on the engagement point so a front door into legal how legal are engaged increase the productivity for the legal professionals doing the work okay so it's a paralal it's a attorney whoever it might be the LSD is a wonderful solution because it provides that front door capability with the legal council Center the the ability to perform the work and then you can really start to gain some insights from some pry cool reporting and analytics so I feel like we've answered that question but let's let's go back to the panel our our Approach at service now is certainly been to do it in in stages so you know chrisan Sky Rich Russ whichever one you wants to go first with that question jump in and answer that question is it the right thing to do in phase approaches is that the right thing to do maybe I can start because I think one of the key drivers is um cultural even before the tools and um you know for us it was really imparting across the whole team the relevance and importance of of digitizing and using technology to help us do our jobs and to me that continues to be a challenge we could have great tools which we do uh which you help provide but unless people are committed to use them uh acclimate to them and really uh be champions of doing it it's it's hard to uh it's hard to really make progress so to me that's the the gating Factor getting genuine buyin and making sure people understand why it's so important absolutely I think one other piece that I would just add to that um is um we definitely took a phased approach uh one piece is there is an upfront investment that was required by our legal teams across the board and so there's also a look a lot of knowledge sits in desktops in people's heads in a variety of places and to really do right you kind of need to look at things understand what is the process what are the requirements what are the outcomes that you actually want to drive to and that takes an upfront level of investment and work to really Define and so for us when we very first started we actually started with our Latin America region as a whole they were um a a smaller team by and large from our regional segments but they were also most mature in terms of documentation process requirements how they approach things holistically in that region um which and they were um early adopters from a technology standpoint overall and and very excited about it and so to the culture point that rich had just highlighted that's where we started and then we kind of went within our ethics and compliance and and then started phasing into other areas but um the the culture as well as the process component in that upfront investment to really identify your requirements think about them from an enduser client perspective not only from a legal perspective I think is is equally important so so important like yes I mean I just I Echo that entirely change management all understanding the process so so important chrisan what about your perspective again because great that we have panelists at different stag so are you thinking through those things at the moment too yes and in fact I wish uh I'd had Sky's phone number probably about a year and a half ago because uh what she just said is is what we lived and learned through um we started we had a start and a stop with it to be honest and we we kind of cast our net too wide uh bringing we knew it we needed to focus the office of general counsel and put in the time and and and make the time to vote to things like figuring out workflows figuring out what we wanted to capture and what we didn't and that's that's that's difficult that's it shouldn't be but it's very taxing we brought in too many people at first um because we thought well this is a subject matter expert in this and this is a subject matter expert in that when really I find what we needed was were people who were good at at building something and not so much the lawyers who were good at their work and so we had to kind of narrow it down to people who understood what this process was who were a little bit more technologically inclined than some of the others who could could hear the lingo and see the reason why we had to approach it the way that we did building out the templates and things like that so our second um our second go at it we got much uh much sleeker at it we were we kind of knew what we were doing we had a great partner to work with and it was still a tough mental exercise and to I would I would Echo something that was mentioned a little earlier definitely I agree with the phased approach you've got to think about how you're going to manage the change management um and and what you want to H what you want to hit first um but I think that we we were able to do that in a way with the second with the second try basically that really moved a whole lot faster and got us to where we need to go our biggest challenge that we still have now and I'll I'll end it there is that we are still working through what's important to track we tried to put as much as we could that's in there but a request or a matter or something small that's a phone call that you handle to get to this last piece here of gaining insight into ongoing demand we're still we're still really early in in that and I expect that to be difficult and we're just going to work our way through it yeah and just to add to to Chris Anne your your last comment because I think we're still even we're a little further along in the journey um but still dealing with some of that the what do you actually want to track um and more importantly what are the outcomes that you want one thing that we are re-evaluating right now is we like to track lots of things from a legal standpoint but you can also over complicate the workflow in the request which makes it a very poor client experience and then your customers wherever they reside in the business that you support don't actually want to use it because it's too complicated um and so I think being able to for us to really evaluate what are we actually trying to do is there a different way that we can capture certain things whether it's on the back end from Council Center or whatnot and how do we create the ease of experience on the front end with what's most important that was a learning exercise for us as we as we went through because from a legal standpoint our teams were thinking as things as they should from a SME perspective but not necessarily from the engineering or the sales or or the other perspective because they just don't sit in that role great great perspective guys thank you thank you very much I'm going to moves on uh to the second poll question so again a chance for our attendees to get involved um if we can prompt that poll question what is the most important challenge you're trying to solve for um and as the answers are coming in a question did come in the chat as well um around which work streams uh gave your teams the largest efficiency gains um and so kind of tied to this question what is it you're trying to get at we as these answers are coming in let me give you the service now perspective we one of our very early work flows we launched was around sales contracts very simple intake what is the request for what's the deal type what's the value um and really trying to make sure that we were getting that work to the right level of resource we were able to use that workflow to deflect work to shared services and actually deflect work to self service entirely so that gives you a little bit of the service now perspective uh very fast and quick value for your implementation which is really really really important but panelists please have a look at these answers I think this is this is interesting so 47% tell us that they would like to focus on General legal inquiry intake Russ I'm going to come to you on this one um this is where we started but give me your perspective of these answers and where um you know the challenges that you were really trying to get at as a general counsel I think um it's kind of funny because I was trying to decide how I would answer this and I almost think I would have picked other which was just general management of our business which is probably the wrong answer but I think General legal inquiry intake is probably what I would say we have focused I mean because for us um you know our our life stream is our sales efforts and so that's where you can make the biggest bang for the quickest Buck um and it's kind of funny I've been sort of wanting to jump in because everything Sky says we have almost like a complimentary experience for us so Sky's talked about talking about starting regionally and then trying but then realizing that you got to go Global and we started Global and have realized that there's also that we in the Contex been missing some Regional Nuance that so that we're trying to figure that out but what we are trying to do is get is is is increase our overall efficiency and I think the general legal inquiry in intake was the first place where we got the biggest bang for the quickest buck and that's what we were looking for we were looking for we wanted to have success because success breeds success so if people felt like oh because the change management is an important part of this it's the it's the critical part of making this all happen and so you what you want to do is create a world of evangelists so people who have so do something simple that uh has success and then from that success people say oh this actually is this is not as bad as I thought it was going to be I'm willing to slightly change the way that I do my business because it actually works because I've seen it actually works and then I'm willing to try more things and so I think so then if I'm looking at all these things this General legal inquiry intake is probably the place where we would start I mean it's where it is where we started we started with uh the inquiry intake which was the sales reps in the field wanting to get a contract done so just capturing that and then getting request to the right place actually had a big bang for the buck yes thank you Ross getting that value is is is critical Rich from your perspective again we've heard from from sky in terms of the the Ops lens um does General legal inquiry inquiry intake does that make sense to you too do these results bring true yeah I mean it makes sense you know I think from a department perspective when I think about you know our challenges yeah encompasses uh you know efficiency cost Effectiveness managing risk collaborating using our resources in in an align in an alignment and and so you know I I definitely could see General inquiries and and that you know particularly uh identifying lowrisk inquiries that are subject as self-service is really important but a lot of our time and effort is with contracts when I look at our 500 people a vast percentage a high percentage of them in One Way or Another Touch contracts so you know it's hard to differentiate between the two uh but but I think you know that's what we're we're you know the challenge that I think your products and others help us deal with are these efficiency cost Effectiveness risk management um items and and some they really are both uh pretty essential to to to get the benefits of it I would really love to hear Chris an's perspective on this yeah I was I was listening to those comments and thinking about how to answer this I I think first of all the the important challenges for right now is the general legal inquiry intake and it goes back to we we don't have a whole lot that's sort of standard and usual um probably like your offices do we we manage the HR issues we manage the Contracting issues we manage the programmatic legal issues we litigate we do uh we we do administrative appeals we do uh qu you know rulle making legislation we we do so many different things as I'm sure you you also have your own list of things that you do but I'm certain there are buckets we can put that in but I don't know what the buckets are until we get through this a little bit so uh the general intake right now um is is probably primary for us but I also agree I'm probably at at an other because I think we're going to figure out what's important I I had a um not a struggle but we we kept trying to catch ourselves as we were going through development to not do the the sort of lawyer thing and want to map out every possibility of the thing that can happen in this kind of instance to just what was the outcome what do I want to see on a report and let's build it backwards so that it makes it customer friendly easy to use and we're getting what we need to get and around here as I'm sorry it's an old tired saying is the juice wor The Squeeze um to to figure out what we're doing um and what we want to log in i i forecast that's going to change um but I felt like I was always competing with to get my clients engaged to get that buy in um I'm competing with Outlook and with a phone call because that's how we normally get our stuff and and asking them to go someplace else and have some details ready for us to go into an intake form to get to us um is is a part of a of a challenge I wanted to say something on the contracts we do we do a lot of contracts we do regular contracts for um just for services and we do a lot of Grant contracts where we're um pushing money out to subrecipients to perform some kind of services um but we also have the state procurement system so we we didn't build anything about contracts into our legal uh legal module but we're looking forward to what we can put in there soon so that's something coming in the next phase because what I really want to map is the time we're doing in legal review not the tracking of the contract because I can't track it there I have to track it somewhere else um but I'm really excited about that Prospect sort of as the next phase great great stuff thank you time is ticking on so I'm going to move us on uh and and and show the attendees this slide real quick I'm not going to spend a ton of time but I do W to talk about it a little for kind of a minute or two um and I'll also try and answer one of the questions that came in around um you know do you track and and kind of store contracts and also do you use the the LSD platform for for integration with outside Council so what you're hearing from The panelists Today is their experiences the the service now platform can be configured and customized in many different ways the organization that chrisan is dealing with that sky that rich that Russ and I deal with they're they're similar and they're also very different as well um so we do we have an in we have a workflow uh that manages our outside Council spend that integrates our ebilling system uh that has that has has given us tremendous insight into our dollar spends with outside Council um we do track statistics around contracts in the LSD and through reporting the LSD legal service delivery is not a CLM system um but we do have the ability to integrate with CLM systems that's fairly straightforward too the key thing I want to hit on this slide though is is really the the speed of implementation sky has already touched upon the importance of understanding the policy the process yes that's absolutely key but you can get value pretty quickly from using this platform so let me move on to the third poll question because I I do like this one um in terms of reporting and and kind of analytics what level of reporting analytics do you have that drives decisions um and I'm going to come to Russ on this one first my panelist group because I think Russ and give me your perspective I think legal has always had a seat at the sea Suite table of course but I do think that the the control tower that we now have really helps us you know maintain and really influence enterprise-wide operations from a legal standpoint um let's give me your perspective on that Russ and then we'll come back to the the poll poll anwers yeah I would be so bold as to say that we have advanced reporting of metrics for us um in part because we really worked hard on it and um to Sky Point earlier we we figured out what were the most important like we we made a decision as to what were the most important metrics that we wanted to measure and for us to Echo what chrisan was talking about too the time to get a contract from start to finish was something that uh that was top of mind for a lot of folks particularly on our sales team because you have the lore that oh it's stuck in legal um and that comes uh both um something that people talk about but also it can be a convenient excuse for folks too and and and I couldn't respond to that um snarky comment U with data um and now I can and and we've been able to Andy through our work take a look at and we started with reporting and with the reporting we were actually able to see how long does it take to go from start to finish with the contract and then as we continue to play with it and to play with the systems and find out learn more about where were contracts getting stuck uh and just having that data and being able to see it helped us sort of open up roadblocks and then when we do that we start we got to start to see the metrics come in favorably that actually the time was starting to become less to go from start to to finish and get in your contract and that creates so much credibility with the business units that we're supporting it creates so much ability with the team you know I go and I I shout it from the rooftops to anybody who'll listen to me um and and when we can do that then I get Buy in and then it becomes the sort of virtuous circle that people are saying oh you are doing better um and and when and they can actually sort of start to see it they'll still complain about you but you'll actually start to see some movement and some improvement and when you do that then it it really becomes fun but but to to Sky Point figuring out what those metrics are that you care about is the first and hard a really hard step to do yes absolutely rich from again from your your lens too so I think what I'm hearing from Russ there is that the reporting has helped those operate more effectively as a as a legal team but also influence how they actually the entire Enterprise can operate is that something you can you're seeing is that something you're you're focused on and excited about well I think we've we've made a lot of advances and and Scott could talk about in a little more detail a lot of advances in the metrics and reporting that we have and they certainly uh help us uh see where we're spending time and um you know how how our work is trending the thing that we are continuing to focus on is the second part of the question driving to decisions and that's a little bit more difficult you know getting metrics and information that actually inform uh accurate decisions and and and you know risk assessment we we're making progress we we have uh analytics in terms of contracts and things like that that are helping us but that's that's what we're trying to I I would say really crack really getting the data that actually DW decision making as opposed to more reporting yeah absolutely sky before I come to you I'm I'm just going to I'm just going to kind of pivot from this question a little bit because Rich you just made me think of something it's not necessarily um what level of reporting it's actually how easy is it to get that reporting right so like I think Chris an said before spreadsheets are always kind of an option but have you seen Sky a an improvement in the ease of being able to report or is that something at least going to be focused on going forward yeah so I I would actually say I would classify Us by and large as advanced but I agree with Rich so uh fortunate enough we have a data science team that sits within legal we run our own legal bi Warehouse we've got um quite a lot of capability data isn't actually our issue whether it is pulling from the performance analytics that happens to sit within the LSD module we feed that into our warehouse or if it's pulling from a plethora of other Enterprise and legal systems that we have across our department it's actually being able to focus okay we have this information now how do we actually synthesize it what are we really driving to what Behavior change is it actually driving and how are we actually utilizing that to our advantage and that's kind of the place that we're in right now but I I do think that the this and we've got a a plethora of dashboards on you know any subject matter whether we're looking at you know risk scoring of our contracts to specifically what's happening within our IP patent or litigation space to any number of areas um but we're trying to mature up that curve of how how do we proactively drive decisions with the business and get in front of them with that um I think the starting piece though is do you even know what you have and what what what's informing any decision as a as a baseline um and so if if departments perhaps don't have that that that's the starting point but then it's how do you accelerate past and that's kind of I won't say where we're stuck but where we're challenged at right now absolutely no great perspective um chran how about you I again I know you're kind of you're starting to think these things through now um how do you feel about the kind of reporting and analytics piece well we are just really new at it so um we're we're using sort of what was um a pretty a pretty minimal um set of planned reports and dashboards from our first implementation and as we get information in the system I think what it's done is is it sort of spurred our imagination for where we can go with this but the reason I mean probably if not the first reason the second reason we wanted to do this in the first place was for reporting uh my department and a whole we are very we are very data driven metric driven in a deliberate intentional way where when it comes to the funding streams and the programs and everything but my my little office of general counsel just doesn't have that so I can sort of Rob from other places to find outcomes but we need them for ourselves and so we're gonna get there absolutely thank you all again I really like that question I'm going to move the slide on but before I cover the slide just a note I have saved some questions in the Q&A we're getting to that stage where we're going to hit uh the Q&A part so please if you have questions put them into the Q&A uh option and I promise you we'll get to as many as we can but we've talked a little bit about reporting so this slide here covers what we' what we've built internally at service now we have this kind of art of the possible approach where we built a GC dashboard the GC control tower you've heard from the panelists already about their approach to reporting what we have done built on those those kind of three tenants of uh intake to Legal the practitioners fulfilling the work and then reporting we have different levels of reporting so each workflow that you launch can have their own reporting for from my perspective from legal Ops that's what I really dig into into the detail for Russ's perspective he identified five key areas that he wanted to focus on now this is dummy data for the slide obviously but it gives you an idea of how you can can build that control tower how you can build reporting for the different levels of folks in your organization so I hope that I hope that part of the conversation was really helpful uh as legal moves to being a more you know at least data informed decision making body okay great stuff yes Scot go ahead one um uh I don't know if everyone has an appreciation but I think one of the advantages of the LSD um module and the kind of the control tower you're talking about is you can easily integrate in other systems by which you can pull in then the insights from those other legal applications that may focus on very specialized practice areas into one actual view um uh from that if if others have other components yes thank you Sky no I appreciate you um charm there for sure thank you okay we're going to move to the Q&A we're right on time we got 15 minutes left um but let's get to some of the questions and again if you're out there please put your questions into the Q&A not necessarily the chat functionality it makes it easy for me to track so have you leveraged um alternative service providers to manage legal Administration requests for example um we do this using service now for am law 200 clients so I've got a perspective on this but I'm going to put this out to the floor so have you leveraged alternative uh providers to manage legal Administration requests rich or sky from a Dell perspective is that something you've done or at least thought of or decided against um I'm going to go to Sky you take that one okay and you're talking specifically about alternatives legal service providers yes um so I uh I apologize if I'm I'm misconstruing the question here Andy but um uh so we um we H we don't really have alternate service providers that were taking requests in what we actually have our alternate legal service providers that act as an extension of our team for uh volume velocity type work that actually um operate within the platform as an extension of our team to help manage respond to and triage different things so I don't know if I'm directly answering that but but we do have various asps that help as an extension from a triage and a focus on specific things yeah and I wouldn't say it's not so much Administration but U sort of low low level or lower risk contracts things of that nature where we utilize service providers yes and I think we and so when we talk about Alterna you know providers it can be law firms um maybe we've seen now the big four enter into Legal Services I think the question is a that can you manage can you use the platform to manage those type of requests you can you can we we have our our our individuals as a a primary I guess and then we have um key um perhaps best cost resources and service providers around the globe that act as an extension yes absolutely uh chrisan have you got a perspective on that is that something you're you you see on your road map or or not yet yeah I don't think so we don't and I don't think that we will um we're we're pretty internal and that's uh very intentional so we wouldn't have like even for instance we work with the Attorney General's office they're not going to have if this is what the question's getting at they're not going to have Insight we certainly aren't offering it up for public to come to DHS legal we are dhs's ATT and we're not we had some other programs that we use for legal purposes um but we don't use them anymore makes sense we we at service now we we don't we we actually use we have a a shared service team um that we do manage our work to and from they're just they're part of our organization um and so I think the the answer from from Chris an sky is really helpful I think the other thing I'd say is remember that the the platform is very capable in terms of managing permissions and security obviously table Stakes for any SAS um offering so there's a question in the chat that that I I see here and I I do like this so if you were about to start on your implementation of LSD today what is the biggest piece of advice you'd like to give our attendees um I'm going to give you a second to think about that and then I'm going to take the answer from a service now lens and I'm going to come to each of you the biggest piece of advice that would give is it's actually a piece of advice that our CIO gave me a while ago Chris Betty I would always have these good conversations with Chris around I've got to understand policy process before I Implement Tech Chris would say Andy you learn the most of a car when it's on the road not when it's being tinkered on in the garage I really had a struggle with that and I think we kind of met in the middle and I've learned so much from understanding yes understand the policy understand the process but don't be afraid to deploy the technology even if you do it in a you know controlled scope way you learn the most about the technology when it's deployed um Russ I'm going to come to you straight away on this one what would your biggest piece of device be I would say um start defined and small and something that you actually know is going to be successful like so start with the the start small get a win in and build from there absolutely chrisan how about you um choose the right people and that may seem obvious but you're going to you're going to need people who are able to understand this kind of development they don't have to completely understand it but you can't just bring as I said earlier a subject matter expert in one area in and expect them to understand the the actual process of doing this um so that would be my best advice and and make room for that team um you've got to shift their respon if they've got other things that they do you you've got to make room and assign roles really great advice um Sky how about you I would say be very clear on what is the outcome that you're actually Desiring and and understanding what that is and then to add to your comment Andia I would say don't let the art of perfection get in your way because we did have team are like it's just not right yet it's just not right yet and at some point you just kind of have to call it and learn um the the other piece that we had a a high success rate where we saw High success is where we could go conjoined legal with the business where we were changing our engagement model at set levels within the organization and having the business also go out with legal to say here is how we're actually going to support you here is what you're going to do here is how so the change management piece but um just up front foremost I would say be clear on the outcome that you're driving to and don't let the art of perfection get in the way absolutely absolutely rich how about you from the yeah I go go back to the cultural Point um sort of connected to what sky said um but to me it's not the outcome it's the fact that no matter how easy uh a tool might be to use which service now is pretty pretty intuitive it's still an effort it's still different and getting people understand that it's not really optional that that you succeed in in doing it that there's the benefits are such that they have to work at it and be committed to it h and then once they do it it becomes a bit more uh easy and and natural but to me it's that that that first step is laying the groundwork for Success which is people actually committed to the success of the the project yeah absolutely I really hope those those those nuggets really help people I think that's a really great advice one one question I do want to hit real quick is would this work for litigation um again give I'll give you guys a minute to think about that we we do use our uh our work we do have a workflow for managing litigation um it's not a workflow that provides the full matter management of a litigation portfolio but it certainly deals with the intake tracking the progress the advice the M kind of milestone into the advice of the litigation um that is a that is a customized workflow just for full transparency um but is anyone else I don't if Dell or or chran from your perspective you use it for litigation or you plan to um maybe you can just chime in chran I'll start with you first yes we are um and I'm so glad to hear you say that because you're you're more expert in this than I am uh we also had to customize it it is not I think just knowing what to expect if you've worked with any kind of time keeping system or other case management system that's you know endemic and you know prevalent in in law firms and things like that it's not going to look like that and and you've got to build it out a little bit so um you know who who knows where the the system itself might go or how we develop it out might go that's one place though that gave us um gave us some pause trying to mil Stone everything seemed to be um much more of a of a burden than it needed to be so we um because it could take so many different turns so I I I think we're still working in that with a little but that's that's about half of what we do so it it is going to work for us yes absolutely and we we by and large from a litigation workflow standpoint we don't use it for that we we utilize uh another solution right now um uh but we do have General like knowledge awareness and intake Associated but not as a litigation um management worklow yeah no I think that um that really brings us to a good point I think the thing that I'd like to really kind of leave the attendees with is the LSD can be the foundational um you know kind of stage and step that you take for digital transformation it can help you intake work understand the work you're doing can help you perform the work provide reporting uh across a number of different areas um but yes there are certain things that are specific to organizations which will need more work um I'm going to bring us to a close in a moment I'm going to share real quick um some upcoming events and resources clock is the corporate legal operations Consortium uh in Vegas which happens to be the same week of our service now knowledge event as well both Russ and I are going to be at both of those events so if you'd like to you know meet up talk um please do reach out to us we're happy to share with you our customer zero Journey for the legal services delivery product we also have a legal value calculator you can check out there too so much of this has to be about the value you bring with your digital transformation efforts you've heard from this wonderful panel this is not transformation for the sake of transformation this is about getting value so I hope you can check out those resources before I close those out any closing words from each of our panelists before you do again thank you to each and every one of you for giving us your time today thank you to everybody who's attended any closing words from any of you please jump in Ross I'm gonna start with you um so first I also want to Echo to thank you um to chrisan and sky and Rich for joining us it's been great um and then I would also like to say that I I you know I think um don't let the perfect be the enemy of the good get started start small and grow big thank you Ross Rich yep well great to be here again I really appreciate your partnership and and and support you're great to work with and have really helped uh helped us a lot so again well done and uh good to be here thank you Rich sky thank you again any closing words from yourself yeah I would just say it's um there's a there's a lot of possibility be intentional in terms of how you're trying to step into things and drive it it definitely is a journey be agile and nimble along the way um uh we're pretty excited about where we're at right now so looking forward to more absolutely chrisan oh thank you so much for inviting me to do this I learned more than I said probably uh we're looking forward I a common refrain around our office is we can't wait to see where we are next year and um and so I I'm excited about that great stuff thank you everybody enjoy the rest of your day and we'll see you soon thank you thank you thank you