>> From Las Vegas. It's the cute covering knowledge sixteen Brought to you by service. Now carry your host David, Dante and Jeffrey. We're >> back. This is knowledge. Sixteen. This is the Q. We go out to the events. We extract the signal from the noise. This is day one of a three day Walter Wall coverage. The Cube has of knowledge. Sixteen Hashtag No. Sixteen like a lander is here. He's the CEO and vice chancellor of college services at Lone Star College. Longtime Cuba Lem like it's great to see again. >> Good scene again to >> another is >> great to catch up with this >> place, Another knowledge have a bigger and better than ever. You're you're speaking later on this afternoon. You've been over at the CIA event house this year going for you. You know, it's going >> great. The CIA oven, of course, is excellent lot of leadership foundations. Keynote TOC where, you know, service now is heading right now. Kind of. You know, that the shift and I always were still back to one of the themes from eons ago. Let's kill email. But the reality is emails not dead. So as we focus on it, you know, I came into this from the stance of moving the enterprise service management. So as I bring a team here, we really get the opportunity to see where we're at today in that comparison, and then how we can leverage the platform and move yourself forward >> So your role is evolving at Lone Star College, You said off camera, you're not giving up a title. A CIA, your CEO. >> Yes, I am the CEO >> and bread. That's not Teo, but your responsibilities are expanding. Talk about that side of things well, >> so well, last year actually been a year and a half. Now human resource is put underneath me. That's why the title change and all that to fit better and then analytics because, you know, analytics is not it much. People want us to think it should be buried inside of it. It never should, because it's about the business process. About the business service human resource is was just around the concept of aligning that service management what we had completed in it around service excellence. One of my right hand's basically put it as customer delight. Our focus is on customer no light. So it is about that communications piece. How do you talk to your customer? How do you move forward? How do you understand what their challenges are and help them find a solution. It may not be its instead of saying no, I can't do that for you. Sorry. You're out of luck. So in that, in that evolution, we've really moved ourselves forward on the enterprise service management platform side and early days, financial aid. We brought in student call centers. Now you've got human. Resource is were talking earlier about We're moving our legal in there. It's going to accelerate the pace it takes to get a contract illegal down TTO one day, maybe two days or some way didn't catch their approvals fast enough. So that's the big transformation from an organization >> of automated. That whole process over I actually, before going, I want to ask you questions about analytics. So you have. Ah, datas are that's working for you outside of it. Is that right or you? The days are >> well, you know, I actually have a team, >> have a data >> team s o. We're talking two different sets. Analytics too, because we're actually using service now. Analytics when it comes to the Service management analytics. Right. But for the organizational analytics, we actually have a large team that that does our analytics everything from dash boarding through, You know, in our case, core institutional reporting that's required. >> And is there a chief data officer as part of that team? >> I have a personal leading that group. >> De facto even >> factor. Yes. >> So there's a lot of discussion to about whether the CDO should report to the c. E. O. In this case, it does. But you had you had said things questions as to whether or not that Data Analytics function should be in it. It's not a night function. We kind of agree on that, but yes, but what kind of reports in to the head of, Well, >> you know, But see, when I when I sit down at that table, I sit down as the vice chancellor college services. So I have to sit down with three separate hats in front of me. Andi, I can't favor one over the other. Otherwise I wouldn't be doing my job currently. So when I look at the analytic side from a perspective, I will get on my team that provides the data, my database services and, you know, why are you not getting this done or what's happening here? So I've gotta look at it from all areas >> like Bill Belichick, GM coach way Tom Brady. You got to figure out who >> you are. At that point, I'm >> well. So is this how the role of the CEO is evolving? I mean, we've heard of this event previously. Frank's Lupin one year a couple years ago, said CEO should be a business person. Absolutely certainly seen examples of that. Now you're sort of given responsibility for you. No other services beyond just services. How was that role evolving? >> Well, rolls about for years. The question is, Is the CIA evolving? So? And that's where the challenges in the organization. So a lot of CEOs they're going through this process now where they're understanding that, Yes, I need to understand what are the business goals and objectives howto achieve those goals howto I had value to the organization. How did not become a cost center that has a target on my back? How you become an enabler enabler for the business And that's really where we came into that part of the process because we're recognized that Alcide nightie was here trying to help find solutions and provide better customer service. I myself come from a background in higher it for a long time through different institutions. And so when somebody talk to me about student services or student success, these air topics, I understand. I came to Lone Star originally because I didn't feel I had the strength in the academic side. And so when I first arrived there, I was really focused on academic understanding how the academic side operates and what they need in it. So I've had the opportunity to get well rounded in education, but it doesn't. It really is just about anybody that comes into this role. You must understand the business you're in, and then the next part is you need to be able to talk. I have an intelligent conversation around a topic area, bring value to the organization and come back with ideas. Well, you know, if we did this so the legal one was rather interesting because we had a new general counsel. Come on, and we're trying to help him, and he's like, Well, there has to be something better. You ask me. It's a better way to approach this. And we were able to dig through. Is that you know, What service? Now we've been doing this in HR. We're doing this here. So finally, we've got them into service now. And they see an opportunity the same way we see it. Which is we're improving. We're getting rid of the little stuff, the mundane work, You know that the task orientated work and we're focusing on the things that are really a challenge. And it has been there for a while because self service and all the other opportunities we've given the customer. Now we can shift that back and say, Okay, I cannot focus on what does the hard thing to get completed. How Doe I really put in effort in and a lot of a lot of staff hours into this one piece. >> So you started service management You mentioned hr Legal >> Financial Aid General Student Carlson are We're looking at scholarships right now. We tell a little bit ideas around our foundation in scholarships and what we could do for them. Grants. Grants are very big challenge because you have to really track and trend your grants. When you look at it, sm the areas that we've matured there are phenomenal, and then we're getting ready now to move and I Tom, which we didn't do because we already built a complete structure around that we were feeding that to service now. So now I'm looking at from opportunity that if I can eliminate a lot of the tools, I put in a play and get into one single tool and maximize the value of that tool. So I think you heard me many times when we talked in this. It's never about the tool. It's always about people in a process first. And then how does the tool come in? Well, this platform, we can actually adjust that because we're not We're not bound by the tool. Like the legal module. They have a great legal module. Well, it didn't fit what we needed. So it's been adjusted accordingly. T meet our needs from the platform side by keeping the core components so we haven't customized. We haven't taken it to a path where we can never upgrade. But at the same time as we looked at the process they had and how do we take that process and then actually put it into play with service now? >> And they were all inward service now do you worry about locking? >> Always. I think >> that Do you manage that risk? >> Well, the very first thing, to be honest with you is any time you enter in any cloud situation or any product situation, you want an exit strategy of some kind In case something goes wrong, something happens. You have to be at that point. So the only way to manage it really is to one. Keep a good, strong partnership. I believe that I have a strong partnership was service now. I don't believe it's a vendor relationship and I think that's critical because as we look at what we're doing each time as a partner, were were engaged with things like Where you heading? What's happening next? You know what? And then the same thing with the user group community were engaged with that group. So from a partner standpoint, we look at that first. But if the worst case scenario came, I've got to be able to get out of the solution. I've gotta have an exit strategy which we actually had designed before we went into it. Now the question becomes is we get further and further entrenched. What do we do and I'm comfortable. I'm comfortable that the company and the operations are going the right direction for me at the same time. If I'm gonna protect my organization to make sure we're safe. >> And that's a big, big part of transparency on the part of service now and your ability to communicate, you know your road map and your needs, I mean, a scale of one to ten ten being, you know, really transparent. How Where would you put service now as an organization >> who? That's a tough one, Especially when I'm sitting here. >> Uh, Frank's not around is a freaking God. He's breathing guy. Let's see. You know, >> a CZ forest transparency. I would give him good, strong seven. >> Yeah, >> I think I would. No company can be completely transparent. They've got a lot of things working in the back room or ideas that they're moving forward >> because they don't know. They don't know what they don't know. Going. Yeah, >> but there's there's ideas that they have that they're moving forward. It's gonna like today with the watch demo. I'm like, Oh, yeah, I love wearables. I you know, I live off. I could very easily now just say Oh, yeah, I just >> got an e mail. Sorry. Yeah, but, >> uh, at the same time is, you know, for them to bring that forward at this point. So they're creative and looking at these items, but they don't want to get out there too soon. >> I'm curious on the partner vendor, you know, mentioned a couple aspects of what defines that relationship of all the vendors you have. How many do you consider to be? You know, close business partners where your, you know, really sitting at the table and building a long term relationship, You gotta have an exit, but its life so much easier. If >> you're working with a partner verse a vendor right now, I would stay out of our partner strategy. We've got four. That's it. But those are four core providers for the organisation. Their leaders in the market space. That's the other key. Most my partnerships or with leaders, of course service. Now, at the time when we first engaged with them and actually I would say, from a partnership standpoint, a strong partner was service. Now, probably since about two thousand ten, we've been on the platform since two thousand eight. So we built that partnership over that first couple of years. You got past that vendor relationship and then moved on from there. But right now, just our core technology stack would be sitting in that partnership room, and I've got others than in that court Technologies. Technically, I'm not a partner there. A vendor there there were by cell. They have a great product, but they don't really want to bring us into that point. And we really haven't approached that point. >> We had a great discussion off camera about you had mentioned. You're looking at potentially expanding into this security realm with service now. And you were sharing with me like your philosophy on security. So I want to document that The premise that I'm going to put forth summarizing our conversation is, you should organizations increasingly should treat security as an ongoing part of their business continuity plans, not necessarily as a sort of separate stovepipe managed by a few security practitioners. Is that a fair summary? >> Yeah, Service continuity is what I use. I don't have >> service continuity, service continuity, that your business. Yeah, it always comes >> out to service continuity. How do you How do you continue that process and provide the same level of service in the in the event. It's very simple to me as I look at all those events as like problem management incident management, you have a response that you have to take, so it has to be inherit. It has to be natural. You just do it way we're talking about that. That response, specially for security, is what's more important is that you have everything planned out and you're ready to deal with that incident in that rock response because it's gonna happen. So how you handle that response can actually dictate your future, right? Wei had that little bit of that discussion there, too. So it does come down to that service continuity. How do you continue to move forward as and get through that threat and then afterwards make sure that you prevent that from happening again. >> Unlike many CEOs that I talked to, your discussions with the overseers at the college are not entrenched largely in the security discussion. You've earned some level of trust with regard to your capabilities. Is a business your ability to respond. Can you talk about that a little bit? How you actually achieve that, what expectations you were able to set and how you're able to execute on that? >> Well, the biggest, biggest part, especially when you look at it at that event, it's how. How is it performed overall over the history? You've gotta have some history. You've gotta have some credentials. How do you deal with these responses in these emergencies? That gives you a little bit more slack in that process, but it is about constant communications. So what the board received for me is communications. It's very straightforward. Typically, in an annual report type format, Short updates clear, concise updates. But then, when event happens, we're talking about the flood that happened in Houston, and very quickly I had an email out and my service test team was already on it. They already implemented their service continuity because while we may be shut down, we have students online taking classes. We have students that need to know what's going on, what's happening so they're calling in, and our service desk continued on through that entire process without issue. So they see that as an example on a regular basis. If we have a system down, everybody gets to see exactly. We did X, Y and Z or if we even have a like today, I should say today Monday we had a blip. We did, Nam. We have. We saw performance degradation. We immediately had a team on. We had a WebEx open with everything running. So we're preparing for a service continuity event that didn't happen. And they see those two because the business units are getting these notifications. Hey, we've gotta WebEx open. We have this issue coming up, and when they see that, they realize how fast we are to respond to what could be a potential issue that we built that trusting relations. >> So that's a good example. If I understand it correctly, the regime that you've put in place puts a heavy emphasis on the response. I mean, obviously you're trying to stop the bad guys who wouldn't go innovated on the response as well. Is that a fair assessment? >> Yes. I mean, the threats, goingto threats gonna happen. The threat happens all the time. So it is about that response. It is being quick to respond to communicate and take care of the problem. >> Do you think that's changed amongst the CEO community in the last ten years that that the shift in mindset toward that response versus so to keep him out big dig a bigger mode, Wider moat. >> Well, you can dig a big, wide moat. Doesn't matter. >> I think I've >> got these big, robust to hot data centers. Amazing firewalls. They're redundant. You tried overload him. They're going to take over. I've got next gen firewalls behind that. I've got you. Just you, layer layer. This tax of protection I have put in you still have to prepare that we're talking about it is Okay, so that's the perimeter. Well, inside my perimeter is one hundred thousand students, those hundred thousand students around my network. So how do I protect against that? So now I have inside perimeter protection. You can build all this entrenchment that you want to build. But the reality is you need we prepared Just gonna happen that you are. Somebody is going to get to that point. Or at least then the alarms up that you have to respond to >> service now is talking yesterday at the financial analyst meeting about you know, the statistic. And I've heard a range here, but it's large that that after an intrusion it takes, on average two hundred five days for the average organization toe. Realize that there's been an intrusion. I've seen numbers as high as three, three, three, fifty, etcetera. Um, first of all, does that sound consistent with what you see in there in the real world and conservative now help compress that time. >> So the interest was service. Now, of course, is tracking and trending those responses. I, tom and Service watch. There's a lot opportunities with those tools and course we have a perimeter we have a pile of tools were using. In our case, our threats are a bit different because, of course, we're not a big financial institutions. So we were not right with all those other pieces. But you're from the days to recover from a major event and my peers and what that have actually experienced a data loss event? Yeah, it easily is that it is easy. That >> and you think, feel is, though that service now could help you attack that compress that >> yes, mainly through the data collection and then the reporting and then as the events going on all of this information that's happening in the problem management side. What you're seeing from outside information coming in and technicians on the inside updating information as they go through it. You have a comprehensive log of the event from start to finish. >> Now you're speaking just right after this. I think you're just what? You're what you're talking about. >> The shift for my tea service management. Teo Enterprise Service Management. It's actually Enterprise. Wow. But I'm actually walking through the journey. But the best part about that is it's the pitfalls we learned along the way because Wei didn't know we went to Enterprise Service Management. It's kind of I think we had a discussion when we went to the cloud. I didn't know we went to cloud. Exactly. I just knew we went to this heavy virtualization, these two out data centers and I kind of realized, Wow, we really pushed into this new this new wage, this new change. >> We've got a new operating model on on, >> you know. But now yeah, it really is about how we are journey to enterprise service management and the fact that we actually started in a price servicemen before I've even heard of it. It just was around The fundamentals of Hungary. Better service provider. How can we help our customers, uh, achieve their objectives and the business units make it simpler? >> My last question is, what's exciting you these days? A CEO practitioner. What? Float your boat? True. >> What's exciting? You see, I asked if you're gonna give me any hard >> questions for you. That's exciting. >> You know, What excites me is that you're seeing the maturity level of a cloud. The platform side. It is so flexible that you can respond to a customer need quickly that you, khun dynamically spin up the capacity Your When I first started this process, trying to build this high availability was difficult. Now hie availability is really not difficult. It's just around. The process is so that the maturity of the technology and the maturity the service piece that excites me. But it also excites me when I start seeing new team, people come into the market space and they understand that already they're coming in with an idol understanding there they're coming down, understand that business mentality. So original Lighty practitioners didn't have that business background. They didn't have that communication skill you're seeing a lot more of it. The organization now. >> Well, you're a real leader in this space. You've got a lot of experience. Appreciate you sharing your knowledge. And I'm sure the service now community does as well. So good luck with your talk this afternoon. And thanks again for coming. >> Thank you. It's great being here. >> All right, Link a lender. Always a pleasure. Keep right, everybody. This is the cue. We'LL be back Live from Mandalay Bay. This is knowledge sixteen. Right back. >> Service. Now is the time.