A Non-Salesy Introduction to the Ivanti Portfolio

November 01, 2017

Kevin J. Smith | Senior Vice President | Ivanti

Steve Morton | Executive Vice President and Chief Marketing Officer | Ivanti

Chris Goettl | Director, Product Management, Security | Ivanti

David Martinez | Sr. Product Marketing Manager | Ivanti

Amber Boehm | Manager, Product Marketing | Ivanti

It's been over 8 months since HEAT and LANDESK merged to create Ivanti. Now that the dust has settled, you may be wondering, "what does Ivanti do anyway?" In this webinar, Kevin J Smith (former HEAT SVP), Steve Morton (Ivanti CMO), and Chris Goettl (Ivanti Product Manager) will discuss Ivanti's products and how they're helping to unify IT. In this minimal slides, zero-sales pitch webinar, you'll learn how HEAT products fit into the Ivanti portfolio and all about the various products Ivanti offers.

Transcript:

Dave: I'm Dave Martinez. I'm with the marketing group here at Ivanti. With me, I have a distinguished panel of three great guests who will take us through what's going on with Ivanti. First I have Steve Morton, Executive Vice President and Chief Marketing Officer for Ivanti. Steve, Good morning. Thank you for joining us.
 
Steve: Good morning. Nice to be here.
 
Dave: Great. We also have Kevin Smith, Senior Vice President, formerly with HEAT Software, author, and IT service management expert. Kevin, thank you for joining us, as well.
 
Kevin: Good morning. Thanks, David.
 
Dave: Last but not least, we have Chris Goettl, who is head of our security and product management team at Ivanti. Chris, thank you for joining us.
 
Chris: Thanks, Dave.
 
Dave: I want to thank you all for joining us. I'm pleased to have you all in this update webinar. We have a few housekeeping items. Everybody should be on mute, but if you could put yourself on mute, that'd be great. WebEx every now and then has this annoying tendency to let people be heard. We do want to hear from you, so please use the Chat and Q&A panel device on your WebEx screen to send any questions or comments you have during the session. We'll be monitoring that throughout the session.
 
The webinar is being recorded, so you'll receive a follow-up email with a link to not only the recording, but also a copy of the slides we prepared for our webinar today. It'll probably be mostly a discussion today, but you will get a link to a copy of the webinar.
 
With that, let's go ahead and jump right in. Steve, I'm going to turn it over to you in a minute, but it's been nine months since the creation of Ivanti when HEAT Software and LANDESK merged together. Since that time, we have received quite a few requests for an update about what Ivanti is all about, what Ivanti's vision is, what the path forward is after the merger into next year and the rest of the decade. This is an opportunity to answer questions people might have who came in with the merger from HEAT Software. With that context, let me turn it over to you to kick us off. What's the word on Ivanti? What do you tell people Ivanti is all about who came in from HEAT Software?
 
Steve: Well, the biggest word is that we have an awesome Halloween party. Many of us are suffering from the effects of that Halloween party right now. Kevin, I thought it was brave of you to dress in the Jessica Rabbit outfit. That was awesome. We had an awesome couple of days here, when people are tearing apart all the old stuff. We had Tron, we had Moana, we had the Lego Batman stuff. We had a chance to see all the kids that came by and got candy yesterday. We're all recovering from that.
 
What Is Ivanti?

 

The word on Ivanti is that it's a new company. It's a new place to be. It's a combination of a bunch of software companies, as we were acquired by Clearlake Capital this past January. January 23 is the date it was announced officially. We brought together a bunch of companies, a bunch of brands, and we stood up in front of everyone and said, "Here is this new company, Ivanti, that has the common goal of unifying IT." We thought we can be a company that brings together different parts of IT's responsibilities: IT service management, unified endpoint management, systems management, and operational security. We thought we could bring those pieces together, and that's the journey we've been anxious to talk to those of you on the line about and share what we've been doing, the product direction, and all that type of stuff.
 
The word on the street is that after the Halloween party hangover goes away, we'll be focused on this concept of the power of unified IT. The slide here says, "Bridging security service management and IT operations to automate and secure your digital workplace." One of the questions I ask is who knows what the word Ivanti means? Is it indicative of going forward and forward motion? Is it putting the “I,” the person, back in IT, making sure the user is the focus of the company going forward? Is it “van,” as in Vanguard, leaning forward? I don't know. If anybody has any guesses, maybe you put that in your mind, and the answer, of course, is it's none of those. I made those up on the spot, being a marketing guy. It doesn't have a meaning. We made up the word. We found the domain and thought it sounded cool. That's the real answer.
 
It's also indicative of a foundation we want to build, something new that everybody can put their personality and these great products into, so that's it. That's the Ivanti story, and I'm sticking to it. The power of unified IT, that's what we're pitching, and Kevin came from the HEAT side. Kevin, you've been a big advocate of this message, as well. You wrote a great book around ITSM. You're writing one now about how IT comes together. This message has to be important to you.
 
Unifying IT

 

Kevin: Yes it is, Steve. I think we are all reminded every day that we're only as good as we are going to be together. We can't focus on one element of IT, any single element of IT. You mentioned security, service management, IT operations, all of those are important, but we're all reminded every day that we have to bring the elements of IT together to work in a unified way to be at our best. It's not only about IT anymore, it's also about being at our very best for our customers.
 
Steve: Yes, and that's an interesting piece that is really being pushed. We've been talking about all those big changes happening around us, the proliferation of devices, the speed at which operating system changes are coming down the line, and not the least of which is this big change in user expectation. I read an article that says, "The greatest amount of IT spend has the potential to be, and in some cases already is, the chief marketing officer. The power to control spend and things like that has shifted away from traditional IT and maybe over to the business lines and places like that.
 
The problem is guys like me don't care much about balancing risk to the business, right? It doesn't seem right that I have too much IT spend. That's not my area of expertise. Part of this plan is to find ways to make sure IT is relevant, important, and a key strategic driver for the business.
 
Chris Goettl, are you still on the line?
 
Chris: I am.
 
Operational Security

 

Steve: One of the things driving our growth and a big part of our story has been this concept of operational security. We're not trying to get into too much about the products here, but what do we mean by the term operational security? Why don't we simply call it security?
 
Chris: That's a good question. When you look, there are security products out there. You have your vulnerability management vendors, threat intelligence vendors, and things like that. Those all have a very specific security connotation, but a lot of the things the IT operations team has to do on a daily basis have a very heavy security context to them. Basic tasks we've been doing for decades now, like patch management, device control, and configuration, all have a configuration element to them. More importantly, though, you have security throughout the entire organization.
 
There are security elements even to asset management in your organization. Knowing what you don't know so you can identify what needs to be secured and where the threats are coming from. Service management―being able to have visibility across the organization to understand that if there is a security incident, we need to take that through all of the steps, make sure the right teams are involved, make sure we get to know the right closure. There are a lot of gaps that need to be bridged, a lot of collaboration between teams. Operationalizing IT to us means we're not simply going to deliver you a feature called patch management, we're not simply going to deliver you a feature called device control, we're going to help you integrate the things you need into the operational execution throughout your environment.
 
Steve: Yeah. The guys that actually get the word done, the Australian Signal Directorate, say you can prevent, or 85 percent of your attacks can be eliminated, if you focus on four big things. It's the understanding of what you have in your environment, the patching of the operating system and third-party applications, and managing privileges in your environment. Those are four top things that can solve a bunch of problems, and they’re problems you get fired for not doing, right? They're operational in nature. They should be secondhand. Everybody should be delivering a patch. The Equifax breach that happened recently, a known patch was available for that vulnerability. One of the things we talk about is what are the ways we can operationalize security. It's not some people with aluminum foil on their head sitting in a room planning the future between games of Dune, or whatever the case may be. It's people who are getting the work done, automating those processes. That's why we are calling it operational security.
 
Kevin, you know, service management seems like a ways off from that. Everybody knows security is getting money and projects and things like that today, but I guess part of our and your argument is service management is the glue that holds a bunch of that together.
 
Kevin: I think so many organizations now, so many of our clients, are relying on automation doing more and more workflow. That often originates in service management. It can pull all these elements together to let us go faster and work in a more synchronized way. The other thing is we know the stakes are higher, and we know we can't afford to make a mistake anywhere across IT. If we're delivering great service, but we're not securing the business, it doesn't matter. Likewise, if we're securing the business effectively, but we're delivering lousy service, it doesn't matter either. If we’re operating IT the way it needs to be operated, but we're not protecting the business, it doesn't matter. That's all people are going to remember, so we really have to do all of this well.
 
Steve: That's interesting. You're right. Service for service's sake. We've heard people say put service back in service desk, but now there are different options. You get a credit card, Internet access, you go around it, and you have shadow IT. The next thing you know, IT can't control the security of the company, and that's not a good spot to be in. The final piece of the puzzle is IT operations, and we often call this unified endpoint management. It's understanding your computing environment. It's amazing to me, and this is a problem that together with HEAT and LANDESK, parts of our portfolio, we can solve. It's amazing to me that after 20-some years in this industry, when we ask people to tell us how many devices they have on their network, how many PCs, laptops, Macs, mobile devices, or whatever the case may be are on their network, they'll be off by 20+ percent.
 
Does that seem crazy to you? That's a nonstarter in our mind of being able to protect your environment. How can you manage and protect what you don't understand or know about? That was the first thing around that Signal Director, understanding what you have in your environment. That's where these pieces come together. Not to spend too much more time on this topic, but it doesn't make sense for all three parts of the business of IT to be separate. Every time you have to hand a piece of paper between each of these groups, every time security management has to hand a report over to IT operations and say, "Go fix this." Every time the service management people have to go to operational security and say, "Hey, this thing has escalated," there are translation costs. They break down. Something gets lost, and it's like a game of telephone.
 
Part of our thesis is that by sharing data, sharing processes, and automating as much as possible, we can eliminate those mistakes. If you look at what we think this idea of unified IT is, here is what companies we hope are more unified would say about their environment. Patches roll out automatically across an organization. Chris, how often does that happen?
 
Chris: Well, it's not simply a once-a-month thing. There are updates coming out regularly. I was catching up on a few things recently. There are vulnerabilities. Oracle just released a critical out-of-band for one of their products. We have a SQL injection attack on WordPress, and I know the majority of companies out there are running a WordPress site or 12. There's a constant stream. Vulnerabilities don't wait for a once-a-month or once-a-quarter cadence to roll out. Vulnerabilities are exploited regularly, so it's an ever-changing threat.
 
Steve: Kevin, how about this idea, and tell me if this is controversial or not. IT technicians don't want to talk to people calling in with problems, but the reality is their users don't want to talk to people to solve problems either. Is that the case?
 
Automation and AI

 

Kevin: I think it's less controversial. I think it's sort of the new reality of how communications have to happen in an effective way, in a real-time way. The pace of business, and therefore the pace of IT, has gotten so fast that we have this role of people, we have this role of automation, and increasingly, we have this role of intelligent assistants or elements of AI that are becoming more practical and that five years ago didn't really exist. It's happening so fast that people have a role, and we're going to have our people be a little more strategic, but we also have our partners in automation and AI. They're going to help us keep an eye on everything in a real-time way and keep moving fast.
 
Steve: No one joined IT to reset passwords. That's not the aspiration of most IT guys, right? Maybe a couple that I know, but not that many of them. The reality is whatever we can automate is a critical part of what a unified IT story looks like. I worked with a guy at another company who left the company to be a consultant for a while and came back a couple of years later. We were really proud that when he came back on day one, and I'm talking onboarding and offboarding, day one he was instantly productive. He had access to Salesforce, he had access to his WebEx account, his phone plan was up and running, and he was able to work on day one. Of course, the bad news is it was because we never shut it off when he left the first time. This is increasingly an important part of our story.

 

One that we picked up from RES, I don't know if you have seen it, we brought the RES product line into the portfolios, is the speed of onboarding and offboarding. It's still a pain in the butt, but we've done a good job of automating it. I think this is as much a security story nowadays as it is time to productivity. We used to talk about it taking a month to get a computer. We've solved those problems for the most part. What we haven't done a great job of is offboarding people. Offboarding is not only leaving the company, but also changing jobs. Millennials coming in now expect to have four or five different jobs inside the first company they join. They're changing departments, they're changing responsibilities. It's something we definitely want to automate, and that's what we think unified IT looks like.

 

Software License Management

 

One of the concepts and one of the ideas behind this unified endpoint management story is that it doesn't make sense for there to be separate departments to run mobile, the desktop team, for the server team maybe it’s okay, but part of the strategy of unified IT is to have that managed in a single interface. Security concepts and privileges are adapted automatically. You understand what you have in your environment, the software you have, and whether you should pay that giant maintenance bill that's coming due. This is an interesting thing, Kevin, that I think also ties into service management. We know people overpay for software licenses, the maintenance. We know people are paying for software they're not using. A good IT operations group minimizes that so they can spend more money on strategic things.
 
Kevin: It helps us to be more precise. We don't want to be over licensed, and we don't want to be under licensed. We don't want to create any exposures or risks, and automation and, more and more, some of the AI components we know are good at what they do can help us to be more precise. A great thing to keep in mind for all of us is we have to operate with more precision. That being a given, we now have to figure out how we make that happen every day.
 
Steve: I saw some crazy report from Gartner that said 30 percent of the cost of software, and think how big 30 percent is, is wasted and can be eliminated by good software management practices, things like software asset management practices, software license compliance, 30 percent of what has to be trillions of dollars in cost for software. We think a unified IT, an IT department that is brought together and works with each other can eliminate a lot of those costs.

 

One other thing to mention about the Ivanti portfolio that a lot of people don't realize is if you go to these big warehouses―and you can think of a few really big ones that most of my disposable income goes to, frankly―and you're out in the warehouse picking my order and stuff like that, the tools they're using, the hardened devices, the software running on those devices is often an Ivanti product.
 
We have this interesting business called the supply chain business, where they're in dark networks, very high transaction, very high stakes environments. Imagine a company during the holidays not being able to pick items accurately out of stock. The software behind that is often an Ivanti product, and that gives us an understanding of how to work in high-security, high-impact environments, and that's the supply chain business we have. We also think it is increasingly a part of IT. I hope that’s a quick non-salesy view of our portfolio and the breadth of it. We have a ton of customers, which is awesome.
 
If you talk to people who have purchased our software, you'll hear the stories they'll tell of delivering 1.9 million patches per quarter with one person. Chris, that is certainly not the norm, is it? The people at HD Supply, have they figured out the patch process?
 
Chris: They definitely have it down to an exact science. They're a great example of how you can get patching rolled out quickly and efficiently. There are a few others I know about, as well, who are doing over 80,000 endpoints in under two weeks. From Microsoft's patch release every month, it's great to see these stories because it shows these things are possible.
 
Steve: Right, and Chris, speaking of that, you do a podcast webinar every month that talks about the latest events and patches. Give us a little flavor. How many people come to that? Was it nearly one trillion people show up? Is that what it is?
 
Kevin: That's a big number Chris.
 
Chris: On average, we're getting about a thousand registrants each month. A good half of those show up live, and many more, if they couldn't catch it live, catch the replay of it. A lot of what we try to do is focus on the issues. We have several patching solutions we’ve brought together, all the brands within our company. We have solutions for companies running on SCCM, companies running on our own endpoint management solutions, and standalone solutions. We don't segregate between them when we talk about patching issues. We focus a lot on what do you need to know? What's the critical information? What are my highest risks? What should I prioritize? What kind of Known Issues am I going to run into this month.
 
Steve: Is there anybody better than Ivanti that knows that landscape, that has the market reach and expertise? I can't think of anybody. With Lumension coming into the portfolio and Shavlik in the formerly LANDESK part of the portfolio, there's a lot of expertise on how to do that. It doesn't surprise me that HD Supply is able to do something like that.

 

There’s another interesting one migrating 1,000 devices per week. Speaking of Microsoft in a continual upgrade process for OSs, Advocate has it really nailed down. Their people in Chicago who are migrating devices, whether to Windows 10 or from XP to 7, know how to get that done using our software. We talked about onboarding earlier, reducing three to five days for onboarding somebody to 15 minutes. I love the Sealed Air story, a cost savings of nearly $15 million. What that tells me is we should charge them more. They're saving $15 million bucks, we should've made more money on that deal. I'm kidding, but $15 million simply from being able to understand what software is installed.

 

One of the cool things about the broader Ivanti product is we have not only the ability to understand what you have in your environment, but also I'd argue nobody understands what's on a laptop or desktop better than we do. We can tell whether a piece of software is being used, give you insight into what's being used, and we have the ability to reach out and take action. We have the ability to remove software from a machine and put it back into a common-use pool or eliminate it. The people at Sealed Air are saving 15 million dollars from faster self-service resolutions down in Australia.

 

Back to that supply chain story, we have this cool product where we're able to voice enable these hardened devices, these mobile devices, so they can receive instructions on what to pick next and where the location of the pick is. Every percentage point makes a difference. A 34 percent increase in productivity is huge for us.
 
That's what we think the results of a unified IT story or what a unified IT department says about itself, with real-life examples from Ivanti customers. I'll give you the quick pitch, and I'm going to have you guys help me with this. Ivanti as a company has roots all the way back to 1985. I was two years old when this company was started. I don't think any of you were part of that.
 
Kevin: That's a very creative timeline, Steve.
 
Power through Acquisition

 

Steve: Thank you Kevin for pointing that out. This is a podcast. No one sees my face. Privately owned by a company called Clearlake Capital based in Los Angeles, I believe it was Los Angeles. We're calling from Salt Lake City, where the weather is nice. That's where I'm calling from anyway. You're in Minnesota Chris, and Kevin, you're in Colorado. I think that points to the fact we’ve made a lot of acquisitions over time, and we have a great set of people and great expertise. Over those 32 years of being a company, we’ve brought companies together, and our strategy is to integrate those companies and make the power of them connected. That's one of the reasons we changed the name to Ivanti. We have almost 1900 employees in 22 countries. Can you believe that more of our employees are outside the United States than inside? That flip happened when we acquired RES software.

 

If you're a company listening to this and wondering, "Can I get support in the age of PAC or is there an office in Germany or is...?" The big answer is, “Yes.” With 23 countries and we think about 27,500 customers, we have nearly 50 million endpoints under our management with a whole bunch of partners and a whole bunch of acquisitions.

 

That's a little look at who Ivanti is. Until we buy that Super Bowl ad, and I don't know when that's going to happen, think about Ivanti as the combination of these companies and bringing them together. The word Ivanti does have a meaning. I said we made it up, and we did, but it's close to the Italian word for "go forward." I think that's avanti with an “A,” but it's close to that. If you look at the upper-right-hand side of the logo, the purpose of that is to show an upward movement. We're a good company to be associated with, and I think you'll find our people make the difference. I wanted to give you a quick view of who we are on that slide.
 
We're wrapping up on slides here, but the ability to discover IT assets is a huge part. I mentioned that we're better than anybody in the world at it. The ability to provide insights, Chris mentioned that and Chris, this has to be a big point for you on the patch side of the house. Every time you start a new computer and there are thousands of patches to deliver and updates to make, part of our value proposition and part of the value proposition you bring is the prioritization of those tasks.
 
Chris: Absolutely. You know, the biggest thing we have is we have an overwhelming amount of risk we have to maintain and manage nowadays. Simply pushing everything out isn't always the most efficient way to do it. You can take that strategy, but there are sometimes risks to doing that. If you're in a critical part of your data center and you have an application that is very sensitive to updates, you want to make sure you prioritize the things that matter most. Getting that level of visibility, getting that prioritization, that feedback, and that additional intelligence is something we strive to do a lot of. This is something where we're partnering with other solutions we know our customers have, where we don't play in those spaces, to try to help them deliver a better level of prioritization and security.
 
Steve: As I was saying, we deal with 27,500 customers. If we can anonymize data, put it in the cloud, look at it, make pure comparisons, and say, "Look, you really are behind in this patch rollout compared to your peers," or " based on the threat perspective, these are the ones you ought to be hitting first," that's a powerful message. Everybody has enough to do. The question is what are the things you can do to make the biggest impact? That “provide insights” is critical to our story.
 
Kevin: Data has become more important. Data continues to grow and data has become more meaningful, and if you don't have current data or accurate data, you can't get the insights and you can't take action. I think we all have this growing awareness that data is incredibly valuable, and we have to nurture it, manage it, and leverage it wherever we can.
 
Steve: Yes, and as data's great, insights are more important, and closing the loop is being able to do something about that, right? It's one thing to be able to track a call ticket that comes in, know where it’s at and who's working it, but it's another thing, within that same product, to be able to right-click and take control of that machine or right-click and deliver a patch and be able to do those things in an automated fashion. So that's it: discover, provide insights, and take action.
 
Here's a quick timeline of those acquisitions and what came together people-wise and DNA-wise to become Ivanti. We think about our business across these lines of security, service management, IT operations, and that supply chain business I talked about all underscored by reporting, automation, and analytics. RES was a big part of that, HEAT was a big part of that. Our service management capabilities are much stronger as a company with HEAT coming into the portfolio. I want to show you something that still surprises me as I work here, and that is the breadth of the Ivanti solutions. None of these are product names, they're functions we do. Kevin, you've been working in this business for a long time, and this a unique position to be in, to have this many capabilities in a portfolio.
 
Kevin: It really is and, as you said, having been in the market for a long time and for many years admiring the capabilities of LANDESK and admiring the capabilities of other vendors and products we've now brought together in this family, it's exciting to be a part of it. It's most exciting because of what we can bring to our clients. Having worked with a lot of clients where we're trying to figure out how we can get these elements of software applications to cover what the business needs and work together, we can now help them with that. If you're talking to a CIO today, and you ask what he or she loses sleep over, one of the first things that gets mentioned is getting all the software applications to work together. The risk of integrations and the risk of interoperability, if we can take that off the plate of the CIO on the part of our client, we can bring some real value to the partnership.
 
Steve: I think that's a key point. Nobody in IT wants to tie these pieces together. They don't want to do the manual work for that to happen. It's hard enough for guys like us to keep things together. By the way, half or more of our company right now is focused on making sure our products work together, that service management is better with security. that IT asset management is better with endpoint management, and that those connective tissues are built out. Who's got time for that? The answer shouldn't be the individual IT departments. They should be focused on delivering awesome customer service and enabling their users. That's our job, and with this broad of a portfolio, it's a big challenge for us but also can bring back some big rewards, right Chris? To the point earlier around patch management, unified endpoint management and patch are better together. Security is better because of understanding your assets in your environment. These things do belong together, and it's up to us to bring them together.
 
Chris: For most of these operations, the security context overlaps directly with the day-to-day operations of a system. If you're deploying a new piece of software, you've instantly created a patch management problem. Windows 10 migration has a monthly patching issue along with having to push a new branch upgrade for Windows 10 at least once every 12 months. Those are not only a service management issue, a systems management issue, but it also becomes a security issue. If you don't go to the next branch, that older branch is no longer getting updated from a security perspective and it's our liability.
 
Steve: Yes, and those are big updates. You need the ability to use things like peer downloading and those types of infrastructure pieces that allow you to do it without crashing every network connection known to mankind.
 
I want to close, and then we'll have some questions. We've seen some questions on Chat, and a reminder, if you have questions, put them in Chat and we'll get to as many as possible. Over the past 50 years I've been going to Gartner IT Expo, I made that up, but every year they ask people to put themselves on a list. On a scale from one to five, where would you rank yourself from just keeping the lights on to being super strategic and things like that. What's amazed me is that over those past few years, that number sits at like a two, and here's a chart for that. Some people rank themselves as we were reactive and we're building our consistency up, we're not up to workflows, and all this type of stuff. The crazy thing is, over the past 10 years at least, that number hasn't moved. It's been from a 2.2 to a 2.3 to a 2.1 to a 2.0 to a 2.4. I think smart people want to get better over time and all these pressures are happening. One of the things we're trying to do is help people move up that chain.

 

I was in Los Angeles the other day for a user event. There were probably 40 customers in the audience, and I asked how many people were going to get headcount next year. Two people raised their hand out of the 40, and they were from the same company, so it didn’t really count, but it's just not happening. All that pressure is happening around us, so how can you reasonably expect to move up the IT journey and become a better IT organization. One of the things we're proud of at Ivanti is we have plans. If you're at level two in security, we can help you get to a level three. You may never be able to afford the amount of time and effort to get to a level five, but you can move up that chain. Part of our argument is if you think you're a level-three security company but you're only a level-two operational IT company, those two are incongruent. You're probably rating yourself incorrectly on your security stance.

 

Just so you know, and this is my last slide, if you have a plan to be a better IT organization, we believe we have not only the products to help you do that, but also a plan to help you move up that IT chain. All the way up to where you're this user-centric, fully digital organization that is freaking awesome, adding value to the business, the CEO loves you, and all that type of stuff. That may be a journey, in it is a journey, but we have ways for you to move up that chain and be partners as you make that transformation.
 
That's hopefully a non-salesy view of the Ivanti portfolio. We've been very happy with the technology the HEAT products have brought into the portfolio. It's a world-class service management product. There are world-class patching and endpoint products in the portfolio. We're working through how those roadmaps come together and all that type of stuff, as I mentioned, doing the stitching to make sure the products come together. At the end of the day, our goal is to have you as our customers happy with the products, technologies, and strategy for achieving this thing we call unified IT.
 
With that, Dave we'll go to some questions. Thanks everyone for listening, and let's jump into the questions. I'm sure there are a bunch around roadmap, and we're working on those pieces. It's only been nine months or so since we came together, but we have some plans and we're happy to share them as much as we can.


Q&A

 
Dave: Okay. Thank you Steve, and thank you Chris, and thank you Kevin. Excellent overview and introduction to what's going on with the Ivanti portfolio. Let's jump into some questions. We had a number come in, and we'll try to get to every one of them. Let's start off with this one. Chris, I think this one is for you: "What are the additional security/compliance factors you built in for GDPR?" And if you wouldn't mind giving a two-cents introduction to what GDPR is, as well, if you could.
 
Chris: GDPR is a new regulatory framework that's been released in Europe. It's driving a lot of change due to the increases in breaches and the risk of people's personal information becoming exposed. This change is calling into action the responsibilities of organizations when your data is given to them. It does a lot of things. It applies new levels of diligence. It provides more of an actual level of responsibility for companies to prove they've done the right things, reacted quickly enough, and if your information's been exposed, that company needs to make that public within a tighter timeframe. Overall, it's a good direction to move toward making sure we're all doing the right things to secure people's data.
 
It's not only data but also all those normal elements we do. Things like patching, app control, device control, all those elements still apply. There's a lot around process also, and when you get into this, it’s what unified IT is all about. Taking process, operational aspects, and the overall service coming together is what GDPR is really pushing. It's saying we need to bring these things together and prove we're doing them correctly. Kevin may have an addition here, as well, but what we're doing from a security perspective is making sure the security controls we have are meeting the GDPR requirements. We're also enhancing the visibility around what we do and building bridges between the operational pieces and the service pieces to make sure you have a process that can handle this end-to-end. Instead of saying, "I started a process here, it met this point," and now manual things happen and then you have to come back to the process. We want to make that smoother, and that's what we're doing to deliver more of what GDPR is asking.
 
Kevin: Yes, Chris. I think that last point was important, and it's even beyond integration. I was going to say integration, but the closeness and synchronization between what we're doing in security, how we're operating security and enforcing security every day, and what we're doing in managing services. They can't be done independently. They can't be done separately. They are increasingly more one and the same in that all those actions we take in security, all the actions we take in managing services and service management are in unison and in visibility of the other, and every action we take considers the implications to security or considers the implications to service management.
 
Dave: That's great, and if you add in the privacy of the data, endpoint management is critical here, as well. Thank you Chris, thank you Kevin. Kevin, let’s stay with you. A question came in on the comparison of service management going forward with, well, I'll name the competitor, ServiceNow. Maybe you want to broach it in general. How does our service management strategy going forward stack up with the other tool vendors in the marketplace?
 
Kevin: Well, I think in the end it's important that our clients understand we have a very aggressive investment plan. We have a very aggressive plan around innovation and continuing to improve all the products we have at Ivanti. Having said that, specific to service management, I'm very happy with where we are today, and I'm very confident we'll continue to make the solution better. If you look at our good friends at Gartner, for example, they cast a critical eye to all the vendors in the market, and no vendor made more progress in the past year than Ivanti did in the service management magic quadrant. I think that's a reflection of the investments we've made, and what we've done around innovation.

 

I think we have the best workflow model in the market. We've made big improvements to knowledge management and reporting, what we can do with RES capabilities in the portfolio now, what we can do to automate patching capabilities as an integral part of service catalog or self-service. I think we are, objectively, one of the best solutions in the world today and likely to emerge as, if not the leading solution in the market in the next two or three years, certainly on a very short list. I feel very good about how we stack up against other vendors, and I think we're moving forward faster than any of the other vendors are right now.
 
Dave: Great. Thank you for that Kevin. Chris, coming back to you, a couple of questions on security. The first one is: “How does the Ivanti toolset manage security compliance and also automate the process of security management?”
 
Chris: All right, how to tackle that question in a short period of time. You have the ability to drive a consistent configuration and policy out to your systems and get the visibility back showing things are applied correctly with levels of detail specific to the people in each role. It's more of a data visualization and advanced dashboarding solution that works with each of our own solutions and that provides you with additional insights that you can cater to people specifically. When you get into the topic of compliance, yes we have the controls to deliver secure configuration, provide antivirus, provide patch management, provide application control and privilege management, all the controls that need to be applied, but more importantly, we can provide visibility to reflect to the operations team. Things like how many systems do I have that have AV installed and are up-to-date? How many systems do I have that are within my patch compliance window? Do I have any patches that the time to patch is getting outside my level of compliance? Can I look and see if the vulnerability for WannaCry is 100 percent patched across my environment?

 

The compliance aspect is not only taking the controls that we do, and we do a lot of them, but giving you visibility. I can give the operations team one level of view. I can give a business line owner the view of their specific application group. I can give the CISO and the security team a more security contextual view, and I can give the executive team a high-level view that gives them that executive level dashboard. That's a lot of what we're doing to bring those things together, and compliance is more than simply the execution of it, it's a lot about the visibility.
 
Dave: Right, it’s visibility and feedback. I have a question from somebody on the webinar, as well. It sounds like they just heard your answer and came back with this question: "When you write desktop, mobile, and VDIs are secure from a single interface, what do you mean by it's secured? Is it everything like malware protection, encryption of data, access to data, and keeping the OS and applications updated and patched? Is that what you mean?"
 
Chris: With each of those platforms, there is a slightly different level of what you can do on them from a management and security level. We have a platform that can manage the cross-platform support for workstations and servers, and manage mobile and virtual environments. We have the ability to manage each of those systems for a mobile device. We can manage the security controls on it, such as you need to have this type of password policy, you have to enable remote wipe or do all these things or it can't connect to the corporate email. For desktop or a laptop, it can be providing the AV. It could be providing the patching for OS and applications whereas, unlike those platforms, the phone vendor is the one who controls those on a mobile device, or in the case of Apple, Apple controls the OS updates, the system updates, and that sort of thing. It varies a little based on the platform, but what that statement on the slide is talking about is we have the ability to manage cross-platform. All the things you have, those user-interacting devices in your environment, that need to be managed, we have the ability to manage them and provide security features for them.
 
Dave: Okay and one last follow-up: "Regarding the Ivanti portfolio, is that your own antivirus and antimalware software, or do you do a partnership?"
 
Chris: We do a partnership for that. From the HEAT side, for those of you on the EMSS product, you’re using the Bitdefender product today. For the LANDESK side of the house, two options are going to be introduced shortly. We're bringing Bitdefender in as a second option in that platform, as well.
 
Dave: Great. This question, I think, is Steve and Kevin, and I know we are getting close to the top of the hour: “How can Ivanti help us visualize the cost of our software licenses?”
 
Steve: Part of our license-compliance product set includes the ability to load contracts into the system, so you can see what you're spending, you can see the number of times the software is being used. With that software license-compliance component, which we're calling the Ivanti License Optimizer, we'll be able to show you specifically the cost of each application against your percentage of being used. We'll tell you whether you're over or under licensed. We're definitely showing that information in our ILO screens.
 
Dave: Okay, great. We have a number of questions here. Unfortunately, we have too many to get to in the webinar, but we will follow up individually, as well as a general Q&A, in a follow-up e-mail and documentation along with the slides from the webinar. I want to thank Chris, Kevin, and Steve for this webinar, and before we go, let me turn it over to you Steve to close this out and add any final comments.
 
Steve: Awesome. There’s no better place to get all the details, understand the vision, have your product ideas work their way into our products, and network with your peers than our Interchange event, May 14 through 17. We're going to Dallas this year, mostly because a number of us are not allowed to go back to Vegas for statute of limitations type issues. I'm kidding, of course. We'll be in beautiful Dallas. There will be lots of steak eating, lots of time to hang out with everybody and learn a lot of this stuff. We can't wait to see you there.
 
Thanks for being part of the webinar. We'll answer the questions we missed offline, and we'll talk to you next time. Thank you.
 
Dave: All right. Thank you, and with that, we'll close out.