>> Q. At service now Knowledge fourteen is sponsored by service. Now here are your hosts, Dave Volonte and Jeff Frick. >> Hi, buddy. We're back. This is the Cube alive. Mosconi south in San Francisco. This is the service now. Knowledge fourteen Conference. I'm David Dante here with Jeff Frick. The Cube is our live mobile studio. We get out to the events, we extract the signal from the noise. Atticus Tyson is here. Is the CEO of Intuit eyes attending a parallel event? The service now has going on here, which is the CEO Decisions event. I think it's about one hundred CEOs. Atticus, welcome to the Cube. Thanks for coming on. Thanks. Happy to be here. Yes. So tell us a little bit about what's going on over there. The CEO decisions. So, as >> you said, it's about a hundred CEOs, uh, having some good discussions about the future of the role of the CEO. And this thing is a good speakers and getting together to be able to talk and share. >> What are some of the big themes that you guys were talking about? >> The big theme is the shift of really from being about systems of records to systems engaged, uh, and how we engage with lines of business to really enable growth. And it's less about cost savings and what we used to >> do. Yeah, so the whole notion. I mean, I love Frank's Lubinsky note this morning, sort of the message of turning it from a cost center into a producer of value. It sounds good, right? But when you get down to it and you're you're in the front lines and you're talking to a lot of CEO is trying to do more with less. A lot of times they don't have the budget. They don't the time. They don't have the management buy in on the board by and interestingly, we're just talking to Dave, right ways that we were asking him about. Wilmore CEO has come out of the business because that was one of frank, sort of no prescriptions. You really need to have a CEO who knows as much about the business is the business people, and that's the discussion that they should be having, not a technology discussion. It's rare you happen to be one that came out of the business, so talk a little bit about some of the roles that you've played it into it and how you ended up as a C e o. >> Sure so I've been with the company almost thirteen years. I've had four major jobs, one leading the protection program for the company product management for the small business division and then heading up engineering on now. And, uh, and the main reason I joined the group is I was I was always hearing the reason we couldn't do something because of, uh rather than complain about it, fix it. So I joined them on, uh, it's hard. Uh, exactly what you talked about is we have to still run the company with all of our existing systems of record while we're innovating while we're trying to tell a new story while we're trying to train our existing employees who are great at running these older systems but don't necessarily know the new paradigm. So it's shifting everything while still running the railroad, which is difficult. >> So from from a business perspective, when you're sort of running the business, how was into it using technology as a differentiator and it's a competitive advantage. Well, >> one of the things you know since our main product is technology, uh, really are our whole community. Our whole set of employees are technical people, uh, and So we're trying to embed technology everywhere. Uh, one of the things that's happening also is the line between what's traditionally I t. And what's product is blurring. So if you're a customer and you want to pay your bill or you wanna change your address, you have to do that inside the product. In a way, that's easy. And so we have a night group have to figure out how to work within that framework and have a great experience doing >> okay. So the line between the group and the product group is is much more blurred. You're saying it into it that it would be a you know, manufacturer. >> Absolutely. And in fact, one of the things I've been doing is really making the group more like a product group. Hiring product managers. I actually have a whole design staff that designs experiences. So if you were to walk into a room, you mean why not know whose From my tear? Who's with product? >> Yeah, okay. And so are the discussions that what do they like? The discussions that you're having with the business folks? I mean, you're talking about they're pl how to grow their profitability. How to increase. You know their margins, how to expand their channel. I mean, those the conversations >> that you're having absolutely on DH. How do we really provide a great experience for our agents who worked with customers, how to provide great end and customer experiences? How are we as the group enabling them to do more for customers on DH, create that one on one engagement that we want to do >> so? And it's what's been the reception kind of coming in from the outsider, if you will, from the other side of the wall within the focus. You know, I'm sure you have probably some expectations that were completely incorrect. Some assumptions that were necessarily there. So how they taken to you. And also there's a lot of talk about transforming kind of people from service providers in terms of pencil pushers and form filler routers. Teo, you know, strategic thinkers adding business value. Are they receptive to That was at a hard message to get across. How's it actually happening? >> Yeah, absolutely receptive. And I think if anybody's learned mauritz me more than them, uh, I've learned kind of the importance of the organization and how embedded it is with actually operating the company, and I have found people there who wanted for a long time to be able to have these kinds of conversations. But they've been relegated, if you will toe handling tickets, Uh, so once we can provide the framework and really aligned the work we're doing in it with driving growth with driving value, the conversations get easier, they get more meaningful, and the people doing the work really enjoy it much more. >> So is there a secret formula that you can share with either CEOs that haven't been on the business side or business practitioners that don't haven't really been on the other side of better ways to bridge that gap or two Collaborator Think it make it easier? >> You know, I think the way that worked for me was really trying to get a line around KP eyes or keep performance indicators. You sit down with a business leader and you know, what are the three or four metrics that I can really help in driving your business? You know? Is it Is it contacts? Is it average handled, which usually isn't, you know, Is it more of a transaction? That promoter score based on the satisfaction with dealing with the agent. What are those right indicators for you as a business leader? And then let's measure ourselves there and I'll be responsible is the technology guy. Figure out the right technology to make that happen, but we're going to focus everybody in i t and the business on the same measurements. >> And how have you been able to carve additional resource is to go after those types of objectives versus we always hear about, you know, the unbelievable amount of percentages just to keep the lights on and keep things running. >> Exactly. And that's really an internal conversation that we've gotta have because I'm definitely not getting more budget, er and so it is a brown. How do we get more efficient and automate with what we already have? I work with vendors to help us get better while we shift. Resource is over to the news because I'm definitely not anymore, but you're >> not getting more budget. So, Atticus, you've you've run engineering organizations, so you've got at least, you know, technical background from that standpoint, even a software engineer. But you mentioned off camera. You know the acronym guy right. So you hang out with Duke World. Forget it. Right? Pig and highs and scrap yard. Right. Okay, so but so And you've been in the business side of things. So when you come back into a role, you come to a roll of the technology head. How do you organized to tap that? Technical expertise? Nothing necessarily lack but the currency, you know, the acronym. Go. So how do you organize that? You lied on your CTO. Do you have? You know, uh, did you have to change the organization or inherit one that actually worked? And what if you could describe that a little bit? >> Great question. I think the biggest thing I changed about the organization when I came in is. And when I came, it was organized around systems. So there was a sable team, and there was no idea Artie And what? Instead, we did this. We created a sales care and marketing team. Andi said, you know, you're really a cow gamble for driving a great sales Karen marketing experience for end users and for agents. And I don't really care what technology you're using. Uh, so don't be allegiant to the technology because we all know Salesforce's great today, five years from now, they may not, uh, and I don't want to get so blind that I don't see the next thing coming on. So I have an expectation people in those groups that they're always looking for the next thing as well. >> So it was a classic stovepipe. Now what kind of friction that that cause? >> Well, the friction is really kind of my own. Learning is how interconnected all of the enterprise really is. It's nice and easy to say. There's a sales Karen marketing team and there's a finance dean. But those two systems really have to integrate and talk together and learning how to bridge that gap in a way that doesn't create a lot of bureaucracy. That's something we're still learning to do. >> And and what has been the impact of that change? Have you been able to do anything discernible at this point? Are actually how long you been a CEO? So >> seo since June. Okay, so relatively new. Okay, but I was heading engineering within. I worked for the C E O for about a year before that. So I many a night for about two >> years. Okay. And what is the impact bin of that organization? Changes have been discernible. I think it >> has. I think there's two main things. One is much greater transparency with our business partners of how we're spending the dollars on DH. I've invited them in to sit with us at the table and help us allocate those resources together. Esso and a greater appreciation on their side of the trade offs We have to make why we still run the business but try to do the innovation that's one and then the other is really creating great innovation coming out of the team because when they feel like their allegiance to the sales and care engineer who's out on the floor, one of the things I've done, uh, that into it. We're famous for something called the Follow Me home, uh, where we actually go to our customers homes and watch them use the product. We did the same thing when we did a follow on agent, uh, so we went to the call center and actually washed agents work and ask them what was difficult about using the product. We had engineers doing that, not product managers so they can actually see the problem first. >> And you drove that initiative? Absolutely. It wasn't it was that considered innovative. ITT's seems so basic, right? But everyone's so busy and exactly time to do something, creating the time to do it >> and even getting the cooperation from the managers of the agents to do it, because they just want to be on the floor taking calls. But actually having somebody looking over their shoulder asking what was worked about that what didn't work was a little bit of organizational pushed back. But once they understood the value they got onboard, >> whether any on aha moments it came out of that. Or was it more incremental? Several >> and mostly around. Just screen design and call Flo. Why did we have you to four clicks when you could do it in two clicks to really allow the agent to focus more on their interaction with the customer, not their interaction with the product. >> So I want to shift gears a little bit, so when you're into it right, you guys used to send out discs and CDs, and you had to change your model tow cloud based application, which is you know the kind of classic Do you kill your own business or you let somebody else kill it for you, right? Talk a little bit about how that knowledge helped you within trying to transform the department. Great question. I mean, >> because we've been running a digital or an online product for well over twelve years now, uh, both in TurboTax and in QuickBooks. And we've learned a lot in how to just run that kind of experience. And so now, as cloud based I T offerings are coming along, we already really understand kind of what they're doing on their side on one of the things we've been really pushing for. I think along with other people in the industry is more transparency and those cloud providers. Sometimes you think that they just want to run it as a utility. But as a technologist, I want to know more about how their services running. So I know how to rely on that's been a think attention in the >> industry. We gotta rap, but I want to just get your take. So you're new to service now, right? You bring it in. Uh, we're going live in about a month. Okay. We've been through the proof of concept. What are your expectations? Where you going? Toe pointed. >> So I think first off, just the agents who resolve tickets are going to have a much better experience than what we had before, which was a combination of some homegrown systems, Uh, in a couple of other vendors. So much better agent experience during the resolving on a much better employees experience, putting in tickets, uh, and also much better visibility into the workflow. >> Great. Atticus Tyson. Thanks very much. You're coming on the cube, you know. Good luck in your new role. Looks like you're having an impact on, uh, kind of a poster child for the service now. Vision of a of a CEO. So appreciate you coming on. Thanks. Something I keep right to Everybody will be right back with our next guests. Dave, along with Geoffrey, relied from Mosconi in San Francisco right back

>> Live from Las Vegas. It's the queue covering Adobe Summit twenty nineteen brought to you >> by Adobe. >> Well, Brian, welcome to the Cube Lives Conversations here. Recovering Adobe summat twenty nineteen in Las Vegas. I'm tougher with Jeff Frick co hosting for the next two days wall to wall coverage around Adobe Summit, a company that is transformed from some making software to being a full blown cloud and data provider. Changing the user experience That's our Kino revue. Jeff, this morning was the keynote. The CEO Sean Tom knew no. Ryan took over in two thousand seven. Bruce Chizen Cube alumni, right. What a transformation. They actually did it. They kind of kept down low. But over those years absolutely changed the face of Adobe. We're seeing it now with a slew of acquisitions. Now seventeen thousand people attending this conference. This is kind of interesting story, your thoughts >> a lot of interesting stuff going on here, John and I think fundamentally they they took the risk right. They change your business from a by a news buying new license every year for eight hundred bucks. Nine hundred bucks, whatever used to be for Creative Cloud to go to an online model. And I think what was interesting about what Johnson, who said, is when you are when you're collecting money monthly, you have to deliver value monthly. And it completely changed the way that they paste their company the way they deliver products the way their product development works. And they moved to as we talked about all the time, instead of a sample of data that's old and making decisions. Now you can make decisions based on real time data in the way people are actually using the product. And so they've driven that transformation. And then now, by putting your whole sweet and with these gargantuan acquisitions of Mar Keto, now they're helping their customers really make that transition to a really time dynamic, digitally driven, data driven enterprise to drive this customer experience. >> It's interesting. Adobes, transformations, realist, legit It happened. It's happening. It's interesting, Jeff, you and I both live in Palo Alto, and I was looking through my Lincoln and my Facebook. There's literally dozens of friends and your colleagues over the years that I've interfaced with that all work at Adobe but feed all the acquisitions. They've built quite a huge company, and they brought a different set of experiences, and this is the to be the big story. That hasn't been told yet. Adobe again. This our first time covering Adobe Summit and excited to be here and continue to cover this. But here's what's going on That's really important. They transformed and are continuing Transformer. They did it in a way that was clever, smart and very predictive in their mind. They took a slow, slow approach to getting it right, and we heard the CEO talk about this. They had an old software model that was too slow. They want to attract the next generation of users, and they wanted to reimagine their product and the ecosystem changed their business model and change their engagement with customers. Very targeted in its approach, very specific to their business model. And their goals were innovate faster, moved to the cloud moved to a subscription based business model. But that's not it. Here the story is, the data equation was some kind of nuances in the keynote, like we didn't get the data right. Initially, we got cloud right, but data is super important, and then they got it right, and that's the big story. Here is the data driven and this is the playbook. I mean, you can almost substitute Adobe for your company. If someone's looking to do Tracy, pick your spots, execute, don't just talk about >> it, right? Right? Yeah. They call it the DDO in the data driven operating model, and he pulled up the dash board with some fake data talked about The management team runs off of this data, and when you know it's everything from marketing spend and direct campaigns and where people are sampling, there was a large conversation, too, about the buyer journey. But to me, the most important part is the buying act is not the end of the story, right. You want to continue to engage with that customer wherever and however, and whenever they want you. There was an interesting stat that came out during the keynote, where you know the more platforms your customer engages with you, the much higher the likelihood that they're goingto that they're going to renew, that they're going to retain so to me. I think you know, we talk a lot about community and engagement and this experience concept where the product is a piece of the puzzle, but it's not. It's not the most important piece that might be the piece Well, what she experiences built around, but it's It's just a simple piece. I think the guy from Best Buy was phenomenal. The story, the transformation, that company. But they want to be your trusted. A provider of all these services of two hundred dollars a year. They'LL come take care of everything in your home so you know they don't just want to ship a box. Say, say goodbye. They want to stay. >> Well, let's talk. Let's talk about that use case. I think the best bike Kino Best Buy was on the Kino with CEO. But I think that what I what? I was teasing out of that interview and you just brought it up. I want to expand on that They actually had massive competition from Amazon. So you think, Oh my God, they're going to be out of business? No, they match the price. They took price off the table so they don't lose their customers who want to buy it on Amazon. You can still come in the story of experience, right? They shifted the game to their advantage where they said, we're not going to be a product sales company. We're going to sell whatever the client want customers want and match Amazons pricing and then provide that level of personalization. That then brought up the keys CEOs personalization piece, which I'd like to get your thoughts on because you made a stat around their emails, right, he said, Quote personalization at scale, Right? That's what they're >> that's that they're doing right? And he talked about, you know, they used to do an e mail blast and it was an email blast. Now they have forty million versions of that e mail that go out forty million version. So it is this kind of personalization at scale. And you know, the three sixty view of the customer has been thrown around. We could go in the archives. We've been talking about that forever. But it seems that now you know the technology is finally getting to where, where needs to be. The cloud based architectures allow people to engage in this Army Channel way that they could never do it before. And you're seeing As you said, the most important thing is a data architecture that can pull from disparate sources they talked about in the Kenya. The show does they actually built their customer profile as the person was engaging with the website as they gave more information so that they can customize all this stuff for that person. Of course, then they always mentioned, But don't be creepy about it. I >> don't have too >> far so really delivering this mask mask, personalization at scale. >> I think one of the lessons that's coming out a lot of our interviews in the Cube is Get the cloud equation right first, then the data one. And I think Adobe validates that here in my mind when it continue investigating, report that dynamic the hard news. Jeff The show was Adobe Cloud experiences generally available, and I thought that was pretty interesting. They have a multiple clouds because a member they bought Magenta and Marquette on a variety of other acquisitions. So they have a full on advertising cloud analytics, cloud marketing cloud and a commerce cloud. And underneath those key cloud elements, they have Adobe, sensi and Adobe Experience platform, and we have a couple of night coming on to talk about that, and that's making up. They're kind of the new new platform. Cloud platforms experience Cloud. They're calling it, but the CEO at Incheon quote. I want to get your reaction to that. This, he said, quote people by experiences, not products. That's why they're calling it the experience cloud. I hear you in the office all the time talking about this, Jeff. So it's about to experience the product anymore, >> right? It is the passion that you can build around a community in that experience. My favorite examples from the old days is Harley Davidson. How many people would give you know they're left pinkie toe, have their customers tattoo their brand on their body? Right in The Harley Davidson brand is a very special, a special connotation, and the people that associate with that really feel like a part of a community. The other piece of it is the ecosystem. They talk about ecosystem of developers and open source. If you can get other people building their business on the back of your platform again, it's just deepens the hook of engagements that opens up your innovation cycle. And I think it's such a winning formula, John, that we see over and over again. Nobody can do by themselves. Nobody's got all the smartest people in the room, so get unengaged community. Get unengaged, developer ecosystem, more talk of developers and really open it up and let the creativity of your whole community drive the engagement and the experience. >> We will be following the personalization of scale Cube alumni former keep alumni who is not at the show. I wanted to get opinion. Satya Krishna Swami. He's head of persuasion. Adobe had pinned them on linked him. We'LL get him on the Cuban studio so keep on, we're going to follow that story. I think that's huge. This notion of personalization of scale is key, and that brings us to the next big news. The next big news was from our friend former CEO of Marquette. Oh, Steve Lucas. Keep alumni. They launched a account based experience initiative with Adobe, Microsoft and Lincoln, and I find that very interesting. And I'd start with Ron Miller TechCrunch on Twitter about this. Lincoln's involved, but they're keeping in Lincoln again. The problem of data is you have these silos, but you have to figure out how to make it work. So I'm really curious to see how that works, so that brings up that. But I think Steve Lucas it was it was very aggressive on stage, but he brought up a point that I want to get your thoughts on, He said. Were B to B company, but we're doing B to seeing metrics the numbers that they were doing at Marquette. Oh, we're in the B to see rain. So is this notion of B to B B to see kind of blurring? I mean, everyone is a B to C company these days. If everything's direct to consumer, which essentially what cloud is, it's a B to see. >> Yeah, well, it's interesting records. We've talked about the consumer ization of again. Check the tapes for years and years and years, and the expectations of our engagement with applications is driven by how we interact with Amazon. How we interact with Facebook, how we interact with these big platforms. And so you're seeing it more and more. The thing that we talked about in studio the other day with Guy is that now, too, you have all these connected devices, so no longer is distribution. This this buffer between the manufacturing, the ultimate consumer, their products. Now they're all connected. Now they phone home. Now the Tesla's says, Hey, people are breaking in the back window. Let's reconfigure the software tohave a security system that we didn't have yesterday that wasn't on our road map. But people want, and now we have it today. So I think Steve's perception is right on. The other thing is that you know, there's so much information out there. So how do you add value when that person finally visits you in their journey? And let's face it, most of the time, a predominant portion of their engagement is going to be Elektronik, right? They're going to fill out a form. They're going to explore things. How are you collecting that data? How are you magic? How are you moving them along? Not only to the purchase but again, is that it was like to say, is never the orders, the reorder in this ongoing engagement. >> And that's their journey. They want to have this whole life cycle of customer experience. But the thing that that got that caught me off guard by McKeen against first time I went satin Aquino for an adobe on event was with me. All these parts coming together with the platform. This is a cloud show. Let's plain and simple. This is Cloud Technologies, the data show we've gone to all the cloud shows Amazon, Google, Microsoft, you name it CNC Athletics Foundation. This is a show about the application of being creative in a variety of use cases. But the underpinnings of the conversations are all cloud >> right, And they had, you know, to show their their commitments of data and the data message right? They had another cube alumni on Jewell of police have rounded to dupe some it all the time, and she talked about the data architecture and again, some really interesting facts goes right to cloud, she said. You know, most people, if you don't have cloud's been too much time baby sitting your architecture, baby sitting your infrastructure Get out of the way Let the cloud babe sit your infrastructure and talk. And she talked about a modern big data pipe, and she's been involved with Duke. She's been involved with Spark has been involved in all this progression, and she said, You know, every engagement creates more data. So how are you collecting that data? How are you analyzing that data and how are you doing it in real time with new real time so you could actually act on it. So it's It's very much kind of pulling together many of the scenes that we've uncovered >> in the last two parts of a Kino wass. You had a CEO discussion between Cynthia Stoddard and >> Atticus Atticus, other kind. Both of them >> run into it again. Both big Amazon customs, by the way, who have been very successful with the cloud. Then you had and you're talking engineering, that's all. They're my takeaway from the CEO. One chef I want to get your thoughts on because it can be long in the tooth, sometimes the CEO conversation. But they highlighted that cloud journey is is there for Adobe Inn into it? But the data is has to be integrated, totally felt like data. Variables come out the commonality of date, and she mentioned three or four other things. And then they made a point and said, quote data architectures are valuable for the experience and the workload. This is critical with hearing us over and over again. The date is not about which cloud you're using. It's about what the workload, right, right? The workloads are determining cloud selection, so if you need one cloud. That's good. You need to write. It's all depending on the workload, not some predetermined risk management. Multi cloud procurement decision. This is a big shift. This is going to change the game in the landscape because that changes how people buy and that is going to be radical. And I think they're they're adobes right on the right wave. Here they're focusing on the user experience, customer experience, building the platform for the needs of the experience. I think it's very clever. I think it's a brilliant architecture. >> Yeah, she said that the data archive data strategy lagged. Right? The reporting lag. They're trying to do this ddo m >> um, >> they didn't have commonality of data. They didn't have really a date. Architecture's so again. You can't build the house unless you put in the rebar. You build the foundation, you get some cement. But once you get that, that enabled you to build something big and something beautiful, and you've got to pay attention. But really, we talk about data driven. We talk about real time data, they're executing it and really forcing themselves by moving into the subscription business model. >> Alright, Final question I want to get one more thought from you before I weigh in on my my answer to my question, which is What do you mean your opinion? What was the most important story that came out of the keynote one or two >> or well or again? You know, John, I was in the TV business for years and years before getting into tech, and I know the best buy story on what came before them and what came before them and what came before them. So what really impressed me was the digital transformation story that the CEO shared first, to basically try to get even with their number one competitors with which was Amazon in terms of pricing and delivery. And then really rethink who they are Is a company around using technology to improve people's lives. They happen to play in laundry. They play in kitchen, they play in home entertainment. They play in computers and education, so they have a broad footprint and to really refocus. And as he said, To be successful, you need to align your corporate strategy and mission with people's strategy and mission. Sounds like they've been very successful in that and they continue to change the company. >> I agree. And I would just kind of level it up and say the top story, in my opinion, wass the fact that Adobe is winning their innovating. If you look at who's on stage like best buy into it, the people around them are actually executing with Cloud with Dae that at a whole another level that they've gone the next level. I think the big story here is Adobe has transferred, has transformed and continues to do transformation. And they just had a whole nother level. And I think the story is Oracle will be eating their dust because I think they're going to tow. You know, I think sales force should be watching Adobe. This is a big move. I think Oracle is gonna be twisting in the wind from adobes success. >> Well, like he said, you know, they tie the whole thing together from the creativity, which is what creative cloud is to the delivery to them, the monetization in the measuring. So now they you know, they put those pieces together, so it's a pretty complete suite. So now you can tie back. How has my conversion based on What type of creative How is my conversion based on what type of campaigns? And again the forty million email number just blows me away. It's not the same game anymore. You have to do this and you can't do by yourself. You gotta have automation. You got have good analytics and you got a date infrastructure that will support your ability to do that. >> So just a little report card in adobe old suffer model that's over. They have the new model, and it's growing revenues supporting it. They are attracting new generation of users. You look at the demographics here, Jeff. This is not, you know, a bunch of forty something pluses here. This is a young generation new creative model and the products on the customer testimonials standing on this stage represent, in my opinion, a modern architecture, a modern practice, modern cloud kind of capabilities. So, you know, Adobe Certainly looking good from this keynote. I'm impressed, you know. Okay, >> good. Line up all the >> days of live cube coverage here in Las Vegas for Doby summit. I'm John for Jeff. Rick, Thanks for watching. We'll be back with a short break