>>Hi, I'm Peter Burress. And welcome to another cute conversation. This one from BMC Helix is immersion days in Santa Clara Marriott in Santa Clara, California One of the biggest challenges that every IittIe organization faces. In fact, every business is how to start merging greater control through I t sm as well as greater change and evolve ability of systems through Dev ops. It's a big topic. A lot of folks looking at how best to do it. We've got a great person here to talk to us about it. Dick Stark is the president CEO of right star Dick. Welcome to the Cube. >>Well, thanks very much for having me. I really appreciate the opportunity beyond the Cube here. >>Excellent. Well, why don't we start? Tell us a little about right start? >>Sure. Right. Stars in I t sm consultancy and we happen to be a dev Ops consulted to say at the same time, we're also a BMC solution provider and lasting solution provider. Now, we've been a BMC solution provider for for 16 years, so we've been in this space a long time and we've earned several accolades up along the way. We made it into the Forrester I t s m service provider. It's not called a Magic Quadrant because that's what God gardener uses. But instead it's a wave report. And so we made it sort of into the far right hand quadrant there. And if you added up all the points we ended up in North America being rated number five out of all the different idea Sam Consultancy. So it's very proud about that. And then last year with BMC, we were the North American Solution provider of the year in the D S. M space. >>Well is an export person, I can tell you Congratulations. Those waves very seriously. Let's jump into this question, though off what does I t. S m from a technology and people in process standpoint have to do to accommodate some of the changes that are being founded and defusing out of the Hole Dev Ops world, which is just having an enormous impact on our I t thinks and does >>it really has. And you know, we've been in the space a long time and I t s m Sometimes I tell the words are interchangeable and there are about if you can believe this about three million people That ended up getting an Idol certification of some short like an Idol Foundation certificate. And over time, that's been have been a really a big, big deal. However, Idol now is lost, its luster just a little bit. And it's allowed Dev ops to sort of sneak in or add dollar whatever you won't want to call it, and I'd listen. Standing still, though, they've bounced back and bounce back in a hard way. And they've they've come up with what's now called Idle for an Idol For was just released this this year, and it takes some of those Dev ops principles, and it has its own value stream as well and is a result Idle for or agile idol or whatever you wanna call it now is taking a little bit stronger position. And when I say Dev ops principles, it's things like Collaborate. It's things like promote, it's It's things like operate and automate. It's It's It's all about it again. It's all about collaboration in some of these other values that that you'll see in Dev ops. I guess what what happened is we spent a lot of time on the Idol side of things, and we did things for process sake and a good example would be changed management and spent a lot of time putting together is change management processes per this idol framework. Okay, And what what happened is that a lot of the users then rebelled a little bit because it might take longer to go through and fill out all the paperwork of It's not paperwork the online tool set then to do a change than to actually perform the change itself. So I don't got a little bit of a bad rap. And so that's where this whole Dev ops thing has come in. And the whole idea right now is to get Dev and Ops under the Shame umbrella, because that's not typically very used to do. But it's, but it's certainly happening. >>Well, let's talk about why that intersections happening, right? So I'm gonna I'm gonna show a little bit of history from my perspective as well, you know, I told began, First of all, it started in some government agencies many years ago, but it started as the basis of it was How do we take better care of the assets with an I T. Which at the time were mainly hardware. In many respects, what we've seen happen over the last 25 30 years that Idol has been an extent. Is that the nature of the assets that I t recognizes? His acknowledges delivering value for the business has changed. We've gone from hardware to infrastructure is code. That's where Dev Ops is so many respects. What you're saying is that Iittle is now trying to bring the best of what it means to do a good job of asset management with a new class of assets. Namely, software is code infrastructures code, and that's where we have to have that marriage. I got that right. >>That's that's correct. And you don't want to have silent silos. You want to be a silo buster if if anything else. And I just wanted to mention something else that I think is kind of fun along with this Idol. Four. We now do what's called the Mars Lander simulation traded it replaced. If you've heard of the Apollo 13 simulation, will Mars four, even though it's idle for specific, it's really all about Dev ops, and I took the Mars board just about a month or so ago, and it's a lot of fun. You sit down and the whole objective is to get get to Mars and you're a business. So and you're going to be selling the data that you're going to collect along along the way. And so the whole idea is to is to make a profit, and you have all these different roles that you play. When I went through it, I was the release manager then. But you might have a business analyst. You might have a service desk person. You have vendors and a it's it's really it's very realistic that and typically like a lot of large enterprises, you start playing the game and it's just chaos, and you have to go back and try this over and over again until essentially you get it right. And I was surprised how easy it is to get sucked in. If you're in a big enterprise, your silent, you have a specific role that you have to d'oh and you have instructions how you're supposed to do that and you want to stick to it. Whatever you know, whatever your assignment is, you have to do that. But that's not the right thing to Dio. Remember, it's about collaboration. It's about transparency. It's been it's about posting your goals, posting the results and moving forward from from there. And so I was surprised how I got sucked into it. And so I can understand why we need to make some progress in this space. And it's all about getting people to change their behavior a little bit in some of these new tool set certainly help >>well, as well. You're going back to what you said. He used to be the three R's of any regime or rolls responsibilities and relationships, and so the roles have are evolving. But often it's just in name only the responsibilities. You know today it's still code. It still has to run on hard, where it's not a bunch of hamsters, they're doing things. But as you said, it's really the relationships amongst the various actors as we introduce more business people. As technology gets put into position to generate more revenue or to do more with customer experience, the relationships are being pressured, are being really pushed to evolve. So how do you see in your practice in right stars practice. How do you see the relationships between Dev ops and I T s M and the business starting to evolve so that you can have amore coherent, comprehensive view of how you make sister? Well, >>I think in that particular case, it's gonna take some time. I mean, it's not gonna happen overnight. I mean, that's why you have agile coaches, or that's while you have the scales agile, or the safe framework is because people don't get it. And they need to understand how to work together better with others. And so it's not gonna happen by just implementing a new new tool set turning the key and then say, OK, everything's gonna be fine. It's good to get the integration between the different tool sets. And the technology is certainly there to do that. But without having some instruction to begin with and having the door in users cooperate. You're not going to see that kind of kind of performance improvement or cost statements or whatever it is that you're looking for. You're not going to see that >>they're one of the biggest challenges in any changes. Abandonment. The user's ultimately abandoned. So as you look a tte. The ideas M tool set that you're utilizing mainly from being right is it is that there's a degree of there's always a degree of pedagogic tool away, it says. Here's how you should do things. What you're discovering is that tool set is really catalyzing. Helping to catalyze positive changes in your mind within a lot of your customer base is, well, the >>thing about Helix, and I'm very excited about this because we're making a lot of good progress with. He likes our customer base that we have right now and give you a good example. George Washing University were based in a D C. Area day. If they are, too, they've been a long time remedy customer. We've moved them to Helix, and then, just recently, when I say recently started a year ago in August, they moved to the BMC Chap Cat box platform. Then, this past August, they totally went cold turkey with chatbots throughout the entire university. That makes a tremendous difference in the performance and not just performance, but also on the cost and the efficiency that the university, particularly from a service management perspective, is providing to its university employees and to its students, just like you mentioned today in the keynote session that it's all about mobility. And practically practically all the students there rely on their their cellphone day in and day out. And so when they have a question at G W. If it's how do I get a new account? How do I get a park parking permit? G on the wireless in my dorm room isn't working. You don't pick up the phone and call. Nobody does that you texted at. And this is a chap off its power by IBM Watson, and it works great. And there's lots of good things that are gonna come out of that. For example, students, I think they probably still have to turn paper sent. You know, maybe that's all Elektronik Lee delivered, but I think you might still have to print out a paper and turn it into your professor. You know, I'm not sure, but bluebirds Anyway, you're probably you're probably gonna do this late at night when the service desk is an open. So what do you do if you can't get the printer to work? Well, you pick up your cell phone, you text in that That the issue and bingo. You've got a response. So those are the sorts of things that are gonna make for a tremendous amount of impact, and it's gonna cause people to change their behavior in really a good way. Another good example. We have another longtime hospital customer. They have a 24 by seven service desk. They're huge, and they pay a lot of money to operate that 24 by seven. But they hardly get any call said at night. Right? Because not that many people work. So why don't they just turn that and you start using chatbots and think of that the r A. Y. It's just incredible. And I think you're going to see more. And that more situations like that as we move forward. >>Dick start President CEO of right Starr. Yep. Thanks very much for being too. >>Thanks very much. Appreciate it. Okay. >>And what's going on? Peter Burress. You've been watching other cube conversation from BMC Helix immersion days in Santa Clara. Thanks very much. Next time