>> Announcer: Live from Las Vegas it's theCube, covering ServiceNow Knowledge 2018. Brought to you by ServiceNow. >> Welcome back to The Cube's live coverage of ServiceNow Knowledge18, I'm your host Rebecca Knight along with my cohost, Dave Vellente. The biggest conference of ServiceNow, 18,000 people here at the Venetian. We're joined now by Marc Talluto, he is the DXC Fruition Global Practice Lead at DXC. Thanks so much for coming on the show. >> Thank you for having me, appreciate it. >> So let's start out by telling our viewers a little bit about what you do in your role within the organization. >> Sure, you know, just a brief history, so I was one of the co-founders and CEO of Fruition Partners. So we were acquired by CSC, now DXC, about almost three years ago and within DXC, you know, DXC made a very conscious decision to use ServiceNow as kind of a pivot point to digital transformations for the customers. So by acquiring Fruition and then further investments, so we've done acquisitions in Australia, mainland Europe, the Netherlands, we've really consolidated a lot of the best regional partners inside one DXC Fruition practice. So within this practice, that's where we do a lot of our transformation work with customers that are starting or continuing their ServiceNow journey. >> Marc you and I met in the early part of this decade when this show was a lot smaller and it was, you know, well under, maybe around 5,000, probably even a little bit smaller than that. And it was companies like Fruition that got in early. You didn't see the CSC/DXCs and the other big systems integrators and this thing has just exploded. What's your perspective on the last five, six years? >> Oh boy, well I will say a lot of this is driven, a lot of the growth, not just from ServiceNow but from the GSIs, the global system integrators, that really see ServiceNow, how it can really be applied to their customer base. And so in the last five years you went from people that were interested but really didn't understand what it could mean, 'cause you know, if it's perceived only as a ticketing tool it's like, oh, that's not important. But as it's now seen as a, really a service manager platform, that getting in and servicing IT is just a way to go help HR, to go help suck ups, all these other venues. So what we're seeing is really an explosion of the GSI community here trying to do acquisitions like we've done. So there's been about, in the last five years, 17 different acquisitions of all those regional players into those various global SIs. But then those global SIs themselves, as we've seen on some of the presentations here, I and DXC ourselves, we're now using ServiceNow internally as a way to automate a lot of our internal processes. Used to be what we called Customer Zero or the Lighthouse Account is now the GSI themselves. So I think they've really embraced the message we've been kind of saying all along, which is, yes it's good for IT, but it's really good for how you operate all your shared services' businesses. So that's been, and it's been just accelerating every year. >> Yeah, remind me, so when you started Fruition did you start with ServiceNow or did you have, had you had experience with other platforms before that? >> Yeah, so we actually started in 2003, so about five years before we ever met ServiceNow. >> Dave: There was no ServiceNow, really. >> No, yeah, so we were used to using the remedies of the world, I mean, the other kind of various tools that were out there. But we also weren't a system integrator when we started. We were an, it's funny 'cause you hear the messaging now, organizational change is more important, customer success is more important. Those are really the roots of our company. We were like, listen, the process needs to be better. You know, we're pouring in to governance and all these things, we could use Remedy, we could use other tools but we need to really figure out why people are choosing to engage to do service management or they just kind of go off and do their own thing. So for those five years that's all we did was talk to organizations about crawl, walk, run. How are you maturing from fragmented service offerings, fragmented support, to really kind of being able to centralize those operations and then extend outside of IT? And when we met ServiceNow it was like, it's like they were telling us what we've been telling customers for years so I was like, that's great. >> The lack of a tool, a platform, that really does what ServiceNow does, in a way it might've been a tailwind for your business 'cause complexity, but on the other hand you had to respond and you jumped on it early. I mean I would think a lot of SIs might've said, oh no, that takes complexity out, complexity is cash for us. You guys had a different philosophy, you said were going to get in early, talk about that journey, that position. >> True, well you know when we first met ServiceNow, like I said, 2008 when they were about 40 people total, you know, their entire company. And I think we were 10. So we were almost, you know, similar sizes. But you know what we were able to provide ServiceNow was explaining the customer journey. That the technology was very important, it was very lightweight and nimble but that customer journey, that customer needed to understand, what should I do first, what should I do next? What should my one year, two year, three year look like? And that's something that we've always kind of held, that we saw ServiceNow also as being this platform. We believed in the Glidefast story which was ServiceNow before ServiceNow, maybe we were one of the first ones to say, there's IT service managers, let's just talk about cloud service management, enterprise service management. So I feel like their story and our story, we've kind of been maturing together as we've seen customers really adopt the platform. And some of the great case studies that we've seen over the years, those have been our customers that we've helped encourage to say, what's the difference between an asset that's in IT and an asset that's in manufacturing, right? These are the same disciplines so let's help them go out there and do that. So it's been, it's obviously been a tidal wave of work. It's been very interesting expanding globally and you know, this is just a result of a lot of hard work on everybody's part. >> We're sort of, at this conference we're hearing that this is a real moment in time, when you were describing talking to companies, trying to understand those who were sort of happy to operate in this fragmented way versus those that were truly committed to a technological change and bringing things together. Is that true in your mind, that there really is a recognition on the part of companies and employers? This is, we need to get better at this. >> You know what we're hearing? We're hearing from very large enterprises, some of them and even Aerospace and Defense that are like, we have to recruit younger talent. They do have aging populations that'll be exiting their workforce. I see this from universities that recruit, obviously students, but it's then the workforce. The expectation is now so much higher that their experience with IT inside their employer is much closer to their experience as a consumer. We've been saying it for years but now it's really become a business imperative as customers, I should say as our customers, they are trying to make their workforce happier. Well not only just more productive, more engaged, but also, you know, retention. It's, I feel like it's the moment of the worker themselves. And look at other economic factors, unemployment's at a historic low. Finding people, you're competing for your own workforce to come work for you. They can't show up and you give them a Windows 95 machine or like an Office 2001 product suite, they're like, that's a reflection of how you as a company actually operate so all of those are kind of coming together in to this consumer like experience for the employees of our customers. >> And a lot of talk about new ways to work, the future of work. So what's your expectation going forward for how that affects business, affects your business, organizations? Sounds like they're closing the gap between consumer experiences and enterprise experiences, what's next? >> So you know, big word, friction, been frictionless. Right, like where's the efficiency, what is the friction in different departments working together? I think as people really do adopt this, call it the service manager platform, that system of engagement, once those silos start to come down, once they start to share that data, we see it in individual customers, they kind of go through this aha moment. They've cleaned up their data sources, they realize everything's on one platform, and then they're like, can't I build this, can't I build that, can't I build that? Yeah, you can, and it really starts to accelerate. So I think we'll see the barriers of these business units really fall, I think IT's role is going to shift to be almost a, we talk about a service management office not a project management office. So the service management office is, how well are all of my services, whether it's HR, whether it's finance, how are those services being consumed by my employees? So I think we'll see that pivot, it gets away from IT being more T, the technology, and more to the I. Like what information and services am I providing? I think really we are at that catalyst and as people start to adopt that it moves much more quickly from here. >> What's next, what is, going forward what do you see as the DXC ServiceNow strategy? >> Boy, so this is something that we've been working, so DXC's only been in existence for one year, right? But it came from HBES, it came from CSC, right, 26 billion dollar company, 180,000 people. DXC is putting all of their investment strategy around digital transformation, behind ServiceNow. So we have another team here that focuses completely on building ServiceNow offerings that are behind all the other DXC offerings. So what do I mean by that? The difference is whereas Fruition will go up to a customer and say, we'll help you do ServiceNow work, the platform DXC team says, we want to deliver cloud orchestration, we want to deliver desktop and mobility workforce call centers, but all of those are powered by ServiceNow at the back end, all of our analytics so we do a lot of other things as DXC, obviously billions of dollars worth but we're switching that all to be standardized on ServiceNow. So we're actually breaking down the silos in our own company of how our different departments work together. So if a customer buys a cloud orchestration platform and they're also a workplace and mobility customer and they also have maybe the HR BPO, that's all on ServiceNow. The DXC platform, DXC, built on ServiceNow. So that's everything DXC's throwing at it is to be that player. >> And do you see ServiceNow, is that the platform of platforms? >> Marc: Yes. >> And I mean, you guys really are a technology agnostic. But if it fits you'll use it. >> Well we're an independence offer provider. We don't create our own products like an IBM might or somebody else might and basically put those products in front of a customer when they're really not the right fit. >> So, I mean, you think we had John Donaho on early and he said, look, there's WorkDay and there's SalesForce and there's SAP, et cetera, et cetera, et cetera. We want to be the connective tissue to those platforms. Software companies are funny though, they all want to be the connective tissue. But if this is what ServiceNow does, so, do you feel like they are in a unique position to be that platform of platforms and-- >> I really do, and we've worked with a lot of other software companies that want to connect in to that ServiceNow ecosystem because what we find is other software products are like, listen, I might be really good at security, intrusion detection, but do I want to create a work flow? And I want to create the CMDB, that means that I have to go build an entire almost secondary product to my core competency. So if I'm really good at anti virus, if I'm really good at intrusion detection, even if I'm really good at reporting I still need people to act on the information I'm providing them. But I don't want to build that action engine, so that's what they're almost setting up their own boundary, saying let ServiceNow be the action engine for me and we'll just plug in to them. They're becoming the standard for how customers work between silos. >> Great, well Marc, thank you so much for coming on the show, this has been really fun talking to you. >> It's my pleasure, thank you, great to see you. >> I'm Rebecca Knight for Dave Vellante, we will have more from ServiceNow Knowledge18 just after this. (upbeat techno music)

>> Announcer: Live from Orlando, Florida it's the Cube covering Servicenow Knowledge 17. Brought to you by Servicenow. (electronic music) >> Welcome back to Orlando everybody. This is the Cube, the leader in live tech coverage. I'm Dave Alante with my cohost Jeff Frick. Mark Toludo is here with Patrick Stonelake, cofounders of Fruition Partners now, a DXC company. Welcome to the Cube, Mark you were one of the first SIs that we ever met in the Servicenow ecosystem, acquired by CSC and now the spin merge with HBE, explain it all, how'd you get here? >> Yeah well that's great so we really grew up in the Servicenow ecosystem, right. That's where really Fruition became really what it was and is. CSC came 2015 so they came, acquired us, we became Fruition Partners with CSC brand. CSC then did an acquisition of UXC, a very large SI out of Australia and with that was Keystone, probably now the largest Servicenow system in the greater Australia so they came into our practice as the Fruition Partners Australia brand. We then went out under CSC and did another acquisition in mainland Europe Aspediens. They covered Switzerland, France, Germany, and Spain. And so now they're the Fruition Europe end. So we still have this Fruition practice inside of CSC at the time and then the HP enterprise services so that's only the EDS group, the services group, not the hardware or software group. So then they choose to spin merge with CSC and form DXC. So we're still the Servicenow practice Fruition Partners DXE technologies company so all the Servicenow, everything you're seeing, that's what we're enabling for customers. >> Now Patrick, how did that all affect the go to market? >> It enables us to be more global right. Part of the reasons why we acquired these companies and continue to look to do so is our customers are demanding from us a very consistent, boots on the ground experience, multiple languages, but all running the same methodologies, running the same accelerators and getting them to the finish line at the same time. So DXC and the kind of checkbook and influence of DXC has really helped us do our part in consolidating that market. But what I think we've really just started to scratch the surface of is how we can empower DXC as you know kind of become the engine that runs the nine major offerings of DXC and start to get service now into support of those offerings, modernize them, make them more efficient, and make them more attractive to customers. >> You guys were early on, you know we've talked about this in the past, kind of placed your bets, paid off. Is this sort of work flow automation the next big thing? It seems now that everybody's glomming onto it. >> Yessir. >> Is it and why now? And where do you see it going? >> So we see this, as Patrick mentioned, DXC has nine service offering families, right and that includes like big data, cyber, vertical applications, certainly the outsourcing business is still significant. But what we're seeing is Servicenow is this workflow backbone middleware that kind of connects us all. So we have the DXC offering family leads coming to us and saying listen we understand that Servicenow can do ITOP for a business process orchestration, we understand it has a SECOPS component, so now we have an ISECOPS offering. So they're seeing that Servicenow is kind of the glue to bring together these various offerings and it helps us go from our traditional relationship with the IT department to now branching out into HR, into security, into that CSM space. Even in the business process automation space, that can be claims process. The total business functions that are automated by this work flow, it's not just the work flow itself, it's that the work flow ties into the other silos so that it's not just email, it's actually intelligent email, intelligent routing. So we see it as the glue to keep all these offerings together. >> And then you guys are starting to build solutions on top of a Servicenow platform and go to market with the solution, versus you already have Servicenow, we're going to be a kind of typical consultant and help you do best practices, et cetera. >> Exactly, you know it's kind of a combination of the two. But I think the best way to think about it is that Servicenow is doing its best to be as horizontal across the enterprise as possible, right? Security is a really excellent example of a place where Servicenow is a natural fit, you connect the cycle with security and IT. But one of the things that we're looking to do is to bring the industry expertise of DXC to some of these Servicenow enabled solutions. Mark talked about our ISECOP solution, which is horizontal managed security services. But we debuted yesterday that we're going to be working with Servicenow and their catalyst program around a healthcare splinter of ISECOPs because there are all kinds of uniquely healthcare provider oriented security concerns that the actual thought leadership and the knowledge of the cyber consultants at DXC really bring a lot to the table. So we could build a solution in conjunction with Servicenow. They rely on us for the industry expertise, and they just keep that security piece humming and up to date and locked in with the rest of the platform. >> You know we have another offering, just to add to that, is out of Europe, one of the consulting groups said environmental health and employee health and safety in manufacturing plants. They said listen there's a product out there in the marketplace, can you do something better or different using the Servicenow platform? So we actually took that subject matter expertise from DXC consulting experience, we've married that with our Servicenow expertise and we actually have another product that we're going to market with. It's an employee health and safety, for manufacturing plants, for slip and fall, for any environmental concerns, any of the safety issues that they have. But that's really combining industry and vertical expertise with Servicenow. >> And that shows somebody might not even know they're buying Servicenow, right. (crosstalk) >> You're essentially OEMing the platform. >> That's what we would like to get to. >> You're not there yet. >> I think there's a lot of, we have a lot of we sell a stand alone on top of a Servicenow platform and it gets built. Tony Beller who's the new GP Alliances coming in with a lot of force, environment experience, and I think he's really charging with some of the bigger partners like us to really lock down that OEM because I think that's where we get a lot of leverage for Servicenow and our customers essentially want to consume as they need it and that makes a lot of sense. >> And are you reselling Servicenow in that solution offering so that they don't have a separate relationship with Servicenow, it's all integrated into that. >> Exactly, yup. >> Correct. >> And do you guys use Servicenow internally? >> We do, yeah. Ourselves we've been big drinkers of the champagne as they say for a really long time. We have a number of systems we use to run our professional services organization. But DXC, particularly in the area of asset management, some of the real ROI driven pieces of IT is taking a very hard look at the successes they've had there and trying to figure out how we can enable that success in the rest of the organization. Purchasing, project management, you know, these are things that I think we're going to do internally and then start to share results with our customers. >> Well we also have something called My Order Style, so there actually is how we do manage service provider outsourcing relationships that's built on Servicenow. And we do that internally as well, so basically when we get support or when we need support for our equipment, whatever, worldwide, that's being logged and tracked in Servicenow. >> And in Servicenow you clearly have very strong messaging around we start with IT, IT service management and then ITOM and then moving into the lines of business. How rapidly are you seeing that in your customer base? And maybe add a little color to that. >> I think we're trying to accelerate that. >> Yeah. >> I think what we're seeing is a shift as infrastructure goes to the cloud, as the IT department moves away from being the T of technology and more the information side, that they're starting to realize this role as more of a service management organization because oftentimes the applications that they're supporting are coming from a third party if it's Servicenow, if it's Work Bay, if it's Sales Force, but they can be the glue that holds it together. They can worry about the releases, the data hierarchy, but it's that IT as they are reinventing themselves. They see themselves going out towards those other departments towards HR, towards CSM, towards field service and saying we actually have a solution we want to bring to you. >> I got to ask you guys, as a consultancy, complexity is your friend. You know when things are chaotic it's like call you guys and solve the problem, but at the same time, you hear from a lot of Servicenow customers, we're trying to minimize the customization, custom modifications. >> Patrick: Yes. >> Mark: Right. >> Is that antithetical to the way you guys typically do things? >> It shouldn't be I don't think. I mean we don't want to do as much work as possible in one project, we want to deliver value over the course of many, many transactions that are shorter in duration. And so the more we can stick to the configurable aspect of Servicenow, the better off we're going to be and the better off our customers are going to be. They'll take releases more smoothly and so forth. And what you can do with configuration and app scoping is really, it's a whole other level than what it was five years ago so we're actually starting to fulfill that promise. >> And so if you can build value on top of the platform using the platform, >> That's the point, yeah. >> Those functions beget the advantage of the upgrade. >> Yeah I would look at this and say when Fruition really got going is when we really embraced Servicenow, not just the technology, but the methodology. Because we knew a lot of other service providers, they want a two year project, they want that SAP three year whatever it was. But we embraced the methodology and said that if we can't show results in four to five months using this technology, we're not going to be invited back. But look at today, we have 400 customers worldwide, about 70 percent of those make up our annual bookings again for the next project and the next project because they see value in these increments and we're delivering that. So I would rather not elongate projects, they need to see things very fast. >> Awesome, guys congratulations, I love your story, and Mark you got to present to the financial analyst group yesterday so well done. Thanks for coming on the Cube. >> Thank you very much. >> Thank you for having us. >> Keep right there buddy, we'll be back with our next guest right after this.

we're simulcasting SI piece a fire on SiliconANGLE too so check out that coverage as well My partner John furrier is down there with David floyer and Jeff Frick you could tweet us at d volante he's at Jeff Frick mark to Ludo is here he's the CEO of fruition partners a company that is a systems integrator and service provider that has essentially superglued itself to the ServiceNow platform at precisely the right time mark welcome to the cube thank you so you got to be excited your big sponsor of this event a lot of customers hear about them told about thirty percent of the the end customers are actually not currently service now users so big opportunity there so how's it going yeah it's going great fantastic I think this is our fifth year if your service just tremendous tremendous to see the growth right that we're seeing here I think we are now the size as a company of the entire user conference in 2009 you know we were walking around last night and we were struck by the the number of partners in the exhibit hall you can always judge a company by the strength of its ecosystem it seems to be you know growing so talk a little bit about fruition what you guys do what your specialty is and we'll get into it sure so we actually are a our primary focus is service now so our system integrator with service now we actually started as a process consulting company that when we saw a service now we realize there's a tremendous value of being able to deploy ServiceNow solutions really faster than anything else in the market of time and this is back in two thousand eight so we not only focus on the the system integration side but also that the process definition and I think you know a third element which is what you mentioned this all the other vendors that are here we actually create a lot of the connectors between service now and these other vendors so we're starting to create kind of a broader mash of solutions integrating those other third parties with service now so when you think about you know process right do you think about the big consulting firms their deep industry expertise IBM tuloy pwc Accenture and so what what point did you say I you know but rather than take those guys head on in their wheelhouse we see this trend toward IT Service Management and the cloud and service now how did you make that decision take us through that sure actually and my background was with those larger firms all right so I kind of knew how they operated we kind of found ourselves when I till years ago a decade ago really seeing that that's the discipline that I t really needed to manage itself but we saw the the software is lagging so far behind in the ability to actually deliver what customers needed so we try to do is be very iterative so when we do process definition we don't think about it for a year we actually think about it for a couple months we have some improvement solutions but we really leverage service now to kind of help iterate that organizational change much faster than we could with any other tool so I'm by no means an ITIL expert but I've certainly worked with a lot of clients that passionate about ITIL and what they say is it's a great framework but to actually implement it you know you got to do some right heavy lifting you've got to have you know the right tool sets so how does a service now sort of bring that to life and what role does fruition play in making that real great day by the way fruition how do you bring that all the pressure man yeah sure so there's really two approaches we always go into a customer and saying you know I till it can be complicated but at the same time you're already doing I tell in many different ways you just don't call it that you might not have the rigor of the discipline so what we're able to do is kind of define those processes lightly and kind of use what a customer is already doing to actually translate that into service now and then we do kind of multiple releases on the same process so the customer kind of grows in the maturity of adopting the process with the technology so let's go through an example of that mark you're saying it's cut many customers most are already doing I tell they just don't know it or they don't call it that let's go through a simple example sure so a lot of people would say they change management is a good example where people know that it's good to talk to other people about the changes they're about to make but the level of formality and rigor with in change management varies widely so you may have some customers that you know maybe within five or ten people they might understand what they're about to change and they just kind of talk to each other randomly as that gets larger and more complicated they need more formal approvals when that gets even larger and more complicated they need to know what systems they're about to change what business cycles month end close for payroll they need to understand much more than just the technology side they need to understand the business side but customers can iterate through that maturity and they're not always ready to go and think about it for a year until they get to that that other layer because they're doing this week by week so that's kind of an example of how we mature eventually mature the process then that process gets integrated with another process so that was change integrated with asset and eventually we integrate it with incident so we kind of take what they have today we refine it and then we use service now to automate it and provide some visibility and metrics to it and then integrate it with other process so I'm imagine a customer's uh okay mark I hear you and I'm kind of skeptical we're we're a really complicated organization like you know maybe if we're just talking about our IT infrastructure at headquarters I can believe you but you know we've got a big complex application portfolio and it connects to these business processes and we want to go global with this how are you going to help me scale to that level and actually succeed so that I don't you know fall flat on my face you know two years down the road I think a lot of customers they've actually been trying to solve these problems over the years so you'll find just a good example on one customer global i should say north america they're managing 60,000 desktops and they were doing it on a hundred different spreadsheets so the data existed they already they knew the pain point they were having they just didn't have a way to consolidate the information they weren't even using tabs in this bridge yeah okay okay but so take so take me through that so how do we mature an organization like that so we're actually going to go in and basically find what data they're actually capturing we're going to find all the one-off tools and the tools are abundant IT people are great at just making up their own solutions right access database SharePoint side note spreadsheet whatever it is a fool with the tool as they say exactly so we keep finding all of these but in the end they're all trying to solve the same problem so what we're able to do is come in kind of do that discovery and see how big this problem is but in the end we then consolidated into one framework really consolidating it back into service now so some of the challenges really just letting people that they'll let go of that spreadsheet right or that access database that they had built over time when they finally let go of it we can finally consolidate the data then they see why it's much more relevant to have it in a single place than in 60 separate spreadsheet so an eye area i mean i think you're right you get this collection of tools and i've always felt like the the value that the software delivers is a function of its usage and also the productivity of the individual as they're using it so you sometimes get a tool that's not very good people have to use it and it's hard to use but so talk about the the usage profile and how you know it permeates your organization and that's one thing we've seen is with service now because the user interface is so simple and lightweight and is built on essentially web technologies and people are you never got trained on the internet right I mean you just kind of its intuitive from how you look at it and therefore the adoption is much simpler it's the the right clicking the views the reports because it's easier to use they then want to use it more rather than the resistance of using a tool that they don't quite understand they don't know how to navigate so then they create 60 spreadsheets but if it's easy to use and they enjoy using it the adoption really grows much faster so kind of we go back you know 10 or 10 years or so there was a big discussion and big name in the industry around business value CIOs were sort of struggling to sort of describe and quantify the value that I t brought to the business budgets were getting cut and so in many ways I think you're in the value business can you talk about I T value how it flows to the organization how you're helping customers realize the value that they bring to the shirts and there's a lot of reasons why people do an IT service management initiative some of it and that value it's not always the hard dollars you can't always naturally equate because we did this we save this much money you can sometimes if you were saving out hardware if you're saving on software but there's other other elements of efficiency with nit the customer interface between the business buyer and IT itself what that relationship is like so a lot of different things drive it it could be cost it could be internal efficiency it could be the relationship that the IT has with the business units all of these are actually you know very valuable for the relationship that I t has with the business it doesn't always necessarily equate to a hard or soft dollar yeah so I think I can I kind of look at it as I agree a value definitely can come from hard dollars and that that's kind of the easy one okay I'm going to do this and the save some money the the harder pieces to articulate and quantify are actually the much more valuable ones that particularly you know we heard Frank talk about the degree to which I t is embedded within the IT ness of the business so if you think about things like agility the speed do what you can deploy new applications or or fix problems and and the other is the stuffs got to be up if it goes down I lose productivity and I guess there's a risk element of that of that to talk about metrics how are metrics evolving and what do you see when you actually put you know have a successful implementation of service now within an organization what happens to the metric side how do they get shared what are the metrics how do they could share what are the KPIs people are focusing on I think the first thing that we see is that once we start to consolidate these different systems they can actually see in aggregate what's happening so 60 different spreadsheets it's hard to create a metric or dashboard from 60 disparate spreadsheets right so once it's finally within one system they can actually see what what sometimes the metrics are what do we actually own we've surprised we've surprised CIOs by saying you have 12,000 employees but you have 16,000 desktops and they just they just never knew before so that that's one element the other element so operational efficiency once in tracking changes for example now that there's this transparency we call it the fog of IT when everyone's kind of working their own silos in their own workflow without any real SLA is you don't really know what's working well or not but now when you're in a platform like service now and everyone's entering the work that they're doing well now we can see well how long did it take me to do that how much lead time did a particular Department give me to make that change how many changes actually caused system outages they didn't have that information before it maybe they had it in 10 different systems we've been at clients that actually hired people full time just to consolidate data from eight different systems to try to make something of it but now that it's actually in one system we can see you mentioned SLA for service level agreements we can see how many people are working on particular issues how many changes how many assets well how they all relate to each other so I think there's the massive benefit really as being in one system and being able to see in aggregate what is everyone's doing so I feel like we're still in the early days of realizing the potential for this type of platform because I mean to me this is basic blocking and tackling that we're talking about so let's say we get that down what gets more exciting to me is ok now as a business person how can i leverage this information to make decisions about where I should prioritize my investments I want to look at my my investments as a portfolio I got limited resources and I can look at these metrics and say ok if i invest over here I can drive some other metric and it's going to add business value are you starting to have those conversations with customers lonely started a little bit the evolution of even with service now kind of beyond the help desk as you start to talk about the services that I t is actually providing the business well those services are actually a combination of there's of course the hardware layer right what's my total cost of assets there's a software layer in the licensing that goes on top of it but let's not forget the operational layer that surrounds it so how many people did it take to implement that change how many people does it take to support that how many end users are there that are actually working on this so with a platform like service now you can actually see the total cost because it's actually all wrapped around a service ok so you see the total cost what about the value piece I want to I want to keep coming down that just because I really do think you're in the value business and and being able to realize that value is a function of our getting the cost right making sure that that's efficient but but actually placing my bets in a way that's going to drive the objectives of my organization now that's not necessarily it's not really the main focus of IT but it is the main focus of business and you're talking about forging a partnership with the business so so how are those conversations how do you see those evolving over time sure well now we can actually go to the business owner so once we've defined those services and we define the hardware the software the operational costs and this is something I t never had so we're now able to do is go to the business service owners because that that service isn't something that I t just thought up it was actually for a business unit for a particular business owner so we see those conversations where we find go to the business service owner and they'd never seen any data from IT before about this they because they really didn't know the cost right oh that's what you do I didn't know that constant this project that I'm suggesting is going to cost this much more so finally there is a conversation around metrics to be able to say well this is the cost this is the operational efficiency this is your impact on our IT department those conversations never happen before it was kind of gut reaction and they kind of felt like something was working or not working but now we're actually going with those operational metrics well to it must arm the the IT organization to basically say okay look yeah there's the capex but then there's this ongoing cost we're going to eat over the next five to seven years what's the value of that that that's bringing to the business versus maybe putting that resource elsewhere a lot of times i t just ends up owning that right that's part of the reason why we're in the set was talked about the seventy thirty you know seventy percent is keeping the lights on thirty percent his new innovation and that's why that's why you get all this sort of complaints about it2 sucking all the resources out so how has that dynamic changed in successful implementations of service now are you seeing that 7030 flip are you seeing sort of a different mindset with injuries you know what what I've seen is that as organizations mature as we go through those layers as I was mentioning once they can see the data now they're actually working on the right problems I think before they were just working on maybe the biggest the biggest outage maybe a department or division that seem to complain a lot you will exactly so they'll just management by squeaky wheel and a little gut reaction and now that they see the metrics they can see where the issue actually is so now they're targeting their effort well it's interesting it's still for some customers we've been with we've been with some customers for nine ten years it still feels like a state of chaos but they're fixing the right problems whereas before they were kind of fixing squeaky wheels without realizing the engine was completely broke so they're using those metrics to really target their efforts versus just kind of manage complaints now do you guys actually develop apps on top of service now if you talk about that a little bitter extensively so we we have an entire platform as a service group that actually a lot of customers are understanding that service now that's a platform if it already has the database it already has the workflow in jit has a reporting engine has security but more importantly it has all the data about your business I have all my business services potentially I know all my buildings and all my users I know my organizational structure so when that date is there and the tool sets there and I T is very familiar with how to use this platform as the business says hey I'd like to have another HR case management tool I'd like you to maybe we'll get a different field services tool IT SEZ wait a second let's not get another tool we already have all this data and we can already manage it with a team we already have the beauty of service now be on one platform is to add another application your system administrators don't have to learn anything new because it's the same that's the same rules it's the same scripting it's the same platform so we we've built HR case management tools we've built actually this morning coca-cola went through there a third-party access vendor management we built that globally for them we've built logistics applications for armored truck management it's kind of all over the board it's the creativity with nit finally being unleashed with an actual platform that they're familiar with and not just a series of spreadsheets so I'll give you the last word we got it we got to go but just on fruition what's your vision for the company where do you want to take it sure so really our vision is around cloud service management I think we've seen with IT Service Management helping an IT department mature to a steadier state but the disciplines around ITIL how a manage workflow planned workflow unplanned workflow on assets the disciplines of service management are broadly applicable to on HR department to a call center there are a lot of other areas within the business that actually need those that process discipline so we're actually taking cloud service management the disciplines we learned with an IT on service now taking them to the rest of the business units and actually automating within the service now planning well I think you guys got a lot of runway how do you mark to Ludo CEO of fruition partners and gradual ations on your success to date and good choice hitching your wagon to service now and good luck in the future thank you very much all right keep it right there buddy this is the cube this is Dave vellante we'll be right back with our next guest we're live at knowledge here in Las Vegas the ServiceNow user conference right back after this word