all right let's go ahead and get started um I wanted to go over just a couple of housek keeping items first uh this presentation may contain some forward-looking statements that reflect the current beliefs of service now and are based on current information that's available these are forward-looking statements and should not be replied relied upon uh for making purchasing decisions today's session is part of the live on service now a curated event series uh to connect you with service now experts and peers that can help you deploy your products and Achieve value faster we hope you can join us again at other webinars or 360 exchanges you can see the schedule by scanning the QR code or using the link in the chat before we begin a few quick notes notes we'd love to encourage you to ask questions we'll reserve some time at the end of the presentation for Q&A but please use the uh the Q&A feature uh within the zoom to ask any questions throughout the session and I'll be monitoring that this session is being recorded and will be shared on the community afterwards the service now Community afterwards feel free to head over to the impact product Hub on community at any time to engage with experts ask questions and see the the latest Innovation and look uh for other upcoming events lastly look out for the survey following the session we'd love to hear your thoughts now let me do uh let me introduce myself and the other presenters you'll hear from today uh my name is Dave Christensen and I am a principal success architect within our impact bu also we have Hugo noo from our outbound product management team and then last but not least joining us from Dell Technologies we have John Sheridan uh senior director of interprise service management I have had the opportunity to work very closely with John and his team for for over four years now and I'm super excited uh for you all to hear the journey that we have taken with the Dell team in that time I couldn't be prder of the so many accomplishments that we have made in our partnership to drive Dell's strategy Dell and specifically John have been absolutely fantastic to work with now I'm going to pass the mic over to Hugo to walk through a pull question uh do a bit o of an overview of impact and give you a product to her noo over to you thanks Dave and hi everyone um thank you for joining so we're going to kick things off with a little poll so so we wanted to ask you how do you track today the value that you're receiving from service now so do you use formal metrics and dashboards is it more of a gut feeling do you create your own manual reports or do you not really have a strong mechanism in place and as I'm seeing the results come in um seems like a lot of people on this call actually don't have a real formal mechanism for tracking the value receiving from service now quite a few also use formal metrics and dashboards which is great and I'm just going to wait a couple more seconds and I'm going to close the poll all right well so in terms of results it seems that more than half of you actually don't have a formal tracking mechanism for evaluating the the value that you're receiving from service now and this is actually a great transition to my product overview of service now Vats and I'd like to kick off by talking a little bit about history so why did we launch this products and it all started about three years ago we interviewed hundreds of customers to understand how they were receiving value from service now and how they were tracking this and what we realized during this research is that although a lot of our customers were embracing a very ambitious vision for service now they understood the power of the platform a lot of them had a hard time actually tracking the value they were receiving from service now or actually just getting to value and um we we came up with a term called the value gap which is basically the difference between a customer's expectations for service now and the business outcomes they actually see and there are different drivers of the this value Gap things like a lack of expertise right like it's tough to find good service our talents um also a lack of personalized guidance um a lot of customers thought that the service now resources and content were a little bit too generic and finally a lot of for customers also struggle with technical debts right which prevents you from upgrading and releasing new innovation to your users and this is why we decided to launch service now impacts this is a product that went live almost two years ago um we'll be celebrating two years in January um we have about, 1600 paid customers today so a very fast growing product and um have been receiving really good feedback so far and at a very high level um service now impact is what we call a value acceleration solution what we hope to do with impact is one make sure that you're adopting your service St products that you're able to track how you're using them two you want to make sure that we're able to keep your environment healthy and three we want to make sure that you have access to the right expertise and I'm going to be showing you all of this in a demo I'm going to be leading My Demo from the point of view of a platform owner or Jackie Gutierrez here so when Jackie logs into impacts every morning this is the first thing she says this is her impact homepage here she can track all the activities that she's working on like her big strategic initiatives she can track what we call her value Journey um which are basically her strategic business objectives for service now she checks how she's using different impact features and training and she also sees recommendations for her based on her role as a platform owner but also for her company based on the products that her company owns the level of maturity their objectives Etc she can also easily track her platform health and she can initiate a conversation with her impact Squad the impact Squad is Jackie's designated team of service now experts it's the group of people that will guide her throughout her service now Journey the customer success manager is per main point of contact is the person who will help keep Jackie on track who will share um relevant resources and and put her in touch with the right people the success architect is her strategic advisor it's the person that will help her Define her strategic objectives for service now how she can use the right products to get to value and the platform architect is her technical Guru it's the most knowledgeable person on the service now platform and her support account manager or Sam is the person who will take care of her support tickets every day and keep her platform health so really this homepage here is a summary of everything else that impact can do but I want to go into a little bit more detail on some of this and when customers first on board with impact they start with what we call the value journey and the first step in the value journey is the value blueprint this is an exercise that Jackie does with her success Architects and during this exercise she basically defines her strategic business objectives which you see here on the left side of the page tied to the products that she purchased and then we tie everything to clear operational outcomes and success metrics and these this value blueprint will guide Jackie throughout her entire service n Journey once we've had this um business discussion we then move on to what we call called the capabilities snap this is Jackie's single pin of glas into everything that her company owns so she can see all the products that they're entitled to with a status so she knows clearly whether those products have been implemented whether are they currently being used Etc she can also click into each sh to learn more and then we also go one step further with the prodct adoption road map and here we take the same capabilities as we saw in the capabilities map and we sequence them into a recommended implementation plan that will get Jackie to Value as quickly as possible and the colors you see here are the business objectives that were defined during the value blueprint so once we've had a business discussion with the value blueprint we've defined what Jackie owns and in which order she should Implement those capabilities this is is where the impact AI recommendation engine kicks in based on this business and Technical data we come up with recommendations for um actions new products training you name it all recommendations that will get Jackie to Value as quickly as possible I know that value is defined in a different way um by every company what we mean by value with impact is getting key to improve the success metrics that matter to a company and she's able toct this here in the business kpi section we call this outcomes performance and so for the business objectives and operational outcomes that were defined the value blueprint we're able to track the improvements that she's making every quar so for each of these we can see how she's performing every quarter and then if we're able to define the revenue and cost drivers behind each of these metrics then we're able to calculate a clear Roi that Jackie is getting on her service now Investments and these reports are customizable um by point in time by products by business objective and so here you can see that these were the targets that you define in terms of monetary value and here is what she achieved in the past year but none of these results are achievable unless Jackie maintains a healthy platform and therefore impact has a whole set of platform Health features the first one it's Health Scan imagine some of you are already familiar with this product here but what we do with Health Scan is that we we divide Jackie's platform into five different scores the ones you see here here and then we track how she's doing on each of these and we also have clear recommendations on how she could improve those scores we also show her how she's performing over time and most importantly how she's comparing to peers in her industry impact customers also get access to a tool called instance Observer it's a self-service alerting tool that allows Jackie to set up customer alerts related to her platform so if a job is slowing down her platform she would get a real time notification letting her know about this anomaly but also with AI generated recommendations on how could remedy that issue and this is a really popular feature among our customers and finally Jackie can also track all of her now support cases she can make sure that service out is during to the slas that we agree to she can see how person support cases are training over time and easily click into any of them if Jackie wants to learn more about impact features you can go in the impact benefits page which shows her a deep dive into everything that impact has to offer I talked about the value Journey business kpis a platform Health but I also want to talk about the experts that Jackie has access to I already talked about the impact Squad which is her designated team of service to experts but Jackie also gets access to additional experts on demand based on her needs she does this through what we call impact accelerators these are basically short-term Services engagements on a very specific topic it's a tried impr proven recipe for success and there are different types of accelerators um some of them are technical in nature others are more strategic a typical accelerator would be one like um we have quite a few accelerators we have more than 30 today we add anything between five and 10 every quarter but a very popular one would be um let's start let's say this one jump start your AI search so typical accelerator what we would do is we clone Jackie's instance and then we show her how to implement this products and her environment so it's very realistic it's her own data and then we put Jackie in touch with a service now expert who will share best practices with her and finally Jackie also get access to advisory sessions which are a little bit different than accelerators they're basically have day workshops with a service now product expert on a topic of her choice so to make things very concrete if Jackie wants to implement AI search she would likely use the XR on the other hand if she wants to learn about our AI road map then she could use an advisory session and therefore talk with a product a product expert and to conclude my product overview one of the big objectives of impact is to make sure that Jackie um is able to adopt her service now capabilities but we also want to make sure that she fully leverages all the features that impact has to offer and this is what the consumption report does so here she can see how she's using advisory sessions accelerators all her strategic initiatives um how she's using instance Observer developer Support also training because um APAC customers do get access to a lot of free training and learning credits so this concludes my product overview I saw there's quite a lot of comments in the chat so I'll make sure to get to these if there are any questions otherwise feel free to pop them in the chat but hopefully this showed you what impact is able to do for you um to sum up it's a value acceleration solution the main objectives are making sure that you get to Value with service now meaning that you adopt your service St products you keep them healthy and you gain access to the expertise that you need all right Dave passing enough to you yeah thanks Hugo um and now before I hand it over to to John um I wanted to share a bit of a teaser on what you'll hear from him today uh dell like many of you are facing every day the need to grow and scale your business um in a in a very close partnership um with the service now impact team and the Dell uh dell team we've aligned to their priorities uh that are most meaningful to reach uh those those goals headon um and in turn we've seen some amazing results uh which you're about to hear um and I truly do not want to seal any of the the uh the amazing uh uh Thunder that that John will uh now uh share with you so with that uh I plan um why don't I turn it over to you John uh and and you can tell everyone here why Dell says yes to realizing value faster with impact sounds good thanks Dave hi everybody thanks Hugo uh it was a great intro so uh we'll talk a little bit about kind of have a good agenda that we'll go through and it's similar to a presentation that we had done at knowledge earlier this year but uh really starting with what what you what can you expect what are the takeaways from this session and like many companies we realize we are experiencing a value Gap and the way we look at Value Gap is the number of capabilities that we have on the platform with service now and how long it takes to implement that to get value from it so you know if you're on platform you purchase a capability like itsm or some of the other larger workflows there's an awful lot underneath that looking at how to leverage that how to implement quickly and be able to move through those things to be able to get them into production and leverage those is really what we looked at as an opportunity that we or an area where we could really improve um it's really challenging value gaps are created for various reasons competing priorities finite capacity decentralized governance all different things but we really believe that impact was a key component to helping us narrow that value Gap and really accelerate our value realization and since then we've been run so impact has helped us work across our teams with indell as an extension of our team it brings information back to us via governance that my team wouldn't necessarily have the breath or the capacity to go out and gain and the digital experience that Hugo previewed and I'll show you a real practitioner view of how we're utilizing that today later in the presentation helps us keep visibility and focus on what's really important to us so what is our strategy and what is it with Serv us now and where do we have our impact Squad focused to support that strategy and we can draw lines directly to those things in the impact digital experience uh Dave if you want to go to the next slide I mentioned our agenda so a couple of things we'll talk about I'll just give you a brief overview of our Dell ecosystem so how we're leveraging service now and where it is deployed in the environment today we'll talk about our impact journey and then we'll share some examples of how Dell acts with impact I'll share our governance model which is something that impact and our impact Squad was very critical in helping us Define and build really enabling our of Excellence for impact the outcomes we've realized and then a few Lessons Learned so when you think about our ecosystem within within Dell we really we have six production environments today um Dell digital which is providing the backbone of the support organization everything we do from digital operations essentially when I say dell digital that's our it organization internally supporting everything the organization needs to be able to do what it does we have other environments that supports labs and infrastructure we have our exell environment which I'll touch on in a minute which is an internal shared Business Service environment NextGen cloud services promanage those are both customer facing offerings that are supported by environments of service now that actually extend Dell capabilities out to our customers and end users and then we have data center Services as well from a company perspective we have about 120,000 team members we have over a million portal visits per month on our portal that is powered by service now so our internal portal is called IIT we're getting about 1.3 million visits per month there which is a big factor in things that we're able to provide from service now like our virtual agent and we'll talk a little bit about that in the future slide as well uh our virtual agent is seeing over 40,000 conversations per month and it's yielding an excellent success rate and there's a lot of reasons why that's really important to us and we have over 10 million configuration items in our cmdb when we think about configuration items that's any device any CI that's in the cmdb for those that are involved with cmdb from a primary CI perspective Ive which means something that's able to be linked to an incident change or any other itsm record we're around 400,000 so just a little sense of our size scope breath and sort of the uh the the Dell service now ecosystem uh Dave mentioned in the beginning we've been working together for quite a while we actually started as a customer success customer back in 2019 2020 and we started that engagement as a pilot so what we wanted to do is sort of dip our toes in the water figure out you know what is customer success all about and what can we gain from it how can it help us accelerate uh so since starting there we really focused on our Dell digital environment and that's where the primary time was spent by our uh Architects um we had one day per week with the success in platform Architects and we were really focused on single instance governance and extending and learning more about the it capabilities that we could either leverage that we hadn't been leveraging or how to get better at what we had been implementing in 2021 2022 we had a growing need to accelerate our Innovation we had we were supporting digital transformation the future of work right we had just gone through pandemic and bringing everybody out of the office in their homes different ways of working a lot of that was powered by workflows Within service now um we needed to continue to accelerate that so we extended the hours of our customer uh customer success Journey uh extended the number of days and and hours that Dave and Dutch our platform architect were with us uh and really set a sights on how to improve our platform health how to accelerate our virtual agent agenda and how to accelerate our technology Journeys and set the foundation for those benefits for the years to come with the success of that that really became the launch of total impact so we we had a lot of success in working with Dave and Dutch the access that we gained to service now expertise the ability to get experts to come to us and help us understand how best to implement a virtual agent which we had no experience with in the past um th those accelerating factors were really the Catalyst to say Hey you know this total IMPACT program we believe will actually accelerate and continue to drive our digital transformation powered by service now within the organization by bringing all of the features of impact so things like the digital experience the accelerators The Advisory sessions all those things that will help us continue to extend capabilities that we owned that we maybe weren't taking advantage of or the capabilities that we had that we weren't taking full advantage of or realizing full value from um so that was the Catalyst for total impact and in 2022 we signed uh with total and really extended governance across the organization which was a big win pulling all six of those environments and their environment owners together moving together now in a coordinated way and understanding what our total environment health or platform Health was like across all of those uh and leveraging the digital experience to visualize and track all of those initiatives and programs at the same time uh so it's been quite the journey so far definitely have work left to do but we've made a significant stride in our utilization of the platform as well as well as the speed with which we're able to move so thinking about how we act with impact um I'll share a couple of examples couple of real life examples from Dell around how the impact squad has helped us so in this case we're talking about platform Health when we first engage with customer success one of the areas we said we need to improve is our platform health and you can get your platform Health score at any time getting the underlying information and how to interpret that and where to focus and really be able to pull back actionable sites from that to pull those levers and drive increases in platform health is where success and impact both played a big role for us so experts help helped us understand interpret the findings our platform architect works with us on a weekly basis runs a health scan on a monthly basis and then we are recommending actions for the biggest gains in doing so we realized a 40% gain in the first year that we were with the program and really focused on our platform Health which is significant for a lot of reasons I think Hugo touched on some of those earlier but really simplifying our upgrade path and part of the value of this and having a much cleaner environment and a much more performant environment is that we're now doing upgrades in less than four weeks start to finish so we're taking every family upgrade as it comes we're executing in under four weeks we're keeping our pipeline to production moving for all but the last Sprint of that four-week cycle and we're upgrading and moving so we're realizing gains from implementing resolutions to problems and realizing new functionality new capabilities faster than we ever had been the reason we can do that is because we've cleaned up our environments we have a much better health posture and we're also eliminating a lot of technical debt from the production environment so our developers are spending time on feature development and less time on resolution of incidents and removal or remediation of that technical debt another supporting factor in platform health is um you know realizing that we can now see the signatures of these items that are picked up in health scans and helping having our impact Squad help us interpret those those we take those signatures or those profiles and we embed them in a product that sits in our Dev environment and that product in our Dev environment basically is something that developers run a scan on it's called bravium best practice engine developers are able to run a scan before they move from Dev to the test environment and if any of those signatures are found they're unable to move until that's resolved so we're continuously Burning Down the number of findings in our health scans which is another great kind of accelerator and value ad along the way impact has helped us with all of that moving on to expanding into the business I mentioned the xell environment on the first slide that we looked at the landscape our Dell landscape xell is kind of unique it's something that we thought about for about a year looked at the architecture and used advisory sessions in our impact Squad to really help us put this into production and put it into practice so what we were finding is that a lot of the business the non-it T based business in Dell would love to use service now capabilities but doesn't necessarily want to be bound to things like moratoriums and all the rigor that goes into supporting a production environment that's needed to support things like major Incident Management all of your configuration work right all the moratoriums and outage times that come along with that uh they want to be able to consume these capabilities but they want to be able to move a little bit faster with a little bit less rigor our answer to that was let's create a shared service environment which is why we call it xell or cross Dell and let's allow the business to consume that but let's not duplicate things we already have so for example we have our myit portal where everybody comes to learn order and get support we don't want to create another portal we don't want to create another place for customers to go we want to integrate that front end with capabilities or needs that may exist on xell where a business is consuming that and has their own Federated or distributed development capability so they can move and have some autonomy to be able to do what they need to do with the flexibility of knowing that the way it's architected if they break something they break themselves they don't break the world so that was important to us and an area where impact helped us really accelerate this was the architecture advisory sessions establishing that looking at the options for how we might execute on this and then providing the insight to our developers and our environment team to be able to go in create this environment architect it with the domain separation necessary to be able to be successful in this and create the rules to be able to keep the business units either separate or allow them to share information as needed U so it's been a significant win it's been in production now for eight months we have our first tenants on boarding and are continuing to expand that in the coming year uh thinking about virtual agent virtual agent has been a big one for us as well so virtual agent we are about two years into our VA Journey uh we're seeing success rates right now and we Define VA success as a team member interacts with our virtual agent completes the topic interaction and does not transfer to a live agent and does not provide negative satisfaction or desat if those things happen we consider that success that means that right now we're taking a little over 20% of the volume off of our service desk for things like basic inquiries how do I get Vio how do I order this how do I reset my password and the service desk then is able to reappropriate their resources to work on things that actually require human interaction so much tougher things like hey I blue screen three times last week I have a bios issue or my server time is not matching this right things that require that interaction in real triage so the desk is able to really focus on those value ad activities and we're taking the inquiries and some of the basic transactional activities off of them and automating that through our virtual agent uh we're currently at 93% cessat and that's a transactional cat which is really important to me that means that we're measuring cat at the point of service so very basic survey how did it how did we do how did this work for you um did you have any issues provide feedback we collect feedback at every opport Unity we can and we're really driving at that contact reduction so uh you know major components to this reset password is always a big feature everybody's always looking for that I bet you that most organizations here probably have a very high ticket rate around password resets or Windows passwords um my ticket status was one that surprised me people want to know where their tickets at where's my incident how far along is it being able to automate the response to that and let them ask based on their name and not necessarily having to have the fully qualified ticket number is a huge value at to the team members and then Global protect or VPN whichever VPN Source you're using along the lines of password reset often those interaction type transactions are very uh very chatty in terms of incidents um how did the impact Squad help us with this so I mentioned earlier that we didn't know what we didn't know we've never implemented a virtual agent before so in the beginning we worked with our Squad we did we ran some accelerators we talked about how do we how do we orchestrate this right and it was it and HR coming in so how do we have two nlus that are able ble to be on the same platform and serve up different information without collisions we still have some work to do on the Collision aspect the nlu management is definitely something that we're still working on in fact we're in the middle of a accelerator right now called tune up your VA and working with service now to really understand how best to have those two nlus interact while we look at the next iteration of that which is pivoting towards now assist and the ability to lead with AI search as opposed to Leading with a topic driven VA so lot of work to do there a lot of work's been done there but the the benefits of the yield have been excellent for the organization governance is sort of the next Frontier I mentioned that in the beginning too when we pivoted to Total we wanted to bring all of the instances across the organization together and to do that we needed to define a governance model that not only worked for everybody but had some value and benefit to everybody as well we didn't want to create toil we don't want to create unnecessary meetings but at the same time we want to have visibility to what the other environments are doing how current are they with their upgrade path where are they at with platform Health we've gamified some of those things just a little bit of fun banter that goes around whenever somebody's platform Health passes the other environment um so we worked to our impact Squad Dave and I work together pretty closely with some other experts from service now and said how can we create a governance model that brings those things together is lightweight enough that it's not burdensome to the organization but also adds the value of providing visibility across the org and this is the model that really came out so we are running today a governance board that meets weekly only 30 minutes very standup oriented and an architecture board that meets bi-weekly architecture board made up of platform Architects and really provides that technical alignment of what capabil is being utilized is it utilized in some other instance could we benefit from that is there any cross-pollination opportunity um what are teams doing and what have they seen with this capability that we may or may not be using somewhere else so a lot of that comes together in architecture governance is all about visibility to the sort of think of that as a high level grooming should we do this how could we do this is it right for the product or are there new features coming out that we want to extend across the organization beneath that those things and the outputs from those sort of feed into our distributed development philosophy that I mentioned so we're extending distributed development capabilities to some business users that have the right level of training and the right skill set to be able to do that and the desire to do it and our service now Tech team which is really providing the environments the support release and deployment capability product support and all of the other sustainability efforts that go into running our environment so all of those things are all full circle when it comes to governance all right digital experience uh so Hugo touched on this a little bit and when we look at our digital experience these are actually screenshots from our IDE from our digital experience platform so these are showing what we're doing how we're doing it and this is live data so the first shot you have here is our value Journey it's our business value map and it's where we've sat down with Dave and Dutch and our platform team and we've talked about what is our strateg what is our strategy for this year what initiatives support that strategy and where can impact help and we go through our V business value map and our value planning and we align those things to individuals to initiatives to high level strategic themes and then as we we go if you want to move to the next slide Dave we think about initiatives that we're working on day in and day out these initiatives can be tied directly to how they support those strategic opportunities or strategic goals that we have in place and we can clearly see where we have our impact Squad deployed where our teams are working and how that supports strategy and if something's out there that's not necessarily supporting or directly linked to that and it doesn't make sense we'll pull back on it and make sure we refocus on what's important to our priorities and what's important to strategy the third area is our consumption report I think Hugo touched on this a little bit so what are we consuming from a um utilization perspective what impact features you can see the number of advisories out here and some of the numbers of uh other features like accelerators all of those things are able to be visualized here um we have a lead who is really I consider her our impact lead uh she sort of manages the relationship between our impact Squad our digital experience and is working on anytime we have an accelerator that's new or something that we want to take advantage of uh she'll rationalize that through governance work with the team put it into IDE make that request and then work with Dave and team to facilitate that schedule and get it in place and lastly platform health and this is another one that Hugo shared so there is a lot of data in the platform health section uh the digital experience really in in my view has done something that we've been doing with spreadsheets for a number of years and I was happy to see it in the platform and that is to be able to visualize by environment what your platform health is the five Dimensions that Hugo showed on his slide earlier what your value is in each of those and then within that there are recommendations that are made by the engine in the background that say Hey your highest value right now is to focus on this pull this out fix this in your environment and you'll gain X perc in your platform Health score and here's the reason why that's a good thing so it's been very impactful for us to be able to use that as our radar screen when we think about improving platform Health to really Drive some of those initiatives and be focused in the biggest highest value areas in the past we were guessing we didn't have that visibility uh or the skill set to be able to know that this thing is happening in 50 different blades across the environment versus looking at something that may only be a oneoff so from an outcomes perspective right how does all this come together so we have done an awful lot in terms of like Dave said the value that we've driven over the past few years of our engagement whether it's from success or from Total impact uh We've increased our platform health over 40% we're driving that 20 plus percent deflection in Virtual agent we've increased the number of business units that are consuming service now capabilities internally or that we're supporting by four times and we've driven training and certification in the organization largely through our partnership but also through our distributed development extension over 500% so we've got a much deeper bench and that's actually helped me in the form of being able to bring people into my organization that are aspiring Developers that got involved with distributed development were're able to consume some of the training credits that service now offers through impact which is what we use as our one of the steps when we bring in or on board new people U and bring in somebody that's skilled up already to my team that can hit the ground running as opposed to bringing in somebody that we have to trained that doesn't have the insight into why our environment performs the way it does or how D does what it does another important factor in this and I believe that there's a webinar in January on this around the the they'll call it the economic impact of of impact is that we're seeing a 20% acceleration right now from idea to implement so that's a huge element that's a huge accelerator for us and from idea to implement means hey we'd like to implement irm great what does that mean right so how do we accelerate that well right away we get Dave and team involved we bring impact in we look at what environment makes sense what are what is the team trying to accomplish that wants to leverage irm capabilities and how do we accelerate that and the evidence we're seeing is from our spint Sprint velocity and duration from we want this to we're using this in production that's where we see that 20% acceleration that's narrowing the value Gap and that's getting that capability to the business faster the other element that's really important is we're seeing a 15% gain in our development capacity and I mentioned I touched on this in platform Health we think about the time developers spend remediating working on incidents not working on new feature set in feature development we've been able to return 15% of their time to them to work now more on featur set development so again another accelerating Factor we're doing more new things and extending new capabilities as opposed to plugging holes in the dam and fixing things that either leak into production or occur in production so uh massive acceleration and massive gains last but not least some lessons learned so leading with governance was one where you know I I say it's a lesson learned is really we started this way and we're happy we did so it's more of a Proving Ground of establishing the governance model and having that Collective view of what's really important to the organization what is the strategy from a service now or a platform perspective and what are we going to do with that so creating the governance model having that in place and being able to use that as your Proving Ground or your validation ground for whether or not it makes sense to tackle a certain initiative or to place your focus somewhere else U defining what value means and how it'll be communicated is important Hugo showed a slide where that particular example was communicating in terms of dollars internally within Dell unless I'm taking money out of the budget and providing hard savings I communicate in terms of value to the organization accelerators to the business and driving digital transformation so if you have a definition of what value means and you run through your value mapping with the impact Squad you're going to have a much tighter story and a much better view of what your metrics are to support that value when it comes time to go back to your leadership and say here's what we did and here's why why it's good uh establishing our demand and intake in alization process is important kind of part of governance at the very front end but um as you start to expand and as the word about impact gets out and everybody starts to hear there's service Now activity everybody wants to do something you can't always do everything that everybody wants to do especially in a large organization so rationalization of intact uh of of uh intake of demand and prioritization is really important and Clarity in prioritization so how does this support or roll up to a corporate initiative or strategy obviously that will lead versus things that maybe are one-offs or not supporting quite the same breadth of strategy those are things that you backlog and Tackle when you can and then quickly aligning those organizational goals with initiatives that's getting started that's hitting the ground uh one of the things we wanted to accelerate when we went to total was we didn't want to have a whole crew of people sitting around talking about how we were going to do something we wanted to make sure we had those people on the ground doing things actually executing as we put all these processes in place um you know before we go just a quick couple of quick things thanks uh very much for joining us today um we do host these webinars monthly so be sure to uh to check out the next one on January 31st to hear more about the total economic impact of service now impact uh from Forester which John had a a heavy part in uh in helping putting that that report together um next uh you can scan the QR codes to go to an immerse experience website uh to learn more about impact and then last um you know join the the impact Community join us on the impact Community uh where you'll find today's recording as well as any upcoming events and ask questions um within that community site all right well thank you everybody for joining um and look forward to seeing you all in uh one of the next uh upcoming webinars thanks Dave thanks everyone yeah thanks everyone