[Music] foreign [Music] to welcome our keynote speaker Sue Gordon 30-year National Security leader and former principal deputy director of the National Intelligence as the country's number two ranking intelligence official and the fifth principal deputy director of National Intelligence sue coled the office of Director of National Intelligence and oversaw the Intel entire intelligence Community comprised of over a dozen agencies that collect information on threats against the United States specifically Sue's transformational leadership focus on integrating intelligence across the organizations expanding Outreach and Partnerships and driving Innovation and advancing diversity and inclusion throughout the community in her 30 years of service Sue has led at every level of the intelligence Community with role spanning numerous organizations and disciplines learning to and this is really cool learning to see the world as it is and not as she prefers it to be prior to assuming the role of the pddni Sue served as the deputy director of the National geospatial Intelligence Agency from 2015 to 2017 where she was instrumental in driving transformation to meet the challenges of a 21st century intelligence agency and before her assignment to the NGA Sue served for 27 years in the Central Intelligence Agency where she was involved in some of the most Monumental operations in U.S history including the raid of Osama bin Laden joining Sue on stage is the servicenow vice chairman of global public sector Kevin Haverty please join me in welcoming Kevin and Sue um all right Sue thank you so much for joining me here on the stage well thanks okay here we go so sue given your long and distinguished career in National Security leadership I'd like to start with a question reflecting our current geopolitical moment you know last year at this time uh at the at the servicenow FED Forum the talk of the Forum was the fact that Russia had just invaded the Ukraine we were also all very excited that the DC mask mandate had just taken place it was the first time a lot of us had been to a to a session uh in person it yeah everybody's looking good but that seems like a long time ago but now that we're in hopefully a post-covered world and the world is changing faster than ever what you like to call a leadership moment how would you reflect on the theme of transformation and how it applies to technology first thanks for having perhaps one of the intelligence communities icons was Edwin land and he was a Polaroid Land Camera really responsible and involved in federal reconnaissance and my favorite quotation of his was never take on a problem unless it's manifestly important and nearly impossible that's what we're doing here today so the moment in which we find ourselves the first thing is it feels like a minute ago we were living in a world that we thought was one of abundance and ease yeah we knew there was a future out there we knew there were things that we needed to do but we thought we had time we thought we had our own domain and we thought that whatever we wanted we could get and then now with the pandemic we learned that we're interconnected and the choices we make are the choices we're making for other people we also are well aware that this is a very contested environment we're in one if not two Wars and so there's an urgency to be able to do things the way I think about this moment is it's one where every technology is available to everyone globally and so the one that wins is the ones that can put it to clever use fastest and that's what to me we're talking about today how do you get things into use it's not the technology itself but it's the technology use the second is digital connectedness that just makes boundaries ability rated reach infinite Partnerships necessary and speed the coin of the realm and so those things are where we are right now when I talk about a leadership moment I think there are three things any leader and I tend to put disproportionate weight on the government because that's where I spent the bulk of my career needs to do number one is you need to understand that mission does not equal modality right what you do and how you do it are not the same and so you can be absolutely convinced in the trueness of your mission but you have got to be willing to do that mission differently my example with intelligence is we used to be Hunters now we had to be gatherers and so that changes the information you have to be willing to use and the community will say well but we do special things I don't care what we do is we want to know the truth if the world has information we need to use so that's number one Mission does not equal modality the second is you cannot have support be derivative of mission wait until you decide what you want to do and then ask your support organizations to just Implement that you have to intertwine that so that's my message big mission doesn't equal modality and how you do things has got to be intertwined with what you're trying to do other than that easy day easy pieces around the corner well whenever you say speed in Easy in the same comments they're they're mutually uh exclusive sometimes could we advance the speaker slide please okay here we go so um now as you were describing the current environment we all realize that digital connections are expanding exponentially um what steps should government be taking to move faster and make smarter decisions about I.T taking into consideration digital security and also keep up with this ever-changing world I think the most important thing the government needs to do is to um how do I say this uh I was thinking about Nick's build and buys I'm distracted by that one the government has historically built its own because it has it's what it believes are unique stringent requirements the problem is the minute you build for yourself you the next day you're behind so I think one of the most important things to keep up with an ever-changing world is to have a digital infrastructure that allows you to be current today and today and today and move forward the second thing is is that you will never be able to perfectly know what you have to be able to do the world is moving so fast that your requirements your needs how you need to operate needs to be able to change and so you cannot have something that only works as it was imagined working on the day it was imagined so this ability to change your mind about how you want to work without having to rip and replace everything you have or be stuck with a way that you didn't do it before and then the third thing I think that is really important I know security is is hard and I know security can slow things down but security is one of the things that distinguishes government from other that ability for the American people at any level to be able to trust is really foundational and so the thing is you have to think of security as something you're offering not as a technology you're employing and so that idea of security has got to be how do you account for security how do you account for it differently but as partners we have to not imagine that we can be insecure and somehow that's the answer okay so security being foundational um absolutely so but how you do security is mutable but you have to show how you're accounting for the need that led to the implementation before differently and you need to be able to talk about the risk that is being assumed when you change because that's really with security what happens there's a seizure moment in any decision Maker's mind that said oh my gosh I can't make us less secure and because our leaders are not as technically robust as they will be in a generation many times they view technology as additive risk and so you get this moment of just speaking so when you want to talk to leaders about how you offer Secure Solutions and that solution is different you have to talk about how you're accounting for the foundational need and show the risks they're assuming in order to be able to get the decision sorry okay perfect um there we go so leaders often talk about the private and Public Partnerships um and let's reframe this debate now in an Innovative way um you know I'm a ex sales leader for a technology company you're an ex-government official we're not always aligned or coming at the problem the same way so how does the public sector and the private sector work with one another so that where creating an elegant solution together as opposed to government listing a set of requirements that they want you know the the provider to hit and do you have any examples of that where that's played out over the course of your career I want to say this to your earlier question yeah this notion of requirements is really holding us back as a government talk about your need talk about the problem you want and then the Creative Solutions will will come forward um so a couple things I I think this is true in any sort of conflict scenario and and listen conflict doesn't have to be negative it has to be two opposing needs that are meeting each other and they have to coexist I always bounce a little higher so the first thing I'd say the way you establish a public-private partnership is the recognition that you're both needed to do something higher than what you're each doing in terms of a task so the the most fundamental element is let's let's bounce higher and then the second thing is you can't ask the other side to do what they cannot do I we we need government to be I know right that's a that almost seems an asthma but one of the elements of the government's slowness is the fact that it is transparent and repeatable and fair and if you had any doubt whether we needed the government the collapse of the svb is a great example of who did we turn to to solve that problem a government that has to be able to solve those things but public private partnership is necessary when any one organization can't achieve the bounced up higher outcome that they need and we have done this really well over our history we've just done it differently my three examples the first is really simplistic back in the CIA when I started in the 80s we used to acquire very special things but it wasn't an acquisition organization that acquired them it was mission organizations that Acquired and so my first lesson in public-private Partnership is you can't from the government saw just turn it over to an acquisition organization and let all the negotiations be there because it's Mission need that has all the possibility and all the room for compromise and if it's not the mission person that's involved in that partnership you were going to have a hard time compromising when you have to give away something in order for it to close the second is incitel in 1998 the CIA wanted to be able to get to Silicon Valley differently because those companies weren't coming for ideological reasons and they weren't also coming because it was just too too hard to get through and so the idea of incutel which was a public-private partnership we will take what the government is good at what's the government good at Big purpose Deep Pockets long time Horizons so take what the government's good at and then let's apply it in a way that allows industry to be good at what it's doing and so the idea there was we will give big problems undifferentiated funds and will make it unclassified and the response of incutel was they made the adjudication of who were the best in breed they awarded funds intellectual property did not become the ownership of the government and Commercial product was the aim so that was a great example where you took what each side was good at and came together for the purpose of shared outcome and then the third is one that I think is applicable to servicenow and and the whole notion of commercial service for government need and that's look what NASA has done right in terms of how it is revolutionizing its access to space by basically going with Commercial Services not buying off the shelf but actually putting out a need and then pulling commercial through and what they're getting in terms of the creative commercial Solutions is really abundant so this notion of pulling commercial through the government not just saying well that product isn't what I need but rather saying here's what I need can that service be delivered in a way that allows my need to be met so I think this is a really interesting time and and just the name of service now is represented I think where we are another one I can keep going on the cia's decision to go with Amazon for a cloud well before anyone else was thinking about it is one of the best examples of mutual benefit I've ever seen the CIA got way ahead of everyone else in terms of digital infrastructure it took a while for them to figure out how to use it but certainly it was way ahead in that Foundation but here's the coolest thing what Amazon Learned was that their solution wasn't nearly secure enough they learned from that partnership and you know here's the best thing anyone who uses Amazon cloud services today benefits from the security that they learned at the hand of that partnership so the other way to think of it is when this partnership happens you get benefit beyond the solution that the two partners have but each one gets better and so I think we have that moment yeah there's this energy uh well I can relate to that because as we've gone through our Paces to get certifications to service the U.S federal government it's benefited our product and our platform entirely across all markets because you raised the bar we jump over it and now we have a more robust platform that you know applies to other regulated Industries yeah for my Government College during the room and I would say this is the this is the most essential element of the role of government is to provide for societal gain so may you may do it for your mission but don't be confused about the benefit that is accruing when you do it rightly all right I think we have time for one more uh if we could Advance um so how important is it we were talking about requirements versus collaboration um let's talk about trust Mutual trust between the government and Private Industry to accelerate transformation and sometimes government has different priorities than the public sector so we're coming at the problem with two sets of challenges but we both want the same thing how do we get to a place to get to open dialogue and I think we all go faster if we can find that um so trust is everything especially now because one of the things that's happening with the information disorder and cyber that is fundamentally an attack on trust and when trust is abrogated it is disproportionately disadvant disadvantageous to free and open Society so this moment of being able to trust having trusted systems is is absolutely everything and the government understands this even as I think it's still working on how to prosecute it so this is worthwhile to explore I think in the way you go at it is again what is our shared purpose and you can't ask the other party to be what they can't but you can recognize that most of the things that any party does of a hundred percent of the things they do 37 percent is what they must do and 63 percent is what they prefer to do that's true for the government that's true for industry so what you're trying to do when you come together is you're trying to identify the higher purpose be respectful of the 37 percent in each other and then do all your work with the things that can't change I will I will say that the other thing that helps to establish Trust is when every party in a relationship and again this we all agree we need each other that this is a moment that neither party in this public private will succeed alone uh it's the government is not the only actor in the threat space in the threat protection space National Security decisions makers are not exclusive to government the solutions to what we need are not exclusively government held and yet we as a collective have things we need to do so this is really important I think one of the most fundamental elements of establishing Trust is is the other side investing in a manner that it shows that it is serious about being a trusted partner and part of that seriousness is I call them iconic Acts what are you doing to show that you are actually open to doing something other than what you prefer for the good of the shared outcome so for the government side it might actually be writing a statement of work that is less than a page long and just talks about what you need not how you ought to do it on servicenow since we're in the Streamline service now side I think it's making investment in things that you would not do if you were not serious about the needs of the organization and so when you talk about the choices you're making about security and the investment you make in order to be able to operate differently those are iconic acts about what you are serious about doing together and I think I think this is I think there are enough models and for I don't know whether we have the lawyers in the room or the policy makers in the room we need to start looking at the difference between statute and policy I have not found a lot of places where statute limits us and policy does anytime you find a policy what we need policy makers to do is to start writing policies that get us where we need to go and allow good things to happen not just stop bad things from happening so as a collective those are the sorts of things that we can do together to show that we have trust because none of us are going to get where we need to go alone fantastic well you serve on the defense Innovation board at a time when defense agencies are continuing to migrate sensitive data to clouds how important is it for the government when private sector makes significant Investments like for example servicenow we just achieved impact level five that's huge congratulations yeah that's big like it and and for every security officer ever so everyone knows what that is here's what it means to those of us that have the far easier job it means that I can do mission right it means that I can operate with the speed and efficiency that I need to it means that my information can be where it must be in order to serve mission at speed rather than behind an enclave in a door with 37 000 people around it what you've invested in is investing in my mission right you did it on yours so that I could do mine and the other thing that I think is really important we haven't talked about this the government is inundated with people that are offering them what things that they can throw over the transom that are going to somehow make and all those things are good the government recognizes the goodness of the things but it is flummoxed by how do I get those into play are you want to offer something the government don't just offer them what offer them how when you make an investment to get to tr5 you have said I've shown you how you can get there not if you buy my product we'll work with you to get that but no I've already gotten there now you have a how and when you have house you're going to get decisions when you get decisions you're going to get adoption when you get adoption you're going to get Mission and we need that fantastic well Sue thank you so much for joining us here I really appreciate your insights I appreciate you got it Steve's going to take you off all right well you heard from Steve and Nick about our continued investments into the U.S federal practice we also have other Investments going on corporately so I'm in a new role as Vice chairman and one of my first orders of business was to create a global public sector practice so what we're doing is we're taking some of the learnings that we have with the U.S federal government and the other Federal governments and state and local governments around the world especially with a focus on our on our larger markets and we've created a global public sector team and I went out to search the marketplace looking for somebody who had not only government experience but also technology experience to help these governments across the world digitally transform at speed and it's my great pleasure to announce today you may have seen the press release that crossed the wire this morning that Dr Raj Iyer has joined servicenow as the new head of global public sector he's here with us today Dr Iyer right over here down front [Applause] thank you so much for your service and your role as CIO of the U.S army and we're looking forward to your contribution at servicenow as the head of global public sector all right well I'd like to thank you all for your attention to this part of the session and reintroduce Steve to the stage Steve Walters thank you