5 Things That Will Transform IT Service Management
July 20, 2017
Kevin J. Smith | Senior Vice President | Ivanti
David Martinez | Sr. Product Marketing Manager | Ivanti
IT is currently undergoing a remarkable transformation that will create a new course for the organization of the future. In this session, we will take a brief look at the 5 factors that are driving this transformation and why each is so important. This is a dramatic change from the past and will reshape much of what we have accepted as the standard operating model for IT. Taking this a step further, these 5 factors will result in a new set of metrics and a new organizational model for IT.
Join David Martinez and Kevin J Smith as they take a glimpse into the future of ITSM.
Dave: Okay, let's go ahead and get started. I'd like to welcome everybody to our Ivanti Webinar, Five Things That Will Transform IT Service Management. I'm Dave Martinez. I'm with our marketing team here at Ivanti. I'm based out of California. And with me today, I'm pleased to have Kevin J. Smith, one of our senior vice presidents with Ivanti. He's well known in the IT Service Management space and he'll be covering the Five Things That Will Transform IT Service Management. We'll have Kevin do an introduction as we get started into it, but a couple of things I do wanna say on the housekeeping side.
The first thing I wanna say is this session is being pre recorded so what you're listening to is a recording. But even that with WebEx, we still like you to be on mute. Usually, WebEx mutes everybody's phones but occasionally there is a technical issue, so please, we ask you to mute your phone on your side.
Okay. As I said, this session is pre-recorded just like a podcast but we still want you to ask questions throughout the session. So, there's a Q&A feature or a chat window that you see in your WebEx side panel. Please enter your questions and comments and suggestions if you have any into that feature and any questions that come in, we will follow-up with a post afterwards with the answer, so we'll make that available to everybody that participates in that regard.
This session is being recorded as I mentioned. Again, you're listening to your pre-recorded session and it will be distributed later, both the slides and actual playback link for the recording itself. Now, we are live tweeting this webcast, so if you wanna follow along or post something, please follow #ivantiwebinars and you could see the live stream that's going on there and all the comments that are coming in.
Okay. With that, I like to introduce Kevin J. Smith. And Kevin if you just give your kind of brief overview of yourself, let people know all the great things that you've been doing, and then kind of give a little bit of a context why these five things? So Kevin, if you just introduce yourself, that would be great.
Kevin: Yeah. Thank you, Dave, and thank you, everybody, for joining us. Again, I'm Kevin Smith. I've been with Ivanti for 15 years. I'm a Senior President with the company and I think I have one of the best jobs in the company and that I get to work with companies around the world on what I would describe, I think many of us would describe as the journey of IT service management and the journey of the IT organization.
So I get to work with companies and all kinds of industries, retail, manufacturing, legal, healthcare, higher education, primary education, and the list goes on and on. And we've learned a lot in doing that and I think ultimately this is what galvanizes everything that we do every day is helping people and helping organizations operate IT better and execute IT service management better. And today is I think a peak of the future and that we're grounded with the past and we are, we stand in the world of today and yet we are beginning to look at the future. And I captured much of what we have learned in a book that I published in March, it's called "World-Class IT Service Management" that took a practical view of everything that we do in service management. But in the process of working with these companies over this past decade plus, we've began to get a glimpse of what the future is going to hold and I don't think it's an exaggeration. I think it's a very fair statement of what we believe is going to happen over the next 10 years and that it's gonna be a transformation of IT. IT is about to change unlike it's changed in the past 30 years.
Dave: So Kevin, that's interesting. I mean, you really, you were talking about process structure and technology. Every time I hear you chat with customers, you know, you get one today, you love talking about change management, best practices, [inaudible 00:04:36] things like that. But now you wanna to talk about the future, you know, glimpse to the future of IT, these five things that are gonna transform IT service management. As Yogi Berra said, "Predictions are tough, especially about the future." So, why do you wanna shift from, you know, talking about the pragmatic approach that's outlined really well in your book by the way and, oh, I'll put a shameless plug in for you book right now and tell everybody buy the book, it's a great practical read, makes a great birthday present. I gave one to my wife, as I told Ken before, and she hasn't stopped thanking me for it, so.
Kevin: You're very funny Dave.
Dave: No, it's really good, but I do encourage people. We actually handed out HDI, and again, I'll just call it a shameless plug here pretty quickly, HDI, and I did talk to some people at the end of HDI who read the first introductory chapters and they really like the way it was going in terms of like spelling out, you know, a very pragmatic approach to be a world-class IT service management shop, so very well written. But, you know, like I said, we're gonna talk about the future. You say here on the slide, we're in the middle of IT transformation. What's going on, how are things different? Why can't we keep doing what we've been doing in the past for IT service management's perspective? Do you mind just commenting on that?
Kevin: Yeah. And I think it's important that people understand that we're not proposing that everything about IT is going to change. That's not the case. The fundamentals of IT remain intact and what we do every day, what we do every day in many ways will continue. I mean IT has a fundamental mission. They are a trusted steward of the infrastructure of the business and they deliver services to the business. That is never gonna change. We will always, IT will always leverage technology and leverage information to deliver services that allow everybody in the organization to do their job the best they can. That's not gonna change. However, what is going to change is the how we do that and our mindset. The new dimensions that are gonna reshape and I described these as powerful forces that are gonna be undeniable and changing how we operate, recognizing that that fundamental mission remains intact but there's a new mindset that has to go along with that.
Dave: Okay. So the fundamental mission of IT isn't gonna change. I think you heard it, you describe it as what delivers the technology to deliver services and keep people productive, you know, either end-users or customers in case it's customer support. But what you're saying is technology keeps changing and what that makes it more fun and interesting like the Chinese curse says right, may you live in interesting time. Are we living in interesting times now?
Kevin: Oh, I think. I think there are the best of times. I think, again, these changes have been building for some time and I think it's been the need for surface somewhat and IT has had to get some of the fundamentals improved, now, we've had the dawn of best practices. We have been called on to deliver services to a broader part of the business. The cloud has had an influence on how we operate in IT. And, you know, going back, Dave, you go back to the begging of the help desk, the technology we used was different. We were very focused on these desktop machines that were very different than what we have today. Mobile phones were not really integral to the business. We had these large printers that drove us crazy. We had technology in helping us do our job.
So the technology is different today. We are leveraging mobile phones as a more integral part of our business, tablets have exploded within our business, let's call those clients or mobile devices. We are more dependent on the internet. We didn't really have to worry about the internet 35 years ago as a primary resource. Email was starting to emerge but it wasn't a primary business tool. So that process, the key is that process never stops. Fast forward 10 or 20 years, we'll be talking about different technologies. The workforce will be different. The world around us will be different. But back to the basics, we will be leveraging technology to do our jobs the best that we can and every organization is delivering something to a client, that's a service to our product. That will be timeless. That fundamental model will be timeless and as such, IT is gonna be in the middle of that equation forever more.
Dave: Okay. So what I'm taking away from this is perhaps the form changes, like new technology, like mobile, internet that we see in the past and who knows what else is coming out often we'll get into discussion about AI and machine learning and things like that. But the fundamental principle, you know, IT delivering services, keeping end users and customers productive, that's not gonna change.
Kevin: That's not gonna change. That is simply not gonna change and I think that IT is unique and that it has been at the crossroads of so much that's vital to the business because if you think about it, is our information is so important, our data, the data that we hold is a corporate resource. It's a tremendous corporate asset and IT has been evolving to better protect and to better manage that data and that information. Our workforce is more mobile and what that means is it's more complex for IT to manage and secure the infrastructure because now the infrastructure is not inside our walls, the infrastructure is out there.
And so, IT has been pushed, IT has been challenged to evolve and to grow more quickly than really if you think about it, than virtually all the rest of the business, all the rest of the organization because IT has been hit by things like governance and compliance, security threats, we live in a very, very complex world where threats are more sophisticated than ever. Everybody in IT understands that. Well, again, what's the first line and last line of defense? It's in many ways IT. So it's a, yeah, it's a complex world, it's an ever changing world. And what I believe ultimately we're going to see in the years ahead is that IT will be lifted up in the organization and will take on a more prominent role of being a strategic asset to the business and being a leader in the business.
Dave: You know, that last point you're seeing there about IT and IT service management being uplifted, becoming more strategic to the business, we saw that spelled out in a recent survey, a research report that was done by one of our analyst partners, EMA. So they just came out of a report that was titled Next-Generation of IT Service Management. And one of the key findings that came out of them, and I'll share with the audience, and if you're interested in the reports, send us a note, we'll be happy to send you the research report from EMA.
But one of the key things that came out of it was that they said that the IT service desk is going to be one, much more integral to some of the cross isle [SP] operations, be it like IT operations, security asset management. And one of the key reasons is that the second point is that's really becoming seen as a hub for governance and coordination across the entire IT organization to really drive in some cases this digital transformation we've been hearing more about for the last few years. So I think that aligns very well with the point you're talking about there.
Kevin: Yeah, I like that. I think that's a good way to describe it. And honestly, today, we're going to be respectful of people's time and we would love to talk about this for three or four hours, maybe that's too much of a good thing. But I mean there are many things that are shaping this but I picked five. You know, we picked five today, Dave, to talk about. And I, you know, there are many more than five. I'm not proposing that these are the one and only five. These are just five things that we're gonna put out there for people to think about.
I would imagine that people, it won't be, these things won't be revolutionary and completely foreign concept. But I think it will cause people to take a step back and kind of ponder what it would mean to their organization if they accept that these things are gonna happen and I hope I have a chance to meet some of you on the call at events in the future wherever our paths may cross, at an industry event or at an Ivanti event and would love to hear about what you're seeing that's beginning of the change IT.
But I think this is a good beginning to the discussion and to give you something to think about that you may not have thought about before and to help people to start to prepare for, again, what's coming because I would describe it as an unstoppable change. This is not a maybe. I believe strongly that this change is going to happen. It is upon us. It is gonna start happening at a faster and faster pace and, hey, we're not gonna completely transform IT in the next 6 months or in the next 12 months. But I really believe we will in the next 5 to 10 years completely rebuild and transform IT.
Dave: Yeah. I like the way you say that. You know, these are five things and the starting point for the discussion. And with that, you know, I like to encourage everybody who's on the webinar to really join in the discussion. Again, live tweet. If you like, send us a question in the chat window, but with, why don't we just launch into the five things Kevin, if that's okay.
Kevin: Yeah, let me do that.
Dave: And I'll just kind of give a peek of what the five things are we're gonna talk about so people can start thinking about it as they listen to it.
First one is IT is personal, second is fast, it's automated, mobile is key, and everything is 24 by 7. So didn't mean to steal your thunder but I like to kind of give people a little map of what's going.
Dave: So with that, let's go to the first one Kevin. It will be personal. Now I've heard you say that and I think you've gotten the question, sometimes that people go, well, isn't that obvious? Don't...isn't everything we do from the service desk personal? And you have an interesting comment on that, go ahead.
Kevin: Well, yeah. And I think this is, it's important to realize this. It's not that IT is gonna be kind of personal, it's that IT has got to become tremendously personal. It is that as this evolution of IT has occurred over the past 30 to 40 years when we started talking about helpdesk and we started talking about IT operations that we were driven by this mission or efficiency and we were pushed hard on cost savings. And that mission prevailed for many years, for decades, and what it did was because we were so focused on efficiency, we were so focused on cost savings, we were so focused on measures that were shaped by those ideas that it cost us to not be particularly personal. And I don't wanna say impersonal because that's not fair. But it would, you could not make the case that IT was at the highest level of personal service.
So what I'm proposing here is that we still have to be efficient. We still have to save money. We still have to operate with limited resources. Those are fundamentals that will never change but it can't be an excuse for not being personal. We have to be personal. We have to know everything about who we're delivering A service to. And Dave, one way I describe this is, I mean, think of the best service you receive as an individual or as a consumer. Your favorite experience and why is it that you're drawn to that retailer or that automobile dealer or that shoe store or whatever it is. Very likely, that one of the first things if not the first thing that comes to mind is the level at which they personalize their service for you, what they know about you, how they serve you, how they communicate with you.
We would have thought traditionally that that model is light-years away from what we can do in IT. That can't be the case anymore. We have to think of that as the exact kind of model. IT is gonna become in this regard the anti-IT. And that it's gonna be extremely personal when we contact somebody in IT, when we ask something, when we submit a service request, when we ask a question, when we have a problem. And most of what we do falls into one of those categories. They're gonna know everything about me. They're gonna know what my preferences are, they're gonna wanna know what they've done for me in the past, they're gonna wanna know, they're gonna know all about my service request of the past, they're going to know how I prefer to be communicated with, they're gonna make suggestions on what, how they may be able to better serve me. Everything will be shaped by delivering personal service to me and to an organization.
Dave: Okay. So it sounds like the experiences people have outside the enterprise. You know, like you said on their mobile devices in the consumer world. That is driving the implications what people expect within the enterprise from IT. It's really moving to where it was.
Kevin: Well, I think it is.
Dave: It's all about me type of support model. It sounds like, oh, I didn't mean to talk over you.
Kevin: No, that's okay. And I think that's a great point because that's sort of the backdrop of some of what we're talking about today. There has been this realignment of expectations in our life. Right? I mean as the consumerization, this is part of what we sometimes called the consumerization of IT. And I could have potentially used that title here, but I like to think of it in terms of just being very personal.
And this is a mission that IT has to take up and this is, again, it's one of the unstoppable forces is because of how we live our life and everything we do in social media and on our smartphones and how we behave as consumers and how we communicate, all of that is leaking into what we're going to do as professionals in the workplace, in a good way. And yeah, I understand that there are, you know when I sit and talk to, I like to call them you know the "grumpy, grouchy old guard of IT," they will say, "Yeah, but." And, of course, there are considerations that we have to think about.
But this is a reshaping that is born of what's happening in the world around us. And in this regard, I understand it's not easy, but it is really important and it's gonna become really valuable when we deliver that personalized service.
Dave: So does that mean that we have to look at some of the core process interactions we have with our users and customers? And really do our homework to figure out like you said, how do they wanna be interacted? Do they wanna have their hands held? Do they wanna just be shown where to find the information, again, to figure it out themselves? It's gonna change the way that the IT service management world works it sounds like.
Kevin: Well, I'll give you an example. So companies everywhere have a service desk. And much of what we do in service desk today is transitioning into a self-service model or submitting service request. That's an awesome model. I mean we could talk, it could be this topic of another webinar in the future as the automation of self-service and service catalog. But what's gonna happen is that's gonna save time and that is a great- that's a precious resource for IT is time. We desperately need more time and automation is one thing that creates more time for us because, hey, we can't stop physics. We can't cheat the clock. But if we automate tasks that create time in our day, that is an opportunity, and you may be wondering where I'm going with this.
Where I'm going with this is that time we can then use to think about how we deliver a more personal service. So, I'll give you an example, somebody submits a service request. The service request is fulfilled. We close it, and we do a follow-up that offers a meeting or a personal appointment with the service desk to ask any other questions that they may have or to make sure that they had a good experience. I mean, think of a genius bar, think of a genius bar experience where you get to come in and sit down with somebody, an expert. In this case, an expert in IT and make sure that you have all the information you need to perform your job the best that you can.
It's been hard for us to do that because we've been so pressed for time. We're always behind. We're always reacting in IT, and I think there's this chain reaction where some of the benefits of stuff like service catalogue and self-service in automation are gonna create time in our day that will let us think fundamentally about how we work, fundamentally differently about how we work, and we will begin to offer a more personalized engagement with our employees and our customers.
Dave: Yeah, that's a great point. It reminds me of what my father used to say, "When you guys stop sawing the wood, to stop and sharpen the saw so you can cut faster and get more wood through." What you're saying is be much more efficient, you know, use some of the things or talk today or talking about here to free up the time and the resources to do things much more personally...
Kevin: And I do think there'll be more, you know, stopping by, Dave. I know that that has always been a model in the service desk and help desk is drop ins or people coming, walk-ups, you know, we call them walk-ups but I don't think that's something we are trying. The natural mindset of IT has been in many cases, "Hey, those are really disruptive. Those are hard to document. We need to get rid of that stuff."
And for those of you that had the vision to understand that was a good thing, good for you because I believe what we'll see is more of that but just in a different form, like a consultant, like a personal consulting session with a IT expert.
Dave: Yeah, really getting you out into the world as it were beyond the service desk and being seen more as a partner with everybody you're supporting. I like that. Yeah, and I want to give that exactly, right.
Kevin: Yeah, house calls.
Dave: I want to get back...exactly.
Kevin: Let me go back to house calls.
Dave: What are [crosstalk 00:24:12] again.
Kevin: Why don't you go and make house calls again.
Kevin: And actually that's a good, I mean we do here within Ivanti. And I know like the little nagging things that always bug me, I never ask because then they never get to the point of "Hey, I got to make this, put into ticket." But if I see the IT guy there, I'll ask. And I'll just get rid of more annoyance for me doing my job well.
Dave: Good. Hey, let's move on, in the interest of time, speaking of time, let's move on to the second point and it's kind of related. And you like to say that IT must be fast. Now, fast is a relative term. Are we talking we're gonna be 10% faster, 20% faster, what are we talking about Kevin?
Kevin: Yeah. I mean this is not going a little faster. This is not turbo charged. You know, this is super charging and beyond. And I've had really, really fun conversations with people about this. And this is the thing that we got to realize is everybody likes fast, right? There's no real downside to fast as long as you do what you do as well as you did it before. The key here is the degree to which we get faster. And I would say, you know, 10% faster is good, 20% faster is good. Those are incremental improvements and we need to think in terms of creating a level of speed that again, as we talked about in number one, this fundamentally changes the structure of how we work and fundamentally changes the nature of how we deliver service.
And the standard that I put out there for your consideration is we have to be 90% faster. So whatever it is we do in IT, we have to find a way to do it in 10% the time. And this is how I want you to think of it. Think of it as you're gonna make an inventory, a list of all the tasks we performed in IT on a regular basis. Let's say you do them at least once a week. And all of the workflows that we performed, all the business processes, meaning that it's multiple steps. Because some things we do is just one, it's one thing and I'm calling that a task. Other things are multitasked workflows or business processes.
You make a list and there might be 10 things on that list, there might be a hundred things on that list. You've got to take that list and you gotta put it on the wall and you got to figure out a way to improve the performance of every one of those items, put a stop watch on them, and find a way to do them in 10% the time. So think about that? If it's two hours, you gotta do it in 10 to15 minutes. If it's two days, you gotta figure out a way to do it in an hour or two. I mean, you know, you do the math, I don't have a calculator in front of me but you gotta reduce that cycle time. I call it cycle time or the total elapsed time of those processes or those tasks, reduce them by 90%.
Now, what happens is you're gonna be surprised, that seems like a big number but you're gonna be surprised at how much waste and inefficiencies are built into those tasks and those processes. Because in many cases, you'll find that we've been kind of doing things the same way because Joe was the expert and Joe trained me eight years ago and this is the way Joe said we've always done it.
And when you start asking questions, I mean, one way you do this is I tell people "question everything." Question everything, why do we do that? Is there a better way to do it? And when you start to do that it puts you on this journey of incredible discovery. You're gonna discover all kinds of things that don't really have to be done any more or there is a much faster way to do them or there is a step in the process that can be eliminated completely. And you'll get to that 90%.
Dave: So Kevin, just to jump on that, when you look at, you know, you have your list of things, you just question everything. Do you wanna question everything within the IT seat service desk world or do you encourage people to like branch out, look to some of the other stakeholders, some of the users, and to work with them to figure out a way of doing things fast?
Kevin: Let's start with the service desk can start with service management, but what's gonna happen, Dave, is once you begin that journey it doesn't really stop. And so, you will begin to question some of what happens, for example, some of the integrations or connections to the rest of the business. It starts to broaden, those circles, those are circles in a still pond that get wider and wider. And then you begin, it starts to have a positive effect on the business, and this is a great example. This is a great example of how IT can lead to business. Because once you start going down that journey, you're not just gonna have an effect on IT. You're gonna have an effect on the broader organization.
And because when you start asking why, when you start pushing on why we do this, why do we do this, how can we do it better, that begins this chain of actions that you can't just stop at the boundaries, the traditional boundaries of IT, and it's a great exercise because it is something that helps break down those silos that is a whole another topic that is going to happen over the next number of years is that we are going to systematically remove the silos that we've lived with in IT for the past 30 years.
Dave: Now, something else comes up when you start talking about speed and doing things fast, is the tradeoff with quality and risk. Do you think there's a tradeoff there? Is there a smart way of approaching this?
Kevin: There's a smart way of approaching it because what you've got to do is you've got to say when you go down this journey of speed, you say, "We cannot compromise quality and we cannot create risk." So, it's not about reckless speed because that doesn't twist any good. This is about precise speed where the level of quality remains the same. In some cases, it might get even better. You might even have a happier user if you can do something for them in a fraction of the time, in 10% of the time.
So, don't think this is a free pass to get sloppy. We have to do this and at the same time, have to at least hold the level of quality of what we do at a constant level and ensure we're not creating new risk. And be clear, in some cases, speed will improve quality and reduce risk. And so, you get the best of all worlds and save money.
Dave: Now, that's really good. I like the way you tie it back to the first point of being personal going back to, you know, those consumer world driving expectations of IT. I mean I talk to a lot of millennials and they're telling me like if I don't get the answer literally within seconds, they'll move up to something else. Well, having that...
Kevin: Well, think of it this way...
Dave: ...be there is good.
Kevin: Let's think of it this way, Dave. So let's say that there's a common device that gets requested in the business. And it could be a power adapter. It could be a mobile phone. And if we normally, if we fulfill those requests and we do them consistently, and it's say, let's say it's a one week lead time, and we just know it takes a week, in some cases it's even longer, of course. But we find a way do that with a vending machine. And we keep stock, we keep inventory, and their standard devices and all you'd have to do is enter your basic ID and you can get that fulfilled. You can get what you need in five minutes.
Well, there's not really a downside to that. Everybody is happy. IT is happy because they've taken care of an employee, they've taken care of a need. It gets fulfilled at a lower cost. Our employee or our requester is happy because this is happening immediately. This happens in a matter of minutes on what used to take days. And that's what we have to think in terms of is there are models out there that are so simple and so effective and we just need to unleash them in the business and it changes everything.
Ten percent faster is cool but that's tactical when we get to 90%, 95% faster that is strategic. So speed can't just be painted as tactical no matter what. It becomes strategic when we get to being super charged.
Dave: Now, that's key. In fact, it's one of those key enablers we've talked about kind of growing the importance of IT to the business itself. So, on that, moving along to the next topic, sorry for the clumsy segue, but you mentioned this early already, Kevin, automated. You came up with the context of personal, also the question of, in the context of fast. Automation is key in those two things.
Kevin: Well, it is. And the thing is, okay, yeah, sure. If you lined up 100 IT guys and you asked them, "Hey, do you have any automation in IT today?" Virtually, everyone was gonna say yes.
Kevin: The key here is that the tools have gotten much better. We now have more experience. We now have best practice frameworks that give us structure. There are many great ones out there that can provide that for you. We now have intelligent automation that can do things like watch the clock for you. We can enforce secondary approvals for a change request for example. Just think about how much time gets wasted in just waiting for an approval. Whereas if we...when that's a manual process, we lose hours, days, and some cases, weeks. If we had an automated assistant that is managing the clock for us, we're not gonna waste any time. And if we get to a 24-hour, and one example I like is you get to a threshold on a change approval and if a primary approver has not approved it, you send it to the secondary approver. And if you have to, there is a tertiary approver. You've got to be relentless about how we manage the clock.
And so yes, this is related to fast. But the key here, this is the key, is use automation as a way to change the life and quality of life of our good people. Free them, unshackle them from these repetitive tasks that they do every day, and we now have been doing those things long enough where we really know how these things work. Automate many of those repetitive tasks. We can't do them all, we can't automate everything, and I'm not suggesting that we automate 100% in IT. I'm saying there's a big chunk of daily work, a big chunk of the day in the life of, if you will, of an analyst or of other IT staff. And this extends into security. And what we do in operations and security, automate that and you can do that in a way where it's very effective and then this gives back to us this precious resource which is time.
And then it allows our really good people to think of better ways to do things, to free up the magic resource of time within our day which then begins this incredible cycle of finding ways to do things better, making our people happier, making them more productive, letting them be more personal, going back to number one, automation is another key to that.
Dave: So this all ties together, I like the way this is building on top of everything. And one takeaway I heard from you there is, you know, yes, automation has been there for a while, people are saying, "I've been automating the processes," but you're suggesting take a look at the processes you have automated already, look for some of the speed bumps that are there like the change approvals and don't be content with what you have right now. Keep looking for areas of improvement. I mean, that's one of the takeaways I'm hearing for you right now.
Kevin: And just again, in trying to create a practical, keep some practical perspective on this is that it's one reason why service catalog, why all of us have seen so much growth in the area of service catalog because a lot of what service catalog does is automate it. Much of those service requests or much of what we offer in the catalog can be an automated fulfillment process. And everybody loves that because it's available any time an employer, customer wants it. It's instant. We get immediate gratification back to, you know, the greedy consumers that are reshaping our world and reshaping IT.
You know, be greedy. Expect things to happen fast. You don't want to wait, and automation is a key element to that. And I'm not sure I would have suggested this five years ago because I don't think the tools were up to the challenge of doing what we need to be done every day but the tools are there now. These tools are incredibly sophisticated and although I think people are probably a little overly optimistic about AI, I do think AI is gonna change the world of IT over the next 10 years. That AI is not, you know, we're probably a little overly optimistic about how soon that happens. I do believe it's gonna happen. But that's another element to that. A lot of what we bring to bear and leveraging learning systems or AI is gonna be deployed through automation tools.
Dave: I think you're right on that and sorry, I just have to bring up Elon Musk when we talk about AI and kind of the kerfuffle he's kind of kicked off with his comments about the dangers of AI but, sorry, I interjected out there and let's put it off this side and let me bring another topic, not to span the list from five to six, Kevin, but in the case of automation, integration seems to be key. You brought it up earlier, I think we were talking about the fast thing. So, do you want to just spend a minute or two saying how important integration is to the topic of automation?
Kevin: Yeah. In automation, there are so many benefits that automation is going to bring to us and we've used the convenient example of speed, it does make things go faster but also what it can do is bring us together. And when we talk about integration, that's really what this is about. It's really about bringing information and bringing people and bringing processes together. And we've been working with, again, this historical model of IT included these integrations, a number of integrations that were born of a number of silos, that was born of these kind of localized centers of knowledge.
All of that is this cycle, this circle of influence and circle that happens within IT but it's quite complex because of the handoffs we have and the silos that we have. That automation is gonna help remove that and we have to get rid of the silos and think more of a single unified IT. Everybody in IT, all these incredibly talented and knowledgeable people working together to a common mission, to a common set, to a common purpose, versus working on just a piece of it. And automation will help with that unified model, it will help with those integrations and making those seamless and always available and they just always work right.
Dave: Now, you're right about that. So and I go back to that recent EMA survey, automation was key, was a key enabling technology to make IT service management more that hub around governance and integration among the different IT operations as well as across enterprise. So again, very important points seeing that there. So look at the time, talk about...
Kevin: Well, yeah, you know when I talked about when you build your list of speed and you're gonna go after the top tasks and the top workflows, automation is one way to help get you there and one question we have to ask when we question everything, the best thing to do is to eliminate steps. That is the best time savings of all. But then, if it's not the second question, it's the third question is what can we automate and what's being done manually today?
Dave: Exactly. Very pragmatic approach. In fact, you spell it out very clearly in your book as well, so, again, buy the book. So, let's move on to number four Kevin. You already touched on this, mobile.
Kevin: Yeah, number four.
Dave: You know, you say mobile is the norm. Yeah, we're moving along people, only one more to go after this. But mobile is the norm. Is that kind of like a mobile first world? Are we talking for the analyst or what exactly is mobile gonna do here?
Kevin: So, again, this is, and I say this with affection. All of this is with affection because we've been in this wonderful world for a long time, some others have been in IT for 25 years, 15 years, even five years or a few years. The mobile devices have been emerging, and because this proliferation has been accelerating so quickly, we tend to think of mobile devices as an exception, is what are we gonna do with all these mobile devices, what are we gonna do with all these endpoints. I mean, it was, life was a lot easier 10 years ago when we really didn't even think about mobile phones in the workplace and we didn't even think about nor did we even have in our world tablets. And I'm using those two examples...
Dave: Were they more seen as a distraction back then? I mean, to be honest?
Kevin: I think so. They were viewed as kind of a pain in the butt, yeah. Those things, [crosstalk 00:42:09] I just wished they go away.
Dave: Yeah, exactly.
Kevin: Especially, you k now, I referenced Joe, the grumpy IT guy?
Kevin: Yeah, the grumpy IT guys that's exactly how they viewed them. They viewed him as just a pain and I wish they'd go away. Well, unfortunately, or fortunately, because they've gotten so good, they're not going away. And what I'm proposing here is you can no longer put mobile as sort of the secondary case or the special case or the exception. Mobile is gonna become how we do everything. Mobile is gonna become the norm. And particular as the workforce evolves, and I'm not suggesting that the workforce of IT changes over in the next five years, but we do have people as a natural cycle of life, we have people that are entering the workforce in IT that have a completely different paradigm. They have a completely different mindset. They have a completely different set of expectations. And we have to understand this. And in that case, that worker, that knowledge worker, they are all about, and I don't know, you know, I'm not even gonna use the term millennial but the new knowledge workers, let's call them the new generation of knowledge worker, they have a very different paradigm for how they access and use technology.
And their expectation is, I want everything to be fast, I want everything to be really easy, I want everything to be in my hand and/or in my pocket and I'm going to leverage that to do my job. And as such, I think we have to recognize the special case becomes the server or the desktop and maybe even the laptop and the norm is the mobile device that we carry in our hand. Meaning, what does that mean? It means that that's how I'm gonna access the assets of the organization, of the business. That's how I'm gonna do email. That's how I'm gonna do social media. That's how I'm gonna use applications.
If I'm gonna do an expense report and I'm using, you know, the corporate application ERP, whatever it might be to do an expense report, I'm gonna do it on my mobile device. I'm not gonna go into the office. Who goes into the office to do an expense report or to answer an email or to do anything? I'm gonna do it on the run and I want it to be fast and easy and I'm gonna do it off my mobile device. So that's what we're proposing here is don't think the mobile devices is your special case or a distraction or as you said, Dave, you know, kind of a, even presenting a difficulty. We have to be ready for allowing our employees and in many cases, our customers, to do everything they want to do every day from a mobile device.
Dave: So see it as an opportunity. And for the service desk, it sounds like, you know, make it really easy. Again, going back to the expectations, making it personal to be put in a service ticket or want to look up a knowledge article or want to do something, to do self-service or service catalog. Think of that mobile device as their primary entry point for the customers or users entry point. Is that what I'm hearing?
Kevin: Yeah. And we gotta think about, so what are the security implications to that of course. Because I know it just makes the security guys cringe because we have so many more endpoints that we have to protect. That's our world. That's increasingly the norm. And whatever device, so 5 years from now or 10 years from now, I don't know when these inflections happen but I do know that you and I and everybody in this call are gonna be holding a device and we're gonna have a device with us wherever we are and it may not be the smartphone that we think of today, it may not be, you know, an Android or an iPhone, it may not be a tablet. It will be something, and it will be far more versatile, far more powerful, and far more fulfilling than what we even have today, which is far more advanced than what we had even five years ago.
That evolution is gonna continue and the key is I'm proposing that these form factors, these devices are increasingly untethered and increasingly mobile and increasingly powerful. And we have no reason to not do everything we do on that. Think of what you do in an average day in accessing email, making a phone call, utilizing social media, filling out, I'm gonna use the example of an expense report because I was doing that early this morning, filling out an expense report, submitting a request for leave, getting information from, you know, the corporate system on something else. All that stuff, all those pulses into the business and to the organization will be coming from a mobile device and where it was five years ago, it may have been 10%, pick your own percentage, 10%, and the not too distant future is gonna be 95% of what we do that activity, that corporate activity, business activity will be coming from a mobile device.
Dave: Yeah. I could totally see that happening right now. Like you said, it's not just millennials but it's basically the knowledge worker, that is the new norm coming up.
Kevin: Well, and think about the implications, Dave, so think about in terms of, so lets' start with service management, the world we love so much. Service catalog, managing incidence, and I'm now, I'm now gonna mix examples that are on the employee side and on the analyst side. The activities that an analyst performs. Is the analyst gonna be sitting at their desk and on the service desk, physically sitting at a desk working incidence and responding to service requests? Less and less, that is gonna be the case.
So the analyst has to perform their daily duties as well as the employee performing their normal use cases all supported by a mobile device. If you think about that for a minute, that means a lot of things and then you got the security team. Now, the security experts are gonna be, they're gonna have to have a plan for how we have a new level of security and flexibility and manage these threads that we live with today, understanding that the majority of our endpoints, the majority of our devices and clients and assets are gonna be mobile.
Dave: Yeah. It's gonna really raise a profile, things we have to deal with. And we've got a lot of reminders of that with one WannaCrypt and other attacks that we've seen in the world lately.
Kevin: Yeah, amen.
Dave: But Kevin I'm looking, yeah, mindful of the time, and we've got one left on your list. Let's jump to it and it goes back to time where you say everything is gonna be 24 by 7. Are you suggesting we staff the service desk 24 hours 7 days a week or is there something else going on?
Kevin: Well, when we look at IT today, we have a number of services that are in normal business hours let's say, and those hours have expanded a bit. And it's not a matter of nine to five. But in some cases, they may be eight to six or there might be a number of services that are 6:00 a.m. to 6:00 p.m. but they're not around the clock. Some things are and it's one thing that has driven the popularity of self-service and service catalog is always up and running.
What I'm suggesting is those things, today, we have two lists, all the services we provide in IT, all the things that we do in IT are on a list that is normal business hours or whatever our day is, define our day, and again, it can be anywhere in that six to six, eight to six, seven to seven range. And then the other list would be 24 by 7. I'm suggesting think about what it means to take everything on that first list and move it over to 24 by 7. So everything that we do is gonna become 24 by 7. There can't be any downtime, IT cannot have any downtime and why would that be?
So, we're thinking, let's think about this for a minute. Easy to say that but why is that? Well, there's a very good reason. Because increasingly, what is the genesis, what is the ultimate valid genesis of change? It's serving our customers better. So this is not coming from a wild idea that we're creating within IT, this is coming from our clients and we have all clients. And so, I'm suggesting, and again, Dave, maybe the topic of a future call is IT is gonna move closer to the customer. What does the customer want? The customer wants to be served around the clock. It doesn't matter what we do.
Dave: Going back to personal again.
Kevin: Yup, going back to personal and as our world, I would propose that in our world, products are becoming increasingly commoditized. It doesn't matter what business you're in. The more and more products there's more global competition, there are so many choices of products that what really begins to make a difference, service. The quality of service that we get and IT has got to be an engine for improved service moving closer to the customer including the customer should be able to get from us whatever they need, however, they need it, and whenever they need it.
And what this does is, this becomes an engine. IT thinking in terms of doing everything 24 by 7 we're never off, we're never down, that then allows the whole organization to take a different view of what they do as an organization, as a business, and how we better serve our clients. So there can be no things on the sacred list, there's no downtime, and, Dave, like you said in the beginning well, does that mean the service desk is available around the clock? Yes. That's what it means. And there are ways we can do that. Automation really helps, more and more requests going through service catalog. There can be, you know, there'd be incidence, in many cases, incident response and responding to an incident, closing an incident more that is automated.
Or we have people, people available where they need to, when they need to be because we can leverage virtual teams. Because of what we have today, we can leverage a virtual team where an incident occurs in the U.S. it doesn't necessarily mean that Joe, the IT guy in Chicago has to manage that incident. He might get some help from his colleague in London or his colleague in India or a colleague in Poland to [inaudible 00:53:22] to work that issue or a colleague in Melbourne.
So there are many ways through automation, through chat, through virtual teams, there are many, many ways that we can make this a reality. But you got to start with a goal of recognizing, everything is got to be 24 by 7, so you accept, you embrace that goal, you take it to heart, and then you get to work and figuring out how you make that a reality.
Dave: You know, that's good, in fact, as you're talking about that reminds me that book from several years ago, "The World is Flat". So what I'm hearing is the IT world is increasingly becoming more and more felt and interconnected.
Kevin: And it starts to change everything and I wanna come back to something that's really, really important that is the same through all of these. And one reason why I pick these five things is these are not things that are just in the world of IT. These are things that when we do them, we begin to change the entire organization. We begin to change the entire business. And IT has had this potential or IT has had this calling to become a strategic partner with the business and to align itself with the business. We've been talking about that for many years, for 10 years, for 15 years. The reality is in most cases, that has not become a reality. I believe it is gonna become a reality now in the years ahead and these are just five simple, humble examples of how that can happen.
And as we take on that mindset and we take these things to heart, we don't just fundamentally change IT, the transformation of IT occurs but it then becomes limitless because it has an impact on the whole business and it starts to have an impact on our customers. And IT can for the first time, be a real engine for improved customers satisfaction, growing revenue, and we truly get connected to not just the agenda of the VP of IT or even the agenda, the CIO. We get aligned with the agenda of the CEO. We get aligned with the goals, the board of directors of the shareholders. That changes everything. There's no limit to that kind of change.
Dave: Well that lines up with the last point you have on this, this is typically our closing slide here. For the first time in 40 years, IT is truly strategic and we should underline strategic there is what I'm saying. It's the key enabler for the visual [SP] transformation of the business to really be a key value generator. That [crosstalk] and to do discussions.
Kevin: Amen. And I would say there's been no better time to be an IT. We are gonna have a lot of fun and we're gonna change the world in the next 10 years. It won't happen overnight but, again, these incredible forces and the incredible changes that are happening in the world around us, the organization needs IT more than ever. I think IT is now ready to step up and there will be no boundaries to what value we bring as we go through this transformation of IT. I know people have their list, our list of five today, Dave, is certainly not the whole list or a comprehensive list or even the best things. But they are a few things that start to represent the kind of change that we're expecting and give people specific actions they can start to take to prepare for this transformation.
Dave: I really like that Kevin and that's kind of a nice way to kind of close out the session here. A lot of good things, you know, like you said, starting with the five things. If people have additional ones, again, use the chat window, use the comment window, send a question to us if you think there's another one we should be considering and we will follow-up in a blog post with the answers or maybe continue the discussion ongoing in our forum.
So, again, I encourage everybody to just send their questions in. Again, this is pre recorded but please go ahead and send, we'll follow-up on it. And as we get close to closing out the hour Kevin, I'm gonna just ask if you got any final comments or thoughts that you wanna leave with our attendees here especially as you kind of share these five things with different IT organizations around the country.
Kevin: Well, I think the important thing, Dave, is that we need to have this dialogue, all of us. And with the dialogue comes new thinking and creative ideas that all of us in this wonderful world of IT and in the world of service management can share and leverage because this is...we're gonna see this acceleration occur in the years ahead. And I think we all want to kind of buckle up and embrace that change, so I'm excited about it. I know you're excited about it. I believe the people on the phone would be nodding their heads as well.
So part of why we wanted to have today's session is to just keep the dialogue going. And to get us all thinking along these lines and this is not something that's gonna stop anytime soon. I think if you look around you, whatever organization you're in, wherever you are in any place in the world, in any type of organization, you can see the signs of this transformation coming and we're excited to just have an opportunity to be part of that dialogue and can't wait to see what happens in the months and the quarters and the years ahead and to be part of that with all of you.
Dave: I think this is a point where I'd say, "May I have a halleluiah to that" because I wholeheartedly agree with those comments there. Let's have a discussion going. These are five ideas, there'll be more, and again, as Kevin offered that if you hear, see an Ivanti event especially the one where Kevin is speaking around the country or around the world, you know, we hope to see you there at those events. And of course, we have an ongoing webcast, and Kevin, you gave us some great ideas and suggestions for future webcasts. Those are teasers people, so keep looking to the Ivanti website for more discussion along these topics. And again, you know, send us your comments or your questions and we'll follow-up again with them.
But with that...
Kevin: Yeah, Dave I will just say...
Dave: Go ahead.
Kevin: You know, Dave, the resources are fantastic online and on social media and the one way we can continue this dialogue is through those resources.
Kevin: You can follow me in Twitter @kevinjsmithforit. It's easy to remember it's @kevinjsmithforit And I will put up one or two or three ideas every day on Twitter that you know, continue the dialogue and we would all love to hear from you on what your thoughts are.
Dave: Absolutely, and that's a great way to close it. Let's keep the discussion going. Well, Kevin, with that let me just thank you for spending the last hour with us, very informative, a lot of things to think about, some good pragmatic steps here. And again, I encourage people to buy the book, Kevin J. Smith, and with that let me formally close out the webinar and thank everybody for attending and again, look for follow-up with links dot the recording as well as the presentation that we used here to kind of guide the discussion.
Okay, I'm Dave Martinez signing off and I want to thank you again, Kevin, for joining us and everybody for joining us here as well. Thank you. Enjoy the rest of your day.