(upbeat techno music) >> Announcer: Live, from Orlando, Florida. It's The Cube. Covering ServiceNow Knowledge17. Brought to you by ServiceNow. (upbeat techno music) >> We're back at Knowledge17. Dave Vellante with Jeff Frick. Josh Gluck is here, he's the deputy CIO of Weill Cornell Medical College in the big apple. Thanks for coming to The Cube. >> Thanks very much for having me. >> Tell us about Weill Cornell, It's a collaboration with Sloan Kettering, originally, and ... >> Yeah, we're a three part, mission-oriented institution. Patient care, being first. Our physician organization delivers patient care in New York City. We're partnered with New York Presbyterian Hospital, Memorial Sloan Kettering Cancer Center, and also the hospital for special surgery. >> So, let's get right into it. CIO, you were probably doing some of the CIO activities here, this week. Love to hear about that. But let's get right into how you're, you know, using automation, how you're using the ServiceNow platform. Let's talk in the context of IT transformation. >> Yeah. So we've been a ServiceNow customer since 2012. We actually went live on 12/12/12. Everybody thought that was a joke, but it turned out to be the real "go live" date. You know, and as the platform's matured, and as our organization's matured, you know, we started focused on ITSM, strictly. Over the last few years though, we've found that, you know, our focus for ServiceNow should be the equivalent of building a 3-1-1 platform for the administrative departments. So we've onboarded folks in HR. We're doing case management now with ServiceNow. Obviously all the ITSM, ITIL-based processes. We've worked with our Department of Environmental Health and Safety. To help them with some of the regulatory compliance, about workflows that they need to have in place. We've also built out Project and Portfolio Management in ServiceNow, and we've been doing it, actually, since the beginning. We worked with ServiceNow pretty intimately to build out those functions. And now, we're actually at the point where, the platform has surpassed what we custom developed back in the early days. And we're really focused on understanding where we can unwrap some of those customizations, and just go to the native portfolio. >> Yeah, I wanted to ask you about that. >> Yeah. >> So, that's not an uncommon story and how complicated is it to unwrap that stuff? 'Cause obviously, you don't want the custom mods there if you don't have to have them. >> Yeah, well you know we spent, what, five, six years now, focused on developing the platform to meet our needs, meet our process. You know, we're academics at heart. Right, being part of Cornell University. So, I think we have a habit of sometimes overthinking solutions. So, our customizations are pretty complex. We also though, understand that it's a heavy lift for us to keep it up. So, we partner with ServiceNow, we've had them come in and help us to an evaluation of what really could be done with a slight change to our process. Or, even just direct support for our process, straight out of the box. We're really excited about the stuff that's coming out of Jakarta. >> Okay, so it's fair to say, I mean, we've all been there. Where you have software development problems, and you go "ah, jeez, I wish I had done it differently." But, when we talk to folks like you, that are unwrapping, unraveling, custom mods, there's no regrets. You got a lot of value >> Josh: Yeah, no. >> out of 'em. And now you're moving forward, right? >> Josh: Yep. Yeah we >> That's interesting. >> Josh: Definitely did the right thing, at the right time. You know, we went through an evolution, in the way that we did Project and Portfolio Management internally at Weill Cornell. And we're focused on some of the high-level problems, high-order problems today, that some organizations may not get to. Right, we're doing resource management, proactive scheduling, and you know, for us to get to the next level, the enhancements that are available in Jakarta are around time-carding and resource management, are really going to help us, I think, not overthink the problem. And come to some standard that the rest of the industry, or other verticals are using, in how they do their resource management. >> And Josh, the 3-1-1 concept is interesting. When did you go from "this is our an ITSM tool, that's going to be pretty cool." >> Yeah. >> To "this is a platform, that we can now take this kind of 3-1-1 approach, and use that as kind of an overarching mission, >> Yeah. >> for that which you're trying to accomplish"? >> I think the concept ... I think when we first went into partnership with ServiceNow, we knew that we wanted it to be more than just a replacement for heat, right? I've actually been with two different organizations. New York Presbyterian Hospital and Weill Cornell, who have come from other ITIL platforms, ITSM platforms, and moved to ServiceNow. I was a BMC Remedy customer for a long time at New York Presbyterian. We were a heat customer at Weill Cornell, prior to going to ServiceNow. So, I think we were all familiar with the fact that it doesn't make sense to buy these point products, to do all of these different workflows. Let's buy a platform. ServiceNow represented that platform. Even in its early stages, we knew that we wanted to do more with it. We had conversations about process users. And I know you guys were talking a little bit before about changes to the license model that are happening. >> Dave: Yep. >> But we really wanted it to be something we could develop further. Our first project just happened to be, in both cases "we have an ITSM platform that isn't working." Remedy at NYP, heat at Weill Cornell. "Let's get off of it, and get onto ServiceNow." But I think, we didn't start calling it the 3-1-1 until maybe a year or two ago. >> Okay. >> And it really started with Case Management. I think that was a big deal. >> It's a good little marketing, CIO selling. >> Josh: Yeah. >> You know, Daniel Pink. How large of an organization ... >> Josh: Is, IT, or Weill Cornell itself? >> Weill Cornell. >> We're between ... We're about five-thousand and change. >> Okay, so not enormous. But, the reason for the question is, at what point does it make sense to bring in a ServiceNow? You know, our little fifty-person company. You know, we're trying ... >> Josh: Yeah. But it's still not there yet. Is it size of company? Is it size of problem? What is your advice there? >> You know, I think it's actually a good idea for most mid-level companies to talk to ServiceNow. And I think there's even a play for some small businesses. It depends on what you want to get out of the tool. Right? I mean, if you're going to use it as just a simple incident-response system, which isn't really the value that ServiceNow provides, it might be a hard sell. But, because it's a hosted system, because there is such a wealth of partners in the community now, and such a following for ServiceNow, I don't know. If you were a ten-person organization and you were customer focused, and you wanted to use it to do ... >> Jeff: Yep, yeah, that makes sense. A couple of different business processes, it could actually make sense for you. >> Josh, really tight schedule today, we'll give you the last word on Knowledge17, some of the things that have excited you, what's the bumper sticker on K17 for you? >> I think the keynotes have been great. I think you guys at The Cube have been doing a great job, of also, >> Dave: Thank you very much, appreciate that. >> you know, getting people up here and asking 'em tough questions and stuff. I appreciate you going easy on me. Than you. But, it's been great. It's been a really good show. >> Well come back again, and we'll really go at it. So, thanks very much Josh, >> Josh: Thank you. appreciate your time. Alright, keep it right there everybody. We'll be back with our next guest, right after this short break. (upbeat techno music)