>> Narrator: Live from Las Vegas, it's theCUBE. Covering ServiceNow Knowledge 2018. Brought to you by ServiceNow. >> Welcome back everyone to theCUBE's live coverage of ServiceNow Knowledge18. We're coming at you from Las Vegas, I'm your host, Rebecca Knight, along with my cohost Dave Vellante, we are theCUBE, we are the leader in live tech coverage. We are joined by Sebastiaan Laurijsse, he is the global senior director, IT, cyber security, digital transformations at NXP, thanks so much for coming on theCUBE Sebastiaan. >> Thank you for having me. >> Good to see you. >> Thank you. >> So I want to start out by asking you a little bit about NXP, what you do and then what your company does and then also what you do there. >> NXP is the leading semiconductors in providing products for automotive and our company vision is providing a sure connections and infrastructures for a smart world. And that's what we are trying to achieve by implementing new ways of working with making the world more autonomous, like autonomous driving et cetera, so that's really what we're trying to do. >> Dave: Cool company. >> We are really building the future of tomorrow. >> Yeah. >> Big, large company too right? >> Yeah. Roughly about 36 thousand employees currently. >> Wow, okay, yeah. >> So you said you're really building the future of tomorrow, unpack that a bit, tell our viewers exactly what you're doing there. >> So today what you have experienced also on this event is a lot about artificial intelligence and machine learning. NXP has been elected as the number three in the world as the provider of solutions for artificial intelligence. So if you really think what we are developing today, it's already started and will become available in five or three years from now. So it's, you only can imagine what the future brings us and what we will shape. >> When do you think owning your own car and driving your own car will become and exception? >> Driving your own car, you won't own a car anymore. It will be some kind of help that comes to your home on demand when you need it and it even predicts when you like to travel and then it comes by automatically. >> How far away is that, you think it's two decades? >> Nah I think here it's not about technology, I think we have the technology to even enable it today. >> Dave: It's policy. >> It's policy, regulation, compliancy that doesn't allow to lets go harvest all data to make the right decisions there. >> We had the insurance company on the other day and they were like, no we're going to figure this out. >> Out of necessity. >> We always figure this stuff out. >> Yeah it's really not about technology anymore, it's really about legal, what prevents us access the data to make the right decisions, right. >> It's amazing though just to watch the progression of automotive, I mean they're basically software defined vehicles now I mean how many semiconductors are in a car now? >> Yeah but also you can clearly see within that experience, we are transforming our business to more software because developing a product as hardware that needs to stay in for 15 years or longer if you look to a car. Then you would like to have the ability to be dynamic more on top of the product by using software so also our products are becoming software defined. >> So you're a very R and D centric culture. >> Sebastiaan: Yes. >> Maybe talk about that ethos and the cultural aspects, and maybe what the process looks like, share with our viewers. >> I think it's the most awesome part of the company. Of course we also manufacture our products but mainly R and D is so dynamic, we have so, tech savvy people and we have so much issues as IT and you think what are they consuming so much bandwidth on Netflix and then they tell me hey we are developing a product for 4K entertainment into the car. So I have an issue on my wider network, you're providing all kinds of services but you're building for entertainment into the car for the future. >> That car better be autonomous. >> Exactly. >> Yes. >> That's for the kids in the back seat I think. >> Yes. >> You once described ServiceNow as the platform of platforms can you talk a little bit about that from your R and D process? >> So what you clearly see and also I think that all companies will eventually become an IT company, yeah? Also the banking companies tell us now today they are an IT company with a banking license. What I truly believe in is that we need to close the gap between IT and the business so I think the future model is that IT will dissolve for a certain part into the business. But you don't want to have, of course you still have you shared services, you still have a hybrid model where you have the countries where you're providing support from, so you're not always as close to the business. You have 24 seven economy and you need to provide those services and what you don't want to build is human interfaces. So what you try to achieve by building the platform of platforms, the fabric is that you try to connect the business acumen, the business dynamics, the project management tools that requires management into the IT systems and since you can detect the phase where they are in if they are facing issues with their products the projects are slipping or delaying, you would like to increase automatically the severity of the incidents. So that they can automatically solve and you have a better understanding of the business priorities. >> NXP is really interesting because you're at the intersection of a lot of big trends. I'm mean you're a hardware-- >> Sebastiaan: IOT. >> You're hardware manufacturers, you're a software developer, security, AI, IOT and underlying all this is data. >> Yeah, the new money. >> Yeah, right so I'm just envisioning this pretty complicated matrix, I'm wondering if you could describe that in your terms. >> If you look from an IT infrastructure perspective the growth on data is enormous. To cope with that growth because the data allows us to make better products. Data could be a requirement but could be also the affect of the results. What we tried to prevent, the project in bringing to the real life that you feel your requirement of quality is increasing. We had consumer great, automotive great, and we had for the flying industry, also the same great. But however your norm is increasing, so what you clearly see by increasing the norm, we call that the total quality culture, you also would like to have a total quality product, you don't want to replace your phone one year from now and I think if you look four years back, a phone, one and a half years, two years and then you had a new one. But as products become more expensive, they become more part of your daily life, part of your personal brand even and it generates that data, we need, if you try to work on proper quality that will generate an enormous amount of data. But a data can use, you optimize your processes upfront in the future as such it becomes more cost efficient to develop new products. So it's really about the conditioning for more data is also conditionally need to optimize your processes. >> Where does ServiceNow fit in to all this? How do you use ServiceNow? >> So for me what you really see in ServiceNow today is the best work flow engine you can imagine. It really orchestrates all IT and connecting business processes. And I think the potential and I think if you look into the portfolio where they have HR, it's going beyond IT and now they often, as already said by John Donahue, they come in via the IT angle, ITSM but as the process become more and more part of your culture rather than inhabit a forced way of working then the platform starts supporting the culture of your organization because by machine learning a proper UI, visualization capabilities it becomes really part about metering, showing what you're doing and really helps you to orchestrate your daily work and that's also I think of the new company, it's a little too difficult to pronounce, have you ever, it's about orchestrating the future way of working. >> So we're hearing so much about this, making the world of work work better for people, you describe it as a work flow engine, really helping employees organize their work days, orchestrate their work days, improve them, can you describe the culture at NXP and sort of how ServiceNow is improving employees everyday lives. >> What we really try to do and it's also what we see it's easy to show the cost efficiency savings you have from a platform as ServiceNow. If you improve your onboarding by optimizing the process by three days, because that's your first point of engagement when you bring some people on board and if it goes fluently, work integration with ServiceNow providing the services, everything is ready at day one. Day one you're there, your laptop is ready, your provisions, your desk is ready, and you have orchestrated a process that's a flawless end user experience. And that's what we would like to provide with ServiceNow, orchestrate with ServiceNow, because that's what the uses is. If it's a need of any of the help of services, we would like them to go, shift left to ServiceNow and with help of knowledge help themselves. We are all doctor Google and we would like to have access to that information ourselves and not be dependent by the expert, we all become that expert. >> Are employees happier? I mean I think that's a question too. Because we know that from research that happier employees make more productive >> Are more productive. Workplaces. They're more likely to stay, recommend it to their friends and the network gets bigger, I mean what's your-- >> If you have a company that shapes the future, we have very happy employees. (laughing) >> Self fulfilling prophecy there. >> Yes. >> When did you go live with? >> So we are one of the first adopters in 2007 in Europe. So we really started then, I don't know the name because they talk about days, months and now they talk about locations. (laughing) But I think we did a big overhaul during some of our big integrations that we have done so we are really one of the first customers in Europe providing the product. >> And how far, where, what version you in now? >> We are ready to upgrade, we will skip one release if we go to-- >> It's coming to London. >> Yep, London. >> Oh okay. And you started with ITSM like most? >> ITSM, ITOM, so IT operation management and now we have the IT business management app like demand management, IT financial management, really orchestrating from demand to fulfilling. >> A lot of our guys have written that they feel like machine intelligence and ITOM go together very well. >> Yes. >> You agree with that and how do you see that affecting your business? >> So what we clearly see is that the mean time to detect, the mean time to repair, we would like to detect algae before they hit the end user. So you really would like to make sure that before they notice it's already been solved. Or when it goes wrong, they already say we're on top of it, we know, we know the impact, we know that the whole chain of events, a single network port or power outage somewhere in a room could cause a big effect on the whole IT service and therefore research now helps us to make sure that we are on top of the things. >> Sebastiaan you mentioned off camera that you are very intimately involved with ServiceNow and helping them with their roadmap, providing feedback so can you share with us some of the things that you talk about with them and what would you like to see, where's their white space, what's on their to do list from your perspective? >> So what, but of course, if you look to our portfolio, what we are doing as NXP. So a member of the product advisory council for IT operation management and I'm closely working also on the Lighthouse program with ServiceNow and all kind of new releases, what I really think if you see what you are investing, of course they are now coming forward with the chatbots, awesome but if I see how my children consume information, using YouTube and I think also John touched upon it, what we are building as NXP is in the flawless end user experience and everything as being you don't have a UI. If you look to your car, today you have a speedometer, an RPM meter, why do you have RPM on your dashboard, why? What's the value of you know? In the past you needed it to shift gears and why is it still there? Does it really add value? >> Cause it's cool. (laughing) We love dials, come on. >> So it's about the end user experience, it's about your lifestyle, your brand identity it's not as more about requirements so, of course UI is important, I believe it, what's more important I think to invest in that engine behind it machine learning, artificial intelligence and how to ingest data. So because what is really required to make smart decisions is a lot of data and still I think the platform has potential, but there's some room for improvement to get proper integration by onboarding more data making the right decisions and orchestrate the actions out of it and I think the learn think act, we have the same strategy as sense, think, act at NXP I think that's how robotics and AI will work in the future. >> Data is the fuel for your innovation. >> Yes. >> So it's a great point you're making. >> I wonder if you could talk a little bit about the feelings in Europe, you're based in the Netherlands, about automation and the future of jobs because in the United States there is a significant anxiety about the machines coming for our jobs and at least the media portray it that way and I'm curious from your perspective, what is the feeling in Europe? >> Of course I think I see the opportunity but automation will change of course, automation, machine learning, it will essentially change the whole way of working. Because what we say it's about helping the business by decision automation, making decisions so we try to reduce the human effort, we have a total equality culture but we still need more and more people to help them that ask the right questions. Because the innovation of course come from a lot of data But still have people who connect the dots of never existing connections before. If you have a lot of data and you don't know which questions to ask, would you build a new solution? So it's still about smart people and creativity and of course we know patterns, we know what people are doing. But still the real breakthroughs is being done by people and therefore we need those people still in the future. So the anxiety is there yes, automation is there but I think it's about building a joint incentive between your outsource provider, your source provider between your workforce is what's the incentive for them on automation because otherwise you get a culture of fear and anxiety and a lot of doubt and that will be counterproductive for your company value. >> What do you think as a journalist. I mean you're right, the mainstream media talks about this a lot and they're actually accurate, the data is there to suggest that machines are replacing humans and cognitive functions and that's a concern but there's not a lot written in the media about the opportunity, there is some about the opportunities but more importantly what to do about it, in other words, public policy, education, I mean maybe I'm just missing it but. >> No, I agree with you, I completely agree and also this idea that Sebastiaan is bringing up is showing, proving that this can work for you, I mean this is actually going to improve your work life by taking Carol out of the drudge work or show opportunities for humans and robots to work alongside of each other. >> Yes. >> Rebecca: So there you go. >> Well in tech you better be an optimist you know. >> It's true. >> Although it seems like Musk and Stephen Hawking weren't optimists but maybe they're thinking you know hundreds of years-- >> Light years ahead. >> Right, right, right, right. You report directly to the CIO, at this conference, we're hearing so much about the changing role of the CIO and how the CIO has to be thinking so much more broadly about the business than ever before I mean how do you see it? >> So that's an interesting question because that's exactly where we are in today so we have had the classic way of the CIO, financial risk control et cetera then we have the transforminal CIO, then we have the CDO, or we have the future COO who takes care of operations because today IT is often being seen in the enterprise companies as a shared service center, something you do with the lights off but clearly bank accounts, what I already told you before was we are now IT companies with a banking license as IT becomes more dominant, it becomes part of operations and yes, we need a transformational CIO, CDO or a new type of COO that sees IT as part of the operations and the way of working. And of course you can give the new title, but at the end it's just a smart guy who helps the company succeed and brings IT as one together to make success. It's not about the role or responsibility, I think there's still the name of a chief information, chief data officer it's still the right title because he makes sure he gets the right data towards the business to make the right decisions faster. >> Right, great. >> It's not about running only the lights on. When the lights doesn't go on, it's IT's fault, right? >> Rebecca: Always, always. >> Always. >> Yeah that need doesn't go away but it's table stakes now. >> Exactly, Sebastiaan, thanks so much for coming on theCUBE, it was a pleasure having you here. >> Thank you. >> I'm Rebecca Knight, for Dave Vallante we will have more from theCUBE's live coverage of ServiceNow Knowledge18 coming up just after this. (upbeat music)