so welcome um welcome to um service operations for implementation specialists my name's Chris Shakespeare I'm part of our leading practices group um so a lot of the content that you'll see from that team is published out onto things like now create um so you'll find a lot of those assets there so a little bit um Safe Harbor um probably won't be jumping into too many forward-looking statements but just in case there are um just be aware that we're going to present this and there's a safe harbor we do have a whole range of these webinars and meetups going um please um look into what we have available see the schedule there's a QR code there and yeah so we've got lots of exciting um things going on and visual there's a range of these presentations by various servicenow experts on helping you deploy products and Achieve value faster on those so yeah keep a look out for what's coming okay as I mentioned in terms of housekeeping we do have time for Q a um please log them into the Q a and I'll do my best at the end to work through those um this presentation is being recorded and it will be shared out on community and uh hopefully um we'll be able to share a survey at the end to get your feedback always appreciate feedback coming through um it's the only way that we can improve what we're doing and to help make you more successful so yeah always appreciate feedback both on these webinars and also I mentioned things like now create with feedback on there goes straight to the teams which develop that content so always appreciate feedback there as well so that's about the housekeeping out the way what we're going to talk about today well really we're going to jump into what is service operations um scoping of it a bit around the recommended implementation sequence how it fits into Global sales framework and some of the work that's going on to look at that resources q a and some of the key takeaways so that that's what we aim to cover with my next uh half an hour 40 minutes with some room for Q a at the end so what is service operations well it's good to get a common uh definition so we can all move forwards at the same pace and for us at servicenow it's it's about bringing the technology Services uh which are both a traditional I.T services and the I.T operations management together and really it's about providing that foundation for your sort of digital first growth and you see remember there's some key caveats or key things that that really as objectives we want to achieve um by doing it is once expand the technology Services whilst reducing costs we want to improve the employee experience and resume and see you know one of the things very important to businesses today is their employee satisfaction and reducing their time that they're spending on things which aren't associated with our core work and ultimately Drive technology with best practices optimize processes you know a digital first organization today no longer relies on having a central organization the old I.T if you like but rather having that distributed uh amongst product teams um so really for us Robin thinking of an itsm practice and an item practice as separate things we want to really think about service operations as a practice and what that means and how we can help customers achieve that so we'll take a a little look underneath that a bit more um before we get into more detail so for us you know things which constitute service management are you know many things that you'd recognize today you know the core of things such as uh instant problem um service catalog you know very traditional but along web some of the many new things such as Verge agent um devops and I'll talk a bit about devops and where it fits into this along with some machine learning Technologies like predictive intelligence and on the other side you know the traditional side of operations management around things I know knowing your CIS your desktops your laptops things like your firewalls and your data centers but more importantly As you move forwards you know the world of art is changing Cloud microservices becoming more prevalent AI powered operations so that you can remediate quicker and you know Discovery is moving into things like tagging I'm just going to just look at what the hand was for just make sure what all good I believe we are and so that's that's really what for US service operations is and if you look at that in many ways none of that should be unfamiliar it's about many things we uh deliver today but it's more delivering it in a holistic package rather than just a single set of um you know verticals you know I'm an item guy on my HSM guy yeah it's more about thinking I'm a service operations Guy moving forwards so as I mentioned you know service operations some of the key principles are you know it's not about new products but it's maximizing those products but customers traditionally have it's like how do you bring those worlds together so that they deliver value collectively rather than individually if you do that you're going to get a more satisfied customer and you're going to get better value ultimately out of those products okay delivery in phases really important because it's so broad it's so complex in terms of the span of both the customer estate so that covers along with the product range from servicenow that's that's covered so breaking that deployment down to phases both in terms of making delivery achievable and successful along with the customer's ability to absorb the level of change that's going to be introduced by by service operations is very key in that um but to be able to do that you really need to understand where the customer is is at you can't just drive in with with a whole load of things because the customer might be mature in some areas and immature in others so you want to ideally have everything moving at the same pace so you ultimately move from a low maturity low adoption Point of View to a high maturity High adoption but if you do that without recognizing where the customer's at in certain areas but I have hot spots of capability then ultimately you're not going to deliver and succeed with that customer also as we'll see later on is you have to tie off not just where the customer is at but the objectives that that customer is trying to achieve as well so just move that across and we'll uh carry on so I want to talk about scoping before we get into similar nuts and bolts of what a recommended implementation sequences because I think this really links into um what I was saying earlier about understanding whatever customers at and delivering in phases so it's very important to map the objectives what the customer wants to achieve to set of achievable and I'd add to that not just achievable but measurable outcomes um because that allows the customer to express the value they've achieved and also in many ways it gives permission to continue moving forwards it you know having a great result but not being able to explain it and demonstrate it makes it very hard in business especially with the macroeconomics we've faced today to move forwards in many of ease so an example of you know what we'd see in many of the sort of Enterprise level objectives if reduced for cost of service that's something that a CIO would probably recognize you know everything's costing too much make it cheaper um but how do you make that real in a more operational functional sense well functionally it might be shift left but operationally it might be that centralization it's having request an incident um centralized rather than perhaps in disparate tools and it's reducing those repetitive routine pieces of work and it's ultimately trying to get work to the right person the right time so that's you know cost avoidance if you send work to the wrong person but you have to spend time send it to the right person linking all those up into outcomes so about greatest objectives what are the outcomes that you're trying to ultimately measure as we talked about you have to be measurable so in this case reduction in having disparate tools and reducing the time to fulfill so that's both you know how much effort it took and how much time people have to wait for things making incidents just reduction time to resolve and ultimately the time inherent in whatever and reducing your case volume reducing case volume is always an interesting one in the you can keep a stable case volume but if you are automating more of the the effort then you know that's driving you to reduce your cost of service and ultimately rationalization increase the I.T spend efficiency all bubbles up to a set of Enterprise outcomes which are um you know you'll have to spend uh redirected to cover new investment you've improved your itsm efficiency you can send time and money potentially back to your organization by having a clear set of objectives and outcomes which relate to that first initial objective and in this case it's all tied together with having servicenow as the the glue to help you achieve those objectives and measure those outcomes so just rounding off some of the key things on uh scoping and then we'll look at the implementation sequence is you know whenever you're scoping and either this is It's always important to understand what the vision is and the student drivers within the organization are and once you have those then having Clarity around those objectives allows you to look at measurable outcomes and ultimately get a set of functional objectives you shouldn't really you should always lead by those and not lead by the technology so the solution it should be defined by the objectives and outcomes that you're trying to achieve so once you've pinned down the outcomes the objectives the solution should be geared to supporting those and having the right people in place to do that and ultimately being able to measure what you're doing but demonstration of success is your trajectory and your velocity correct for moving forwards and ultimately have you got a sequence that's deliverable um you can demonstrate success on and as absorbable by the the customer so that governance ability to absorb change are as key as all the the technical problems you'll see coming through so I mentioned recommended implementation sequence so this is a piece of work that the leading practices team put together along with a range of people the product teams our customer success organization and what the purpose of the recommended implementation sequence is um is really bad to help drive an informed discussion so it's never going to be the perfect thing for every customer but what it should allow to do is frame a discussion so that you can take this essentially as a template and then build out your own Journey your own story that has some supporting evidence as to why that's correct for you and I've broken this down but you can see it it's a relatively complex pictures a lot going on it's available on now create as an editable document and not just for service operations there are a range of others as well so if you're looking for risk or item or whatever you'll find similar recommended implementation sequences what we're going to do today is really pick through and just talk through each of the five columns you can see there the foundation the crawl walk run and fly stages and the purpose of having those is very much to try and recognize the fact that you have to break down the effort break down the sequence to something that builds on each YouTube each step and allows that demonstratable success as we go through before we start anything um but we always recommend there are a range of things that should be done um and you can see those those are not necessarily unique to this recommended implementation sequence with perhaps maybe step one but many of those you know known the outcomes of talk to Blair you know what for solution how are you going to calculate your value what's the program look like have you got your governance in place which includes the communication have you got good data um you know I lost count of the number of customers which said yep we've got great data um right until the point when you looked at the data so yeah having some of those foundational Parts in place is really key and ultimately you know there's a number of things which are going to make this an easier exercise having executive sponsorship somebody who's engaged can break down those internal barriers being realistic about what you're trying to do you know you've done the steps what you needed to do beforehand um you know what the best practices are there's a wealth of information out those and you've got the necessary organization in place for people with the skills and to deliver it both in terms of technology reorganization and the delivery aspects so let's just jump into foundation and we'll walk through each of those each of those areas and you can see that you know one of the things what we're really trying to do with Foundation is once you've done that you've got those base core processes in place that's going to get rid of your legacy system get you onto Baseline servicenow implementation it's not necessarily going to be optimized for the business but it's a solid stable Baseline but you can then continue and to to build out from and you know typical success measures are you know average time to resolve and TTR yeah have you managed to get your high priority instance in control and how many incidents have been as resolve on first assignment uh are you playing ping pong with an instant or is it going to the right people at the right time similar with requests and having knowledge in place to do that um one of the things that I sometimes see as well with some customers is you get the foundation in place and some things change is actually takes longer to do things yeah you might have more high priority things that's not necessarily because of you've changed systems but it's because you're having more of an enforced process in place so you've got more process discipline which actually is sure showing a more trigger representation of actual performance than perhaps the Legacy system that you move from was so don't necessarily be afraid to see some of those indicators go the wrong way but having the knowledge of what they're doing is the thing that's going to help you drive forwards so let's just talk about what we see in bed so we're in there really to facilitate your foundation instant major incident um major incident in itself a separate process to to instant management um not all organizations are always necessary ready for major instant but since it's so closely coupled we would recommend that knowledge especially for the agent Persona at this point um is key and having the organization to maintain knowledge is nothing worse than having stale knowledge available for people because that leads to lack of trust um with that change you know having normal standard emergency changes all good um but ultimately later on you want to see a movement towards having changed models having more change risk but that's not necessarily something that you're looking for at the early stages in Wim Foundation um in terms of we talked about reducing costs as maybe one of the types of outcomes you might look for so that combination of having service catalog request management an employee Center to provide that self-service environment with sufficient items in the catalog to drive people to it to use it um I think it's key at that point we are definitely recommending but especially for new implementations start off with service operations workspace um it's in version three in Vancouver it you know it's yeah it's moved on significantly from from the early days it's it's really about one pane of glass for service operation for both the item operators and the itsm agents and if you've got if you use an agent workspace um for sure move across um and if you're not if you're using base the core UI then um you know pick a point in time but right but at least for first line agents to start moving across talked about the criticality I'm in data so having the cmdb which is csdm compliant um absolute necessity although at this point you're you're going to have quite a small potentially cmdb in terms of data but having tools such as Discovery and ACC to drive the population of those maybe with some Federated data through service graph um is going to help you both keep that data current and also make it available for those service management processes and Reporting there's you know being able to measure what's happening in your business so you can react and reflect um is key and one of the things that um all customers have available to them if even if we're on standard itsm is performance analytics for instant management so I'd always recommend turning back on at this stage you can't change anything but it does give a more richer reporting so once you've got your foundation in place then it's really about starting to move forward what can you do to improve the situation um off that solid foundation so this is more about providing not just cell service but automation behind that self-service and providing improved operation excellence and the visibility of the it landscape and some of success measures so problem management didn't come in initially in our view in Foundation although in some respects it's quite technically easy to implement it requires that both a lever data and level organizational maturity to to do that so but ultimately you are going to get value from bringing in things like root cause analysis group problem management to drive down repetition in incidents so decreasing your major instance which are essentially the most costly ones um but you'll see because they're typically high impact um across the the it estate and you know making sure you've got some focus on your both your and and user customer satisfaction um as well so what does cruel look like well we talked a little bit about about problem management um so bringing in problem management to help drive down the number of repetitions um is really going to pay dividends um things like walk-up experience walk-up experience now also helps accommodate virtual teams in the the latest iteration so you don't so it's not just let's say Virginia's bar on site it's also having that experience available to Virtual teams which I think is is great it's a reflection of modern working um being able to get that feedback at the time with the surveys and assessments all good and having those mobile environments for both the end users and the Agents to provide a more flexible set of working we're not all tied to desks not everybody wants to work that way you you provide greater satisfaction greater efficiency through their on the the opposite side asset in terms of Hardware software so itsm itself comes with with uh base sort of asset management that can be enhanced with having the item uh ham and Sam licensing as well so there is capabilities available in all the standard licenses but also driving those capabilities further with item I think it's important and having that as well providing that richer environment from the operations management side you know what's happening in your Cloud environment making sure that using service mapping to really give that top damage view of the services and bringing in things like for the the data certification have you got robust um data within there really in many ways start bringing in a more service orientated aspect and we always try and encourage customers even from the foundational stage to think about Services especially from a service management point of view um you still have if you look at an instant form today you're in servicenow you have business service service offering CI categorization all available to you um which is almost too much um thinking about what your services are what are most important services to your business building out that as a discipline from early days really starts bringing you into that service context because one of the things that's going to do is help you appreciate what's most important to a business what it's costing you to the business and the performance of those services to the business but it it's not a switch it on Journey it's something that takes time uh over a period so things like service portfolio management along with digital portfolio management especially DPM where you've got other capabilities that you have available to you searches APM application portfolio management the the asset side and coming up will be um strategic portfolio management within the DPM environment all those things are going to give you a richer more complete view of a service environment but there's a level of organizational change we'll take from if you're very used to using categories and maybe a CI to go to a full-blown service orientated environment but that's quite a big step so building that over a number of these phases I think is definitely a recommended approach for that and you can see success measures and there um you know Business Service comes into there um we talked a little bit about changes and how changes maybe start with a very simple model in Foundation such as standard normal and emergency move into more Change Model um perspective later on and also enhance risk assessments um they come through also in the success measures one of the things that's not in in here and deliberately so in any of the stages at the moment is devops not that devops is a bad thing but it's something we see is quite polarizing so some customers are very interested and engaged with working in a devops style and that's very much where where they want to be other customers much later so we see some customers wear devops is highly appropriate for day one for them other customers it's much later in their journey of where maybe devops is appropriate for them and it may be never so a whole Spectrum so when we looked at what would be a good Baseline recommended implementation sequence devops didn't fit neatly um because it's highly customer contextual so that's one of the things that you won't see popping up here but what you will see is very much but service orientation in the box at the bottom along with the machine learning capabilities coming in so predictive intelligence and now task intelligence um provides uh excellent capabilities and when you take those capabilities and Link them into things such as service operations workspace with the agent assist the similarity engine coming through and and the knowledge as well then that really does drive an enhanced experience for the agent and therefore improved um improve capabilities for them to resolve customer problems um virtual agent again conversation interfaces um virtual agent is one part of it and obviously things like Microsoft 365 integration which has improved in Vancouver again so it's not just teams and it allows things like employee sensor to be shown within Outlook um messages so the whole conversational interface part um is really should be considered at this point in time and we talked a little bit about the whole multimodal uh change as well in many ways the walk stage reflects the the itsm pro licensing um hence that's why a number of these things are linked to here such as performance analytics um you can see on the right hand side we've got a number of the the item features which have come through um such as the certification ACC for monitoring now um which was uh it was just ACC for visibility before event management really helped manage that estate and I think event alert along with machine learning can be really powerful in helping drive that side of the business you know probably around six percent of instance are machine created rather than just um people created which is around 40 so yeah having automation around event and alert really does pay significant dividends as we move on to the Run stage um you can see but as we move into the Run stage it's more about enhancing those capabilities it's using the data that's available along with some of those Ai and just picking out some of those things so health log analytics is great tool for that investigation and looking into the logs I able to identify anomalies and Beyond logs and because of that um cloud and far more prevalent with um things like Azure and AWS um coming in at this stage SRO SRO is a um there's a discipline um is something I think we'll see more and more of um as an aspect within servicenow and continuous Improvement management for me I I'd love to see cim as something that you almost start off with day one so you can collect refine and publicize all those Improvement activities so if there's opportunities to pull that forwards you know for me I would definitely strongly consider that because it's the thing that is going to give you that common register of improvement activities because as you go through this journey you're going to be exposed to a lot of capabilities and a lot of options to work through then finally fly which is almost Nirvana um it's a point where you're really into a full-blown refinement and we've got Workforce optimization it's a it's a great tool it really sits on top of advanced work assignment in a number of areas um but it also has other capabilities such as coaching within there um it's been enhanced quite a lot especially for managing uh Team of teams so you know we see a number of our customers which might have Regional teams then they'll have those Regional teams bundled together into a larger team so it's had features added to provide that sort of capability along with really um that skills level managing the skills driving Pros training coaching opportunities through things like service operations workspace back to those agents to close the loop and help them improve process optimization which is now process mining in Vancouver um is is there both Workforce optimization and process optimization are in the itsm Enterprise license but we're also separately licensed now so there's an opportunity to pull forward in those capabilities and finally benchmarks benchmarks and success dashboards go together they are slowly um becoming I would say interdependent so From Success dashboard you can look at the benchmarks and how you're performing and you can jump from benchmarks to success dashboards that's really giving in some respects a unique perspective on not just only your own performance but how you perform against your peers so a very strong way of looking at how that goes so that's for recommended implementation sequence and as I've gone through it really it's where to give you a framework to build a discussion to build a sequence that's right for your business and it's about taking those existing products it's about delivering them in phases and ultimately you know recognizing where the customer is at as you jump into it you know you're going to have some you know some things could be um at the walk stage others could be a foundation so whatever hot spots and where are the um how do they link ultimately to the the capabilities and one of the things I just wanted to talk a little bit about is just the sort of the next layer down so the global Solutions framework um which is readily available and we touched on some of these in terms of a business capabilities you know driving down your costs battery employee experience optimizing become more efficient all touch into the service operations space and all driven from ultimately imperative which is to automate optimize your service operations one of one of the nice things about this is it helps think about from a business perspective some of the things that you're trying to do so the kpis are you want to reduce the human capital or the time taken and some of the use cases that are going to help you drive for that and I mentioned you know the path through so even when you look at that recommended implementation sequence is it's a huge amount of potential technology that you're looking at but again understanding those objectives how they how they look is important so you can see here in many ways this is um taking those three parts that were in the GSF so the technology the experience and the optimization [Music] um regardless of where you want to end up a majority of Journeys in service operations have a have a common core set of activities serve up foundational part which is about Labor foundations and even into cruel Lane foundations with many or common um common applications um to gain a set of common objectives you know isn't it is pretty Central and then ultimately it's about then driving through to what are your objectives and we see here what we've done is taken almost taken that recommended implementation sequence and taking a step down so we've tried to say highlight against that what some of the things which are ultimately important and use that to illustrate in this case we want to drive employee experience through use AI so those um conversational interfaces and that's going to also help improve um productivity again these I.T adoption blueprints are in two areas one VR the adoption blueprints which are inherent within servicenow instances today so if you go into adoption the adoption blueprint Within servicenow These are essentially codified into the instance and give a a much more richer view because they're they are being shown against what's installed on that instance what data they have um but also available on now create [Music] um just a very quick reminder of there's a wealth of um content available um I'm not going to go through all of this um there's a whole raft of things I uh improvements been done recently to the training um with the rise up program um so please if you're not familiar with that and go look at it um things like now create recently had a makeover so if it's been a little while since you've been into there there's a range of improvements occurred to that it's just about on the release of all the new Vancouver stuff so please have a look at that so finally just to wrap this up um is what whatever before things to really think about within this well you've got to ride from business outcomes driving from the technology the technology is a means to achieving those outcomes so don't reverse it round what the outcomes are and ultimately making sure that those outcomes are measurable linked to the company objectives is going to help you then understand about what the technology required is service operations itself is existing product it's not it's not new but it's about maximizing the value from those existing products there's just too much to do in one go so understanding building a journey from that information repositories that I showed in terms of recommended implementation sequence and adoption journey is the things that's going to help you do that and keeping that in context is what where is the customer app how mature are they how good is that data how does that link to our objectives all those are business orientated questions that should start with um and that's going to make sure that you're able to be more successful and measure that success as you go forwards so I will I'll talk to my colleagues I will make sure that um obviously everybody who signed up and is made aware of where the presentation is and recording um so thank you all for your time and have a great rest of your day