cool looks like attendees uh joining are slowing down a little bit so we can uh we can go ahead and get rolling and the first couple slides we'll be doing some housekeeping anyway so hopefully everybody can join before I really get into the content so welcome everyone to this service now impact Academy our topic today is the value blueprint and the value journey within impact this is one in the series of uh of sessions that we do around these topics I'm to start with some housekeeping and some admin and then we'll get into the content I'll go through the flow of the presentation and I'll also introduce myself but we'll start with uh with with something Our obligation here around around Safe Harbor you guys are all familiar with this forward-looking statements uncertainty this is all Futures so no no promises made I know you guys are familiar with this want to mention that this is one in a series of webinars and meetups that we do um we hope that you're you're able to to join many of them when when topics are of interest to you uh you can click on the uh on the code over there to see to see the schedule and we'll share the link in today's chat but uh hopefully you're able to join many of our our interactive series of events and hopefully they they help you when when the topics are uh of interest to you little bit of admin too we save time at the end of the presentation for Q&A so I mean you're welcome to throw some some some questions in the in the Q&A during during my presentation and and I've got a colleague on the phone who could who could help answer them or we can ask them you know at the at the end and and address them that way we should have time um we will share this presentation out on the community in a few days so you know the content will be out there for you um in in the not too distant future and we hope you fill out the survey that you get after the uh after the webinar um you know and hopefully you give us good marks for both content and for me as a presenter that would be that would be great yeah so let's let's get on with it after we've got through all the uh all the ceremonies here so who am I so I'm George bentle um that's me on my my deck in in Pittsburgh where where I live um I kind of sit over the city in a in a condo um today I don't have that view um the city is totally obscured with fog I can look out and see it now I was actually taking some pictures this morning and uh it was was pretty crazy so that's January in Pittsburgh I I don't have The View today so anyway um but I'm a success architect and a value strategist with service now within the customer success and the impact function so I sort of have a hybrid role and I'll I'll describe that a little bit I'm part of an impact Squad working with one customer for half my job and the other half of the job I'm a value strategist so I'm working with our impact squads in the field as they help customers execute on the value Journey that we're going to be talking about today but I am a former customer I uh I saw my first demo service now um I think it was 2010 so it was quite a while ago so I've been around the ecosystem for a while and I I was running service management for a Fortune 100 company at the time and I did that for several years and the first time I saw a demo my reaction was I want to buy that platform I want that now um I was not able to buy it right away it took me a couple years actually to get the business case together and I'll I'll probably tell a little story about that later but I had a skeptical CIO and a leadership team that was not b in right away and yeah it was an uphill battle to to get it done but we finally got it done rolled out several products um build a center of excellence build a program um really really enjoyed the platform eventually drank enough of the Kool-Aid that I I came over here several years ago to to help customers with digital transformation Road mapping how to construct a successful program what governance should look like from a platform from a technical perspective all those things to kind of go into a successful service now um service now program and initiative so um and we've translated a lot a lot of that into impact which is exciting some of what I'll be talking about today so that's who I am so let's let's jump into it so the flow of today's session we're going to talk about why would you want to as a customer embark on the impact value Journey what's a blueprint and how does it fit into that overall value Journey then I I'm going to talk about a customer case study and the case study shows that an impact Squad helped a customer go through the thought process of the value Journey but when I show you the demo I'm going to play recorded demo it'll actually show you how that that thought process that the case study customer could have got went through could have been a really streamlined online experience within impact so hopefully that'll come across that you know you can get through this process with PowerPoint and workshops with impact you could do it in a lot easier fashion and a lot more streamlined accelerated fashion then we'll do a wrap up and Q&A and uh and we'll be done for today so that's that's the flow so let's go ahead and dig into it so we did a lot of customer research around you know why the impact value Journey should should should should be so important and a couple of themes came out really prominently the first of which was I want to know that I'm getting the value for my investment and I certainly remember that from being a customer but second I want to accelerate getting that value I want to get it faster so you know what can service now do to help me get it faster and then the second theme was really around I want service now to show me what good or great looks like and I want advisory and best practices and advice and recommendations applied to my adoption curve so you know how can service now help me with with the right advice to get me there so that's why we've spent so much time on this impact value journey is in order to answer those themes to answer those asks from from our customer base and hopefully some of that will come across in what we talk about today so when I say value Journey what am I talking about so we really think of it as these four components it's first of all it's that alignment on your objectives as a customer what do you want to get from the platform you know what are your what are your objectives your outcomes how are we going to measure that alignment on on that on that first that's the first component the second component is what challenges are getting in the way of you realizing that that Vision so you know what hurs are there what obstacles are there and then what capabilities of service now can address those those challenges or hurdles but at the end of the day how do we measure whether we got there you know can we actually measure that value unlocked for you as a customer um and do we have the methodology in place and the calculations in place and and all of that as a as a foundation to be able to tell the story so that's why we've spent so much time on on putting this value journey together and our our management framework does speak to all these all these components so let's let's drill a bit deeper we think of the journey in phases and that first phase of the journey is and our word for it's value blueprint our phrase for it but it's really that alignment on objectives and I'll dig into the nitty-gritty of this a little later objectives the operational outcomes that underpin those objectives and then the metrics how do we actually measure um progress toward toward that Vision then it's about monitoring so measuring are we are we trending the right direction in a given metric you know are we driving cases down or incidents down are we reducing change cycle time just within the itsm world so are we are we actually tracking that well and can we make recommendations based off the trends we see so we can help move the needle in those Trends and and help accelerate that that value adoption so that's that that kind of execution phase and monitor and then finally culminating in value reporting so actually measuring you know what did we achieve within a given time period and that could be monetized you know so we can actually turn that into dollars so that's those are the kind of three key phases to this to this journey hopefully that's making sense but if I if I drill down one layer deeper going back to that alignment phase that value blueprint when we're talking about what your objective is what are your outcomes how are we going to measure it there's really two aspects to that phase the first is qualitative that discussion and that consultation around the right metrics and outcomes but then there's a quantitative element to it and that's around baselines what are we comparing to you know do we want to look back to a pre-service now time period with you as a customer can we can we use that as an anchor point and then compare service now to pre- service now or maybe you've been on the platform for years and years and years and we want to just picked maybe you know 2021 was a good year to compare back to because something changed in your business so we want to figure out what that Baseline is then we want to get into targets what's a what's a real what's a great Target for you within a given metric and this is really a you know a conversation because maybe you're more mature in some areas than others maybe you want to be more aggressive on some targets and less aggressive and more conservative than others so that conversation around baselines and targets and then it's around the data so a quick quick digression on on on data you might assume that we have all the data around these metrics you know sitting because you're in the cloud with service now and we can just see all that all that data and we can see some we have some Telemetry capabilities and we're working on those all the time we're looking at really improving our our Telemetry capabilities but as you know as customers there's often times configuration that happens within your your your environment that makes the dat data you know maybe you've modified something or configured something and maybe we've got to make sure that that data is correct so we've done a I've done a lot of work around how to gather the data we've got all kinds of data collection guides we've actually more recently been building some data collection apps that we we're going to stick out on our service now store so that you can download those configure dashboards that'll give us the data and we're actually future speak a little bit but we're actually into proof of concept on this right now looking at apis to actually pull that data right from your instance into impact so all this can be streamlined and automated so you know we're working on all these data Gathering capabilities but as you can imagine the whole process falls down if we don't have the right data so the data Gathering is very very important so that's another aspect of that quantitative phase then as I mentioned we get into tracking we call it outcomes performance this is part of your quarterly interaction with your squad we're looking at Trends and that way we can make datadriven Rec recommendations to you around capabilities of the platform that could help drive you know the right the right Trend in a given metric so that's really important that it's it's our way of working together from a quarterly interaction perspective all culminating in that value report after that right amount of time has passed so we can actually generate that report and talk about how much value's been unlocked now I will say this some customers want to see that in monetized format they want to say you know we saved excuse me $8 million other customers need to be careful about monetizing it I've certainly heard this from um some customers where you know they say well if I show my senior leadership that we've saved you know $7.2 million then they're going to look to take that out of my budget so totally understand so can we can be very flexible there in terms of how we represent the value it could be monetized it could be time we we can certainly we can certainly discuss that whatever whatever makes sense within uh within your culture I also want to mention on this slide that in the top right you see the now value wheel you've probably seen that on many many service now marketing slides it's it's been on a lot of marketing slides for the last last few years just want to make the point that we're really intrinsically linked to that to that wheel envisioning is about the objectives in the vision then you know execution is around creating is around execution in that monitor phase and recommendations and kind of getting there valid ation is around measuring did we get what we we were shooting for and then at the end of the day can we tell that story in the champion phase around the narrative around the value that we that we collectively achieve so we're really mirroring that whole now value wheel and cycle that's that's really the the same way we're talking here the same the same ideas the same themes so I said a whole bunch of things about the value Journey there um I was going to do a poll and I thought we' just do this kind of you know you guys can kind of rate yourselves I was kind of interested or I want you guys to be interested in kind of where you are in terms of thinking this way about your service now program and measuring value and and and and tracking objectives and outcomes and and and attainment so I have my own kind of thoughts about where you guys probably are because of my days as a customer but I just want you guys to think about it do you feel like yes this is just the way we work every day we've already figured out you know the quantitative side the quality side we already have value metrics you know we can generate you know time saved money saved easily it's just a normal way of working for us that would be you'd fall into the first bucket so you guys can think to yourselves is that the way you feel about this that's great that's super some of and some of our customers have figured out that way of working or number two would you fall into the bucket where yes we've done this before but it's was kind of point in time we're not doing it on a regular Cadence um we're not really methodological about it it's it's it's something we can do or we have to do sometimes maybe there's an executive ask to do it um so that would be kind of bucket number two bucket number three would be no but we really want to work this way we're being asked to think more about okrs and vision and goals and and how do we measure achievement and attainment or and four we just be no wow this is this is a different way of working we've never even considered it um and that would be kind of the fourth bucket so I just I just want you guys to think my guess is that most of you are somewhere in two and three um I know when I was a customer I was kind of in in the middle of two and three I guess somewhere kind of kind of a blend and also want to make the point that I know all of you guys have metrics now because you've got operational metrics you've got you've got to manage your your day-to-day business so in bucket number one when I say you know metrics I'm really talking about value metrics and we'll get more into that kind of what I mean by that but it's not your typical you know you're not your typical SLA metric that you might be living with on a on a day-to-day basis just want you guys to kind of think about you know where you are on that on that mat maturity curve with with regard to to Value management so moving on I want to make one more point about the blueprint itself so we talked about the alignment phase which is the left side of the slide which is you know understanding that vision and and aligning with impact Squad around you know what are my objectives what are those operational outcomes going to be and then how am I going to measure it with metric and we talked about the right side of the slide which is you know at the end of the day I want to be able to tell that Value Story and I want to be able to have a narrative around you know what we achieved and and be able to represent that but the middle of the slid is really really important we want this blueprint to be actionable we don't want to you know set baselines and targets and hey let's come back in a year and say Hey you know we we achieved this or we didn't achieve this that that's not what this is about at all we really want this blueprint to be actionable and what that means is that we have that interaction with your impact Squad around recommendations that'll help let let it's kind of a help us help you situation with impact where we can make the right recommendations around accelerators which are you know many Consulting engagements around a given capability whether it's you know a jump start or a tuna around the CNB or your virtual agan or or it might be around geni or it might be around AI search you know could be any of those topics or whether it's around content we can point you toward training we can point you toward advisory interactions where we're bringing an expert to bear um around a given topic so it's really it's really making this blueprint actionable so that we can partner with you to give you the right advice to get you there we're all the way back to why why the customer themes to embark on the on on the journey is really around customers wanting advice from us on on what to do and when to do it how to do it that's the actionable side of the blueprint those recommendations that we want to drive for you so hopefully that's makes sense that this is not just Target setting this is way more than it's a way of working you know to be honest so so digging into the what a blueprint actually is and the hierarchy of it all driven off your vision and strategy but then the hierarchy is the objective and I'll even throw up the definitions here the objective is that result that you're aiming to achieve the operational outcome is that specific measurable statement about that Improvement and then the metric is the actual you know measurement and in this case there are some examples here from our customer service management product value blueprint so the objective was scaling customer operations and the outcome is reducing the support cases the Asal metric is obviously the number of support cases so so that's that hierarchy but what I also want to point out on this slide is that we look at these from a growth cost and risk standpoint and that relates to the point I made earlier about these are not so much operational metrics these are really business value driven metrics you know we're thinking about metrics that drive revenue or reduce cost or reduce risk they're more Topline you know executive level business level metrics that are relate to employee productivity that relates to the bottom line or driving cost out which you know obviously we all get those pressures or around around reducing risk so you want I want to make that distinction that we're really thinking about business metrics here rather than uh rather than just operational metrics so that's what the the hierarchy and the structure of of the value framework looks like and then the question always gets asked why should I adopt service Nows metrics and your curated framework and there's a couple reasons and I'll describe those so we've we've developed these from thousands of customer interactions we've actually validated them with with with thirdparty analyst organizations as well um so we've kind of done the homework on what we think the right business value metrics are for each of our products you can see on this slide you know we've got these developed for for all of our our our our large products out there in the marketplace whether it's seops or HR Hardware asset or itm and all all that product that but just as importantly we've also done the homework on what capabilities can address Trends in a given metric so we know you know if it's around reducing cases or incidents you know with an HR or it we know which capabilities the platform you know could move the needle on on a given metric so whether it's you know predictive intelligence or process optimization ation or or VA whatever it might may be we know you know we've done homework on the linkage there the mapping of capability so we can make those recommendations to you if if a trend's not going the right direction on a given metric you know or maybe it's going the right direction we want to accelerate it we can we can bring some uh some expertise to bear and some capabilities to bear so that's another reason to to look at our curated framework as a as a as a big opportunity for you so let's get into the the case study and and and kind of talk about the process that that one customer went through kind of without the online experience so large retailer you guys have have probably bought something from from from these guys um thousands of locations globally um you may have bought clothes from them or or some other things um but they were undergoing an HR transformation and they' done a great job of establishing their vision and strategy and you can see it was around you know strengthening operational excellence and their end user experience it was about employee sat and experience and it was around compliance across their organization and the this this you know slide was arrived at through consultation and advice and advisory with their impact Squad and they translated that into their business objectives and they wanted to lead them in their language which was great with us um because their language was very close to the way we think about value for for the HR product so that was an easy mapping so their their business objectives were delivering on that enduser experience improvement with industry leading capabilities and automation it was around so that was kind of their front office then their back office was more you know optimizing delivery and efficiency you know behind the scenes um with HR Support and then the compliance piece was around standardization of the way they were doing support across their different theaters across the globe so more a compliance theme there and standardization theme so there's those were their objectives and those were easily mapped to to our value blueprint framework for HR so from what I described to you this is our entire value blueprint for HR by the way so there are some parts of this that didn't apply to this situation for instance you know they weren't they weren't deploying onboarding yet they weren't getting into life cycle events or transfers or anything like that they were really focused on on HR case management at the time so the the metrics you know that really mattered to them at that time were the number of cases closed the number of L1 and L2 level one and level two cases because they were trying to shift shift work left and they were also very interested in that back office that I mentioned around the efficiency of Agents they were interested in the ratio of level one agent to case you know how many how many cases are our agents solving and so forth so very interested in those efficiency back office metrics so they they you know picked these uh these case metrics out as being really important to them now I didn't stick their baselines in here and uh these these targets are actually this is our just our standard side these targets are our industry targets that we've arrived at with talking to lots of customers but they they tailored these up and down to fit you know what they thought was possible within within their world so easy mapping from their Vision objectives to to our value metric framework but then what was very cool that they did is they got into and this gets into when I talked about the value Journey with challenges and capabilities they got into hey you know where are our where are our challenge areas and what capabilities could address those so in consultation with their impact Squad they kind of listed out some some recommended resolutions then they t-shirt sized them thinking about effort then they got into priority and then they voted you know according to their regions what they thought was important and that's kind of what's on the right side of the slide so they went through this whole thought process you know PowerPoint workshops and and so forth to get to a road map and what that looked like is here and I'll just explain the slide real quick the blue green boxes are um are what they what they owned with HR Pro so those the blue green boxes that they were entitled to then the black boxes they were also considering HR Enterprise so they wanted to see hey anything we want to do would we need Enterprise to do that so you know that's what the blue green boxes and the black boxes are then they took their recommended resolutions and their priorities and they threw them up against you know which capabilities at a platform do we own to see you know are we entitled to the things we want to do you know within our our priority framework and then the blue font beside the blue green boxes is what they' already deployed so they could see hey we've already done this and they could see which areas we haven't deployed yet that would address you know our our resolution areas so they use this thought process to kind of lay out that Foundation crawl walk run what do we want to do next kind of kind of roadmap prodct production roadmap so that was that was super a really really cool thought process um but all kind of human and PowerPoint and and and and discussion oriented so what I'm going to do next is is show you a quick demo um of impacts value journey and show you how that whole process can be streamlined and automated in a way that that really accelerates it and gets you gets you going quicker and uh and more effectively so let me move forward one here to the demo and I'll get out of here and play the demo and I'll do that here let's take a look at this company led by the CIO Lara puie she has successfully LED digital transformations in the past for improving employee productivity and a move to the cloud Lara has a new dream big initiative focusing on transforming the employee experience which will be supported by her platform owner Jackie Gutierrez for Jackie to successfully execute Lara's Vision she will need a personalized experience that aligns to Lara's strategic objectives business outcomes and key success metrics Jackie and Lara have mapped out their dream big initiative to drive their employee experience transformation Jackie and every other impact client go through a Valley Blueprint exercise where they map the executive Vision to an operating model that informs the Strategic operational and tactical layers of their organization to ensure every team focuses on each step to support their executive Vision in this self-service experience Jackie can select the service now products that her company owns impact will then recommend business objectives operational outcomes and success metrics tied to these products and Jackie can handpick any of these recommendations important to also mention that the service now impact Squad is always a part of this process helping customers set up the value blueprint and impact objectives and outcomes can be edited to correspond with internal nomenclatures and messaging and Jackie can review the details of each outcome and learn about the core capabilities in certain cases the impact Squad can set up custom objectives and outcomes for customers with specific needs lastly she can review their selection before finalizing the Valley Blueprint and we now see a list of objectives and outcomes Jackie can now dive into the employee experience digital transformation review operational outcomes make updates and start initiatives that will help satisfy this objective the impact Squad will work closely with their customer to ensure that all initiatives are linked back to business objectives which means Lara and Jackie will have a clear line of site on which actions directly lead to progress and objectives and outcomes for the first time ever Jackie has a clear view into all of her service now entitlements specifically what has been adopted currently being implemented and not yet adopted so she can identify new capabilities that will further support Lara's dream big initiative Vision Jackie's partner who is supporting her implementation also values the capability map as it provides the visibility they need to support upcoming discussions on delivering future Innovation Jackie's company purchased several service now products but she needs guidance on which ones to implement first through the product adoption road map Jackie sees a recommended sequence for implementation where each product is mapped to a specific business objective through this prescriptive guidance Jackie will be able to accelerate Lara's dream big Vision not only will the impact Squad provide recommendations to Jackie but the service now impact AI experience will provide guidance to deploy future Innovation each of these assets that are created at the beginning of Jackie's impact Journey train the personalization engine to further refine future recommendations each impact recommendation includes information on why this is important for Jackie and notes from her Squad through service now impact Jackie and Lara are able to define the operational metrics that matter to them and track their improvement over time they will meet with their squad to discuss a given quarter's performance by comparing actual data against operational Trends this discussion helps customers understand their progress towards their overarching goals now let's see what happens at the year mark Jackie and Lara can also visualize the the overall business value that their company received from their service now investment organized by business objective product and point in time in this view they can see the value realized through HR in the past year and make any necessary adjustments to their value blueprint as they achieve their business objectives today by delivering a personalized experience impact is helping Jackie and other impact customers by accelerating time to value and increasing their overall Roi from their investment and service now amplifying the expertise of their teams with experts on demand and adopting software products that generate more value swiftly super so hopefully hopefully that was helpful in kind of showing you how automated and streamlined that process of the journey can be um if you notice you know starting with this was a kind of a self-service display and chances are you know it's going to be a consultation with your impact Squad so it's we're not asking you to figure all this out yourself but you see how easily the objectives and outcomes could be arrived at driven by the products that you own you know leading into that capabilities view the capabilities map um that was represented in PowerPoint in the case study so you can see I know that executive sponsors and platform owners love that view to see hey what do I own what am I entitled to sometimes that can be difficult to you know to to reconcile and then you know getting into that produ to road map to see hey you know which capability should be should be you know listed out as as we move forward in time culminating in in in the tracking and the monitoring and then eventually that that value report at the end of the day so that whole journey is is there with an impact to uh you know to help you execute on on that Vision so hopefully that those those points popped out from from the demo so a couple of things just you guys were probably thinking this as as you were listening to me and seeing the the demo but this does take a a strong commitment and partnership from you as a customer first of all to help us understand your vision and strategy second to align with your squad on objectives and outcomes and then aligning on metrics but also how are we going to get the data and what should our Baseline and targets be and all that good stuff so it does take some some time and and resources and partnership on this but hopefully it's coming across that there's a huge benefit to you if you adopt this this way of working in our value Journey that'll really help you um realize your vision so hopefully that that's coming across so final kind of kind of slide here we really believe strongly that the customers that that work in the value journey within impact are going to achieve their business objectives faster they're going to achieve a greater Roi they're going to work on the right things if you notice within the demo that the initiatives were tied to the objectives that's really making sure that we're doing the right work right so we know you have limited resources we want to make sure that the initiatives we're working together on those capabilities that we're implementing are the right ones to drive toward your vision and then the fourth one there the executive buyin point this is the one that really resonates with me you know I mentioned that I had an uphill battle to to purchase service now you know many many years ago back in the day and um I knew that you know once I once I got the the the the the deal done and we started implementing I knew that there was going to be a knock at my door at some point from the skeptical CIO to say did we realize the value I knew that was coming and I don't remember exactly when it came it was sometime in the second year um and it it came and and he said hey you know that that service now investment that none of us were convinced about um you know did we get there was it worth it and I managed to get through that conversation by talking about operational improvements I had a ton of operational metrics I was able to talk about some HR metrics I was able to talk about some it operations metrics so I was able to get past that conversation but it wasn't easy had I had I had impact in place and the value Journey there to as a foundation I could have had much more of a business value metrics conversation to get that executive Buy in um I I really could have had a higher level strategic conversation around time and money and you know what we were giving back to the business so I wish I'd had been there you know my life would have been easier those years ago so that one really resonates with me so hopefully we've helped make the case that the value Journey enables you to deliver those objectives through the right adoption of capabilities and and getting those outcomes and that the fact that that journey is there to help you see how you're progressing against a defined set of outcomes and operational and monetized value that you're realizing through the platform so hopefully that that that's coming across and you can kind of see that Vision that that service now has let's wrap it up hey really appreciate everyone attending today um the impact Community does exist out there we we'll we'll have you know this posted out there um so hopefully you you participate in the community training and certification always super important um learning credits are part of impact um and here's a link to the uh the technical training guide and also if you do need expert Services you actually need Hands-On configuration help implementation help then there's a link here to uh to information about our expert services so once again thank you everyone for attending really appreciate you guys being on today and hopefully it was uh it was worthwhile for you thanks everybody