Breaking Down Gartner's Magic Quadrant for ITSM Tools

September 12, 2017

Matt Hooper | ITSM Evangelist | Ivanti

Ian Aitchison | Director, Product Management | Ivanti

Melanie Karunaratne | Senior Manager, Product Marketing | Ivanti

Kevin J. Smith | Senior Vice President | Ivanti

David Martinez | Sr. Product Marketing Manager | Ivanti

What should you look for in an IT Service Management vendor? What does Gartner say about the ITSM market? It's all in Gartner's Magic Quadrant for ITSM Tools. Join our panel of ITSM experts as they dive deeper into Gartner's analysis, and also share their observations on ongoing trends and predictions for future developments in service management. All registrants will receive a download of the report, compliments of Ivanti.

Transcript:

Dave: …go ahead and get started. So I'd like to welcome everybody to our webinar today titled "Breaking Down Gartner's Magic Quadrant for ITSM Tools." My name is Dave Martinez. I'm with the marketing department here at Ivanti, and I have a distinguished panel joining us today to really take a look at the Magic Quadrant for IT service management tools. I'll have Ian, Matt, and Kevin introduce themselves in a moment. But before we get started with the meat of the conversation, I'd like to do a few housekeeping items. So we are in a WebEx session, and all callers should be on mute. But if you could also mute on your side of the conversation, that'd be great. Sometimes WebEx has a few issues so we like to have the additional level of protection to make sure we don't have any audio issues.
 
Now this is gonna be a panel discussion, and we really want your involvement in here so please enter any questions you may have or comments or insights into the Q&A chat panel you see on the WebEx there, or you can do it in the chat as well. We'll try to get to your questions during the session. If we don't get to them during the session, we'll follow up afterwards with some answers back to your questions. This session is being recorded and will be distributed later along with the presentation, and a link to the Magic Quadrant report, so you can download it, take a look at it, and follow with any additional research you like to do after session here. Now, we are in Twitter. You see the hashtag for Ivanti webinars. And if you like to follow some of our distinguished panelists, you see their handles there. So I highly encourage you to go ahead and follow them. So, with that, let me first ask our panelists to introduce themselves, and I'll go alphabetically. Ian, if you could just do a short introduction of yourself and what you do at Ivanti, that'd be great.
 
Ian: Yeah, okay, Dave. Thanks very much. I'm tired from the talks, so coming along. My name is Ian Aitchison. I'm the senior product director over at Ivanti's IT Service Management product line, which means I'm responsible for the roadmap and strategy and the releases and the features that's coming up through the product.
 
Dave: Great. Thank you, and it's a pleasure working with Ian. And I do have to say that. And also somebody who is actually very good to work with is Matt Hooper. Matt, if I can ask you to do an introduction.
 
Matt: Sure. Thank you, Dave. I'm Matt Hooper. I'm director of sales for ITSM for the Americas, and I'm happy to be on this panel. Thank you.
 
Dave: Thank you, Matt. And last but not least is Kevin J. Smith. Kevin, if I can ask you to do an introduction as well.
 
Kevin: Yeah, thank you, David. Kevin Smith, Senior VP at Ivanti, working on strategic initiatives, have been with the business for 15 years and an avid a follower of the Magic Quadrant, and looking forward to discussing that more today.
 
Dave: Okay, great. Well, with that, why don't we just jump right into it and talk about the Magic Quadrant itself. So the Gartner Magic Quadrant, it's really seen as a key report for the IT service management market. It's highly anticipated every time it comes out in the summer. And it's really a profile of the market for enterprise ITSM tools...or its, yeah, the market for ITSM tools and also the vendors themselves, with evaluation of the vendors, and their tools, their strategy, and also the business results. So there's another companion report that usually comes out with it as well called the Critical Capabilities. There's a lot of good information as well. But during this session, we're just really gonna focus in on the Magic Quadrant. But with that, Kevin, staying with you, I'm just gonna ask you to kick off our conversation. What were your initial thoughts when the Magic Quadrant came out this year?
 
Kevin: Well, I guess initial thoughts were there are no big surprises, which in itself is not a big surprise. It continues to be, I think, a reflection of the state of the market, Gartner does a very good job of capturing where the market is today. There are some changes that happen each year, and we all look forward to seeing what those are. But I think what Gartner's doing is exploring in a little more depth some of the trends that are important to companies that operate a service management organization, a service management model. We've been through a lot of maturity. We've been through a lot of changes over the years, and there are a lot of vendors that do all the basics, many, many, many vendors. Of course, behind this quadrant, there are a large number of vendors that don't meet the Gartner qualification for being included in this discussion. But I think it was good in that Gartner continues to offer insights into how companies can get value in service management, what the latest trends are that we all need to be paying attention to. So, no big shocks, but a good, kind of a good profile of where the market is today and how we expect that market to go forward.
 
Dave: Okay, great. Matt, what are your thoughts when you saw the MQ come out?
 
Matt: Yeah, just super excited. First, I mean, the position for Ivanti is great. It's good to see us in that kind of challenger quadrant. You can see a little bit of the separation of the pact between the ones who are really focused on the market, bringing new products to ITSM, bringing new capabilities to ITSM, and the investment in that is really shown here, and a reflection of that organization's focus on being an ITSM player. So I was excited to see us. It's been a big year for us between the merger of HEAT and LANDESK. So bringing that together and coming into the analysis was really interesting to see on the sidelines. I know you carried most of the work, Dave. But...
 
Dave: Brings back memories.
 
Matt: Yeah, right? You have a twitch in your eyes still, I'm sure. But it's good, though. It's good that Gartner is so thorough and it does put vendors through the paces. You know, listen, every company has to determine for themselves what product really meets their needs, you know, in a lot of ways. And I wrote a blog not too long ago. You're buying a partnership, not a product, right? So that's really important. But this does help you to kind of set the list that you're gonna go forward with, at least evaluate. As Gartner says, over 400 players in this market, I was excited to see us clearly in, you know, kind of in that leadership area. So that, to me, was very exciting.
 
Dave: Yeah. Yeah, your point about there's over 450, I think, vendors in the marketplace. So I know a lot of people on the webinar here try to use the MQ as something to kind of give a short list of people they should look at out of that 450, especially in the enterprise market. Great, thank you. Ian, your thoughts? If you wanna talk a little bit more about how the MQ is actually structured, that'd be fantastic.
 
Ian: Yeah. So initial thoughts. Actually, well, I do wish Gartner wouldn't publish this in August because it always happens, literally, as I'm just heading off a vacation. And I don't know how they do that. But again, this year, literally heading off on my family holiday just as the trigger is pulled as they publish. And obviously, as an ITSM vendor, this is one of a number of reports across the market that are important to us, possibly the most important because everybody references Magic Quadrant across all markets. So of course, I was relieved when it came out because if there hadn't been one, people would be referring to old documentation that doesn't reflect what's been going on in the market. The movement is really important. I think understanding how a vendor has moved in the report is a really interesting reflection, and so I was very pleased that Ivanti had a very significant shift as part of that merger of the LANDESK and HEAT businesses, so that was very positive.
 
In terms of how the reports are put together, I can't speak for the experts at Gartner on anything other than the reminder, obviously it always comes up, this is an assessment of the vendor, and this is to Matt's point about partnership, this is about the vendor you're going to have a relationship with for many years with a service management solution. That might be 3, 5, 10, 20 years. And so it's a judgment of that vendor's abilities. It's through a Gartner lens, right? So it's through the things that they measure. It's based on their clients. So, you know, it's a particular bubble view of the world, but it's one that's pretty well aligned to the market, and most people do reference it.
 
And they have that scale, the vertical scale and the horizontal scale, where the vertical is about the vendor's ability to execute, which is many different things including how they communicate with the markets, including the business and viability of things like that. And then you have the horizontal axis, which is more around completeness of vision. And there's many pieces there, geographic strategy and business model, but also particularly I like to think innovation plays a part there, too. So a lot of work goes in. You know that, Dave. A great deal of work in both preparing the submissions that go in and preparing the product demonstrations that are involved with this and the critical capabilities. But, yeah, pleased to see it, and I think it's...I mean, it's a good report.
 
Dave: Yeah, the more you and Matt remind me of the amount of work that gets into it, that twitch in my eye is getting a little bit stronger. Thank you for doing that. Okay. Hey, Kevin, let me come back to you. You kind of said at the beginning that you didn't have any surprises when this report came out. I mean, every time I see the report, I'm always intrigued by the movements in the vendor's year-to-year. Aside from that, was there anything else that surprised you, now you had a few minutes to think about it? Was there something that surprised you in the report this year?
 
Kevin: No, no, I don't think so. I think that, again, the key is just depth. Taking some time and all of us looking at what happens in the quadrant and watching in amazement and how the IT service management continues to evolve it. It's important to take the time to kind of look at the depth of what's happening in the market and some of the trends that are happening because we all want to do IT service management well. Many people have now been in IT and service desk and service management for many years, and we're looking at how we'll continue to move forward and take our organization to the next level. So I was very pleased as was the panelists here to see Ivanti take a nice step upward.
 
And beyond that, looking at…I think we all look at across all the vendors, nine being represented here and many, many that are beyond the nine, and what's happening, and how Gartner is evaluating those vendors. And there's always the story behind the stories that this show up in the quadrant. And I think that maturity is really, really important as to how we continue to get better, and the changes in service management. Gosh, service management is amazing. And just when we think we know exactly what service management is, we get reminded that it continues to evolve and continues to change. And some of those are being reflected here. So I think we all share that sense of anticipation and interest in academically in what's happening now and also how we all continue to get better and deliver more value to our clients.
 
Dave: That's a good point there. And Matt, same question to you. Any surprises or you were like, "This is exactly what I predicted?"
 
Matt: Well, I think what probably the biggest surprise, right, if you look...like you said, year over year, that's one of the biggest things that I always took away from the quadrant, was to see, again, who's moving, up who's moving down, right? So you saw players like ServiceNow go from a niche now to that, you know, favorable position there in the leaders quadrant, and then others like AOC [SP] and HP who were leaders kind of moving back down into that niche. So that's always interesting, right? But when you see a new logo, a new brand, it's like, "Who's these guys," right? So I think we're probably the biggest surprise in the quadrant because you saw HEAT and LANDESK taking position in different areas of the quadrant over the past few years. Now, it combined to move into that challenger quadrant is very interesting. And it's very surprising, 
 
Of course, there's some names here we don't see anymore. That's always surprising. And it will make us look to see what will happen in the future. You know, HP was selling off their software to Micro Focus. You wonder, would Micro Focus be the new brand up there next year? Will that be a surprise or, you know, is this really the market that they're focused on? So it's interesting, you know. We'll have to look and see. But, you know, overall, the rest, you know, the others, no real other surprises here, again, except for just the shift, how people are moving in and out.
 
Dave: Yeah, no, it's always, like I said, it's always when the interesting things year-to-year, see how the market and the vendors really kind of move around. Ian, closing out this question with you, although I know nothing surprises you. Anything in the report surprised you?
 
Ian: Well, the drop of an "S" actually wasn't a surprise. We kind of knew, but it's no longer IT service support management, ITSSM. It's now IT service management. I won't speak for Gartner on that, why they made that change, but it seems like the right thing to do. Avoids people saying, "What's ITSSM?" So that that feels like a good piece. Other than that... There's always an element of surprise because no matter how hard as a vendor you try and communicate to an industry analyst organization, what you do and what's working, you're also dependent on the feedback from clients, you're dependent on their opinion on the documents they've read. So you never know what's going to come out. I never know for sure. And so just opening it up, it's like, "Oh, okay." Did our message get across? Do they understand what we're doing? We're we clear enough? So, I guess, no surprise that we thought we communicated well.
 
Dave: That's a good point. I don't know if our attendees understand this, but one of the big things in the evaluation for the Magic Quadrant is that Gartner does reach out to a lot of our clients. In fact, for all the different vendors that they evaluate. So client input is important. So it's one thing that they do take into consideration very, very strongly. Okay, with that, let's kind of move on into, you know, beyond, like what are our initial thoughts and everything. Let's think about some other things that I'm thinking more would be of interest to our attendees. So, you know, Ian, staying with you, what will you say would be your top recommendations for the attendees on the phone and also in the recording later, how should they view the Magic Quadrant Report? How should they be thinking about it?
 
Ian: Well, the first point is remember it's the vendor. I mentioned that before, and I think that is really important. We tend to default to, "It's about the product." Actually, this is about the vendor, and, actually, that's the most important thing, speaking as a product director. There you go. But it is important because relationship is the thing that makes success, and, you know, a good relationship can influence how my product works in the future and can ensure that your business becomes successful. So that's the first one, certainly, is that. The other one is remember it's Gartner review, and every business is different, every vertical is different, so every industry area is different as well, every organization has different needs.
 
And I've heard that the Gartner analyst a number of times saying, you know, this gives you an overview, but you should judge based on your needs. So just our position is not an absolute. It just is an indication of how they're measured with the criteria Gartner use. What you then need to do is engage with those vendors and meet them, and talk with them, and spend time to understand what they do, and spend time to get past the initial flurry of PowerPoint slides and get to know them a little bit as people, understand their culture, understand what's important to that business because you're potentially gonna have a long term relationship with them so maybe it's an introductory letter. If you're not already with a vendor, this is the introductory lesson that helps you meet and go on your first date to find out if you've got a long-term relationship with them.
 
Dave: Okay. So it's like a little bit of background on the vendor and some questions you may wanna ask them, but as kind of feeling out the landscape.
 
Ian: Yeah, very much so.
 
Dave: Yeah, that's great. Matt, same question to you. Any recommendations? I know you do a lot of speaking opportunities in the industry, and in fact, I know you have one commitment to Fusion in a few weeks. But in your conversations with IT professionals, how do you like to position the MQ report?
 
Matt: Yeah, it's a reference check, right? What I think it tells you is that the vendor you might be talking to or you met at an event that is in this market, if they're not on this, and so it doesn't mean that they don't have a good product, that they're not gonna solve your need, right? You may wanna continue on with that conversation. But you know, it's something that can be a little bit harder for you to sell to management. So MQ is one of those validation points. Management will ask you as you go to justify the budget and spend on tools, where does Gartner view them, or where do they sit on the MQ? And that's relevant because it's just a sanity check. Again, as Ian said, you're buying a relationship, you're buying a partnership. Feature-wise, a lot of us leapfrog each other in the marketplace. You know, we'll come up with something, and then the next vendor will come up with that same feature or something a little bit more enhanced, and then we're responding to it. So, you know, if you get into a feature wars, you know, over three to five years, those features are gonna kind of come and go and they're gonna become table stakes.
 
So what the MQ tells you is that they probably do most of your ITIL processes, and they probably do most of the capabilities you're looking for for self-service and support, right? So it's just that kind of sanity check, you know. Not to devalue it but, you know, keep it in perspective. If you're going to be selecting a solution technology-wise, think about where you are as an organization, think about the partnership you're building with that vendor and where can they take you. Where can they start you with where you are, and can they take you with where you need to go, right? Those are ITSM 101 principles.
 
Dave: No, that makes a lot of sense. Thank you for that. And, Kevin, with your engagements, I know you talked to literally hundreds of different clients. What do you tell IT professionals about the MQ, how they should view it?
 
Kevin: Well, it's a good barometer of what's happening in the market today. And I think Gartner does a good job with that responsibility. This is a report that's been in the market for many years, and it's closely followed by many practitioners. I would encourage people that it's easy to focus on the dots on the MQ, you know. As we see that comes out, that's a very visual thing. It's now iconic in our market. But it's important to look beyond that, at the report itself. People need to take time to read the report, and read the report carefully because that really provides some depth and some context for what's happening on the MQ itself. Again, that's something we all look at right away when the report comes out, as Ian and Matt said. We look at it, you know, kind of peek at it and always wondering what will have changed year over year. But take the time to read the report. There's good commentary in there about the market. And Gartner provides an overview of what's happening in the market.
 
And then there's commentary on each of the vendors. And they're very even-handed in how they do that in that there are, I think, three cautions and three highlights of strengths for each vendor. And it's the same for every vendor. And more and more organizations understand it is a partnership. We've made that point. That's a really important point is we're entering into a partnership, and it is an important decision. This partnership is an important decision. So companies should take the time to understand what's happening in the market, and then what each of the respective vendors can offer and contribute into that partnership, and the trajectory of the vendors is important. And we're very pleased with ours certainly at Ivanti. But look at what is happening with all the vendors. And there's always a story. There's a story that goes along with every vendor and what's happening over time, what's happened over the last three or four or five years, and what we can expect to happen going into the future. So it's important to understand that as well. So there are several different layers here, which is part of what makes the report really interesting, is it's much more than just the, you know, the quadrant itself.
 
Dave: No, that's great. I mean, what I hear from all three of you is that this is much more than just selecting a tool, you're looking for a partner who's gonna help you make successful. And MQ does a good job of playing out kind of what the different vendors are doing, and, you know, what to look for, what to look out for, and also what to appreciate, and, again, setting the table for that engagement going forward. Kevin, let me stay with you a little bit. And as you can, the flip side of that question, how should IT professionals not view or use the MQ report?
 
Kevin: Well, again, don't be too feature-enamored, I would say. There are a lot... Every vendor is represented on the quadrant. And what is evaluated, as Ian described, is there is an element to this, which is evaluating a product set. And that has a place. It certainly has a place and when you're making a partnership decision, but I think it's really important to not make your partnership decision just based on what a product might offer because there's so much more to IT service management success over time than just a product, than just a technology. So the products have a place. And we all love to talk about the products, and there's an element of product capabilities in here in product feature functions.
 
And recognizing that this is an investment that companies are gonna make in a partnership and a solution, I'll use that word, solution, that's sort of trying to capture the combination of the vendor and what the product offers, is don't make decisions purely based on what a product offers, or just based on what might look good in a product or in a demo because all vendors are really good at showing off their product in a demo. So it has a place, but make sure it is in the broader context of the solution and the partnership, and that the product itself is not something that we get too distracted by, and we take the time to look deeper and look more broadly at an overall solution capability and what the vendor can offer in support of a partnership.
 
Dave: Great. So don't take the quick view of it and just run with that. You've got to be a little bit holistic about it. Matt, same to you. Anything that IT professionals should not consider or not use this as a shorthand for or rationalizations for?
 
Matt: Yeah, I would probably not use it as a dartboard to pick your vendor. I mean, it could lay out really well actually, just see where your dart lands and just go with that. No, I mean, as Kevin said, it is a reference guide, and it has great value to the market space. But you know, it comes back, again, back to the basics. What problem are you trying to solve, right? If you're trying to uplift your tools and uplift your skill set with your people because you've got major GRC initiatives, then that's…you know, take that into consideration. So it's this ITSM quadrant along with, well, who else is in the security space, and who's doing…you know, who's a player in the audit space, right? Then you can cross-reference, then you can triangulate and say, "Okay, well, here's a vendor who could tick, check those three boxes. That makes a lot of sense. Let's kind of go that route."
 
So, again, it's one data point that you have to factor in, but, you know, what I hate is when I see companies that just say, "Well, we may as well get a little lazy." And they said, "We'll just go to the MQ and pick, you know, the top four vendors and go ahead and just blind RP them, right? That's not helping your organization. You know, our sales [inaudible 00:26:52] in Americas, that's fine by us, we'll respond to it, but it's not really gonna help your organization. It's not the best way to go about getting the right solution for you in place, you know. Really take the time to understand what your real needs are, right? And then assess the data that Gartner is providing you. This, along with a critical capability study is what you really wanna do.
 
Dave: Yeah, so you've got to put some thought into this. I love your analogy, just throwing the dart at it in front of whatever quadrant you're interested in. No, you've got to think about what you need. And I wanna come back to your questions, as you phrased it, "What problem are you trying to solve?" But let me get Ian's thought on here in terms of what not to think about the MQ, how not to use it.
 
Ian: Yeah. I think you shouldn't regard it as a stack rank completely. So you shouldn't regard it as, "I'm gonna take whatever brand leader is the highest, top-ranked, and therefore that's the best thing for my business." And in fact, and I apologize, I haven't checked recently, but a little while ago, the last time I looked on the Gartner site, if you are a Gartner client, you can view the placing of vendors online. And there are sliders that let you apply relative weighting based on what's important to you, based on what matters in your industry. And there aren't dramatic shifts the last time I looked into the previous years' ones. They don't dramatically shift all over the place. But then there's a little shift around it lets you apply a bit of weighting. And definitely don't use it as the definitive statement on what's right. But I think, we sort of said it a few times, it's an introduction or a reassurance about the vendor. It's not a shopping list and it's not a single point of definitive statement. It's part of your understanding.
 
Dave: No, that's key. Thank you again for all that. Matt, let me come back to you again. Your question about what problem you're trying to solve. It reminds me that, you know, there's a lot of things that are not covered in the Magic Quadrant. You mentioned, for example, security. So kind of moving on the conversation beyond the MQ, if it's okay, what are some considerations or other key things IT organization should be looking at beyond the MQ? If you look at kind of the broader IT service management question, what other things do you need to be considering? You mentioned security. Are there other things, for example?
 
Matt: Yeah, so, you know, an expression I kind of coined a couple years back, you know, IT is no longer a department, it's a competency, right? So with that shift in the enterprise, service management with IT's discipline in service management, you know, we are seeing the value that it brings kind of across the organization for governance, to operational governance, business orchestration, allowing different powers within an organization to operate. So there is a very heavy focus on IT services and its capabilities in providing the tools and the capabilities for ITSM in the quadrant. Obviously, we wanna be strong there as a vendor, right? Because if IT can't get its house in order, how can it help anybody else? But we're seeing in the marketplace a dramatic shift to service management, you know, kind of across the enterprise, of looking at different ways to leverage these capabilities in providing business orchestration support.
 
So, you know, project portfolio management's got a much stronger emphasis on service management solutions today. It's a bigger part of RFPs and a bigger part of focus. Security and SecOps and real-time security analysis and threat detection and risk posture, it's a much bigger pressure on service management, as is ITAM, IT asset management and software asset management, and understanding how to onboard your assets. So these are these are becoming much more integrated into the daily operations of IT. We're seeing this unification of IT across departments to become more agile and more transparent, to make changes more effectively, to more, you know, orchestrated across the business with more transparency to all key stakeholders. So ITSM traditional, its boundaries are starting to stretch, right? So I think we'll see some of that stretch in the MQ as well. But today, as it's evaluated, you know, that's one of the things that we have to take reflection of as well, too.
 
So beyond the MQ, you have to get the factoring of those other things. What am I, like we said, what problem am I trying to solve? What are the organizational pressures? Do I have the right people, to upscale them through technology refreshes? Do we have cloud initiatives? You know, whatever it is that is really kind of driving this impetus to say, "Hey, you know, our tools aren't cutting it anymore. Our processes aren't cutting it anymore." You know, that's the driver for whatever ultimate spend on consultants and technologies and training that you, you know, you embark on. So that needs to stay as your focus. At the end of the day, you've got a business to run, right?
 
Dave: No, that's a good point. In fact, it reminds me 95% of the work in trying to get a good answer is making sure you ask the right question. So, like...
 
Matt: That's right.
 
Dave: The way you say it is like, you know, "What problem are you trying to solve?" So, you know, don't go to the Magic Quadrant and say, "Oh, here's the answer," and then work backwards, "What's the question?" So really think about your situation and what needs that are driving you, either immediately, or 6 months from now, or 18 months, or whatever your time frame is. Kevin, same to you. What are the considerations would you recommend to IT organizations to look at beyond what's covered in the MQ?
 
Kevin: Well, when we're talking to companies today, one thing that we see is that the organizations are looking more broadly and thinking more broadly about IT. So service management is certainly important, and in many ways it's in the middle of this model, but our clients are thinking about how they operate all of IT more effectively. And one thing that we need to be thinking about are the synergies. The synergies between service management and other key elements of IT like security, asset management, managing endpoints, and others. And any organization that's looking at service management and looking at this quadrant needs to be thinking about the synergies with their bigger plan for IT. So while we see a lot of consistency from organization to organization, large or small, healthcare or higher education or retail or manufacturing, regardless of that profile, there are some elements that are very consistent. But also organizations always have pieces that are unique.
 
And I would encourage anybody that's looking at their strategy to understand where they are in their IT strategy and what's on their IT roadmap, and to look at those needs, as Matt said, look at your priorities, and what you need, and what you're going to need over the next two, three, four, or five years. And think a little more broadly than just IT service management. Think about where those synergies are and how you can get the most leverage out of those synergies. And then select your partnership, select your partner in a way where they can best fulfill those synergies and help you do better at operating IT as a whole.
 
Dave: That's good advice. Ian, any additional comments you'd like to add there?
 
Ian: Well, very similar. But I'll make the point that with Gartner, it assess a vendor and with the critical capabilities, the detail of the tool, and they assess its IT service management capabilities. And frankly, I think the market is shifting in two ways, one where service management tools are even more important than they ever have been before. They're really the platform upon which you can transform IT and transform the business and really do some spectacular pieces going forward. But also, service management just is not a standalone thing. It is not an isolated bubble that doesn't integrate anymore. Service management tools are highly automated. And going forward, they'll continue to be and will be even more integrated and automated. It's that platform that's talking between technology, it's unifying IT that's interacting with endpoint management and asset management and security management automatically as part of a defined service management process.
 
And the MQ focuses all around the ITSM bit, and it doesn't really reflect how that stretches out into all the other areas. It's referenced, it's commented, but it's a very specific assessment. I understand why they do it. I understand they're in a hard position where you have to draw some defined boundaries to measure something. But I think, you know, if you look at the bigger picture, that sort of solution is something which is in security, it is in asset management, it is in endpoint management, it is in HR, it is in the facilities, or if it isn't now, it will be. And in that consideration, it's difficult. But, yeah, that's my point.
 
Dave: Yeah, it sounds like, you know, IT service management is really gonna become a hub going forward for a lot of activities, you know. Matt, you mentioned security and governance. Ian and Kevin, you mentioned asset management and, you know, especially like software asset management, making sure organizations don't over-spend on their licenses. Going forward, that discipline's gonna become more and more important. So the IT service organizations would become critical, it sounds like, going forward, you know. I'm gonna take off on this this comment that we talked about, that, you know, the Magic Quadrant doesn't cover some of these things we're talking about. So I'm gonna ask you, put on your prognostic-hating hats on, and Yogi Berra said, "Predictions are really hard especially about the future." But I'm gonna ask you three to kind of stay looking ahead. How do you think the MQ report is gonna evolve going forward? Maybe not so much this year, but going forward. Will Gartner start including some of these things, or they won't, they'll stay focused on IT service management? And I gotta remind panelists that we are being recorded so I'm gonna come back and report on how close you got the...
 
Ian: That would be a first.
 
Dave: Exactly.
 
Kevin: Thank you for that reminder, David. We appreciate that.
 
Dave: Yeah, no worries, Kevin, since you're on the deck right now. Going back to Yogi Berra and the baseball, so you're at the batter's place. Why don't you take a crack at it?
 
Kevin: Well, I mean, this is a fun question, right? I mean, what could be more fun than thinking about what's gonna happen in the future? And the great thing is we can say what we want, and that we can't be wrong today. I mean, maybe the recording will prove us wrong a year or two from now, but I love thinking about what's ahead. I think all of our listeners do as well. And it's important to think ahead because, again, we're making an investment, and we're thinking about not just IT service management but about IT. And Gartner will, I believe, continue to keep the headline as IT service management, but it's going to take over time, I'd expect, the report to take a broader look at IT because these implications and these synergies just can't be ignored. IT service management more and more, we've called it the hub, we could call it a facilitator for what happens in IT. And I think what will happen is the report will continue to look at IT service management, but it will be more and more influenced, let's say, by what's happening across all of IT. And in recognizing that IT service management is unique, and that it is at the crossroads of so much of what's happening in IT, and we have a responsibility to help all of IT operate better and to be more effective.
 
A couple things I would expect to see. One is this concept of kind of unifying IT and leveraging the synergies of all the elements of IT and making IT more strategic to the business, and creating leverage across IT. Things like automation. Automation, how we can leverage automation. This thing keeps coming up everywhere we look across IT. Automation can do so much for us. And what has happened in the last five years is the tools for automation have gotten so much better. It was kind of a hypothetical exercise four or five years ago to talk about automation because the idea was ahead of the tools. But the tools have gotten so much better and what we can do with automating workflow, and, you know, automating decision rules. So I think automation will have a bigger influence on this.
 
Another thing that's really interesting to many of us is artificial intelligence, learning systems, intelligent assistants, whatever you wanna call it is, again, our vision was ahead of what the reality was for many years, but we're just now starting to see the reality of it really being able to help us. So I'm excited about how that can, the learning systems and smart systems, will start to influence what we do in IT service management and really influence all of what we do in IT.
 
Dave: Yeah, in fact in that last point about artificial intelligence, there's been a lot more research, you know, not just from Gartner, but other analysts and a lot of thought leaders on that topic. I'm gonna hold, put out this title about the AI topic. I'm gonna save that for Ian just a bit. But, Matt, let me come back...let me come to you and ask you the same question. Any evolution you think will happen with the MQ report going forward?
 
Matt: Yeah, I agree with Kevin. Yeah, I think it's gonna continue to expand. We see movements like DevOps and SecOps and kind of this broader reach into application lifecycle, you know, further up the service delivery stack, back into the business origination. And I think those are gonna be real drivers for how ITSM continues to redefine itself in the market space, and thus, you know, Gartner will have to then take into consideration that as well, too. You know, if we look at where ITSM was, it really focused kind of on incident, and kind of that service desk approach. It became ITSSM, as Ian had noted earlier, so in the court of the whole support arena, how we do support. And what's interesting is we've dropped the "S" out of it. We're back to ITSM.
 
But even what is ITSM today, there's kind of really two camps. You've got the one camp that's still focusing on the basic blocking and tackling of keeping systems running, and then there's the other camp that's really focused on delivering, you know, new technology capabilities at high velocity and high durability. And that camp is starting to get a lot of traction in the market. And the tools that are there, the whole DevOps tool chain that Gartner has put together. For instance, you can cross check a lot of the ITSM capabilities, but then, in some ways, it's not covering it. And it's gonna have to, right? It's gonna have to go into those other areas of the DevOps toolkits. So I see we're gonna do a lot more on configuration management. We'd see major expansions in change management. We're gonna see risk assessment being a bigger driver for it. So organizations, again, that can take business initiatives through the technology delivery lifecycle are gonna be the ones that, you know, I think are gonna rank further up the stack in the MQ for ITSM. And I think it's just gonna be the nature of the way that ITSM is defining itself in the marketplace.
 
Dave: Yeah, it sounds like what's happening is a lot of leading IT organizations are trying to become…well, are really becoming much more of a strategic enabler to the business to do some of the things you're talking about. So it sounds like maybe the MQ will evolve to reflect more and more of that. Yeah, so, Ian, before I get to AI topic and other advanced technologies with you, your prognostication, what's gonna happen with the MQ report going forward?
 
Ian: I think it does need to comprehend that bigger picture. I think we will see a continued separation of the vendors that are shown in the report. Actually, it just feels like, and obviously we gotta wait for next year, but it feels like the shape of the market and the players in the market are kind of separating those that do one thing, and they all do it well, so of course they do one thing well, and those who can do more have a broader, stronger message. So what also sometimes happens with Gartner is when they start to run out for vendors, they'll continue the definition to make a new quadrant view that brings in new vendors. So they may alter the entry criteria. They may increase the scope. They may make it easier for some of the smaller players to get visibility into there. They keep a close eye on it. And it's in their benefit not to have their report become stagnant and fail. They'll always want it to be relevant. So, yeah, quite a bit of expansion, and possibly new names, and possibly some of the older names separating out and even dropping right out.
 
Dave: A lot of interesting things we'll keep an eye out for. So, yeah, I think next time in the following years will be a lot of other things to keep an eye out for. So I really thank these three for those comments and observations. Again, it's recorded so we may come back and see what it came back to. But continuing on with the predictions of the future, and again, like Yogi Berra said, it's hard especially about the future. Ian, staying with you, you know, Matt, I think it was Kevin that brought up AI, you know, that's just one of the future technology, well, maybe not so much the future. You know, some of you technologies that could change what this IT service management mean or what it does that we have to look out for. Your thoughts on that, and the other things that may be coming down the pipes from a technology perspective?
 
Ian: Yeah. Yeah, I think it's a really important topic. I think it's an area that's going to make a very significant impact in how IT operates in a workplace environment wherever that may be. And the first thing is artificial intelligence is, you know, what is AI? What is this? Well, there is a famous quote, and I don't know, I can't remember who, but somebody famous a little while ago said, "Artificial intelligence is what's not being invented yet." And if you go back to history, this, you know, over the last 50 odd years, there's always been talk about artificial intelligence and it's always something that's not quite there. So actually, I'm increasingly using the term conversational UI, again, when we talk about a conversational AI. But it's that idea of using sentences. Now, they may be typed sentences or maybe spoken sentences. And those sentences communicate with technology that very often responds in sentences, spoken or texts...or maybe not. Maybe a response with something on the screen.
 
But that shift to, if you like, talking directly with technology, we're seeing that starting to come in in self-service. We see it in external support models where virtual agents are already starting to come in. And we'll see that in the industry. We'll see that in service management. Excuse me. It'll become part of an expectation for self-service from the user community, the customers of whatever IT service is being offered because that's the way it works. It comes into the business, that demand, and that will be powered by automation and powered by learnt decision-making. So, hey, let's call that AI. It pretty much is. And that may be responding to, "Can you tell me why email isn't working?" Or it may be responding to, "Can you tell me Hooper's sales performance in the last month?" Okay, that's not an IT question, but it's that idea of phrasing what you need and getting what you want quicker. It may be responding to, "I need some new software to look at a PowerPoint document." And the software automatically appears or the link to the web service you need to use automatically appears. It's what ITSM does already, but we wait for people to make decisions or talk on the phone, or we wait in a queue, or we wait for the email. We're always waiting on people because you need people to make decisions, and you need people to take actions.
 
And that is that tipping point where people can focus on innovating, enhancing, improving, and a lot of their, if you like, their routine activity of waiting to press the button. Well, let's let a machine press the button, and let's let that person be improving what's done, looking at what's been going on in the past and stopping things going wrong in the future. So I think, under that big umbrella term, AI, big changes. And I think we'll see this difference of a self-service coming soon. And I think we'll see more and more conversational and bots, of course, which are conversational, becoming normalized as we go forward.
 
Dave: So here come the biases. Keep an eye out for them is what you're saying?
 
Ian: Yes.
 
Dave: Okay. Sounds good. But, yeah, it's really exciting, which it sounds like you're saying is there'd be more and more left shifting going on, you know, from level 1 to level 0 to maybe be even more proactive, I guess, it's -1, -2. We'll figure out a nomenclature for that. I think there's one out there.
 
Ian: Yeah, you know, it'll get really funny when a bot contacts self-service needing help and is responded to by a bot. That would be interesting.
 
Dave: I think we did them. An example of that was Facebook. [inaudible 00:49:53]
 
Ian: You know, when bots help bots.
 
Dave: Yeah, exactly.
 
Ian: And actually, I [inaudible 00:49:58]. A bot in completion...
 
Dave: That's gonna happen.
 
Ian: It opens up API level communication with sentences, right? It's a jokey comment, but technology can communicate with technology in sentences as well as people. So there are all sorts of interesting things there. And again, it all comes back to service management.
 
Dave: Yeah, we'll keep an eye on. It'd be interesting, we'll have to service the bots and keep them as maybe a user in our work going forward. Interesting thought. Matt, anything you're looking out for?
 
Matt: Yeah, so, to me, everything that Ian just spoke about is a component of the user experience, I think, you know. User experiences is driving a lot of the desire to uplift tools to, you know, change the way in which IT interacts with the rest of business, the way the business interacts with itself and with its end customers, right? So, I mean, all of this is great, but when Ian said that about the bots helping bots, it reminded me of a machine learning story I read many years ago about these guys who had both wrote algorithms to find pricing of these books on eBay, and they happened to unknowingly or unwittingly point to each other's pricing as part of their algorithm. And they started to uplift their books, which is useless, worthless book of like $1 ended up being priced at like several million dollars on both of their websites, right?
 
Dave: Boy.
 
Matt: So, again, the user experience and the focus on outcomes are still the major drivers. And machine learning and, you know, all the other practices around AI are gonna get there, the conversational UI are obviously… If we can get away from forms, what a great user experience that would be, right? When we don't have to interact with forms or have required forms on all these drop-down lists. We can just get to what we need faster. So I think those are big drivers for us, you know. But taking it back down at 2017, I still meet with so many customers who don't even have mobile access to their ITSM solution to find out ticket updates, right? So we have this a lot… We have this, again, it's a challenge in this space where we have to provide to the cutting-edge companies, the enterprises who are very mature and really pushing the envelope and still service, you know, the web of 6,000, 7,000 customers who are still, you know, trying to do basic blocking and tackling, just trying to get end users to enter tickets in via a mobile application or to a self-service as opposed to calling up on the phone. So, user experience really is the driver. Like, how do we create a better experience overall? Part of that is UI, part of that is AI, you know, a part of that is accessibility, part of that is cloud. But it all comes together, in my mind, as part of just that general user experience.
 
Dave: You know, do you ever see or imagine user experience, it becomes a bigger, bigger topic every year it seems to be. We've seen a number of surveys from HDI, for example, that put that as either number one or number two in terms of an objective for the IT organization. So, yeah, I'd love to see more of that.
 
Matt: Well, it's just a pain to do. It's difficult to do governance. And if you have to go into a crappy tool or have to jump through a bunch of hoops to do it, it makes it even that much more painful. No one wants to write down what they wanna do. They just wanna do it. But if it takes, you know, an act of congress to do it, or if it's really difficult to do, or if it's just ugly, then no one...it makes it even worse, right? Aesthetics matters in this in this day and age.
 
Dave: And I was listening to you talk, it just reminded me if maybe that command I've been looking for for there might be forever, the "You know" [SP] command is gonna come out. Well, you know what I want so just go ahead and do it.
 
Matt: That's right.
 
Dave: Yeah. Kevin, let me bring you into this. And we're getting close to the top of the hour, but your thoughts about exciting technologies?
 
Kevin: Well, we've talked about a theme where what we have to come back to is making people better. So I like the idea of proactive, somebody used that word, you know, Matt used that word, that's really, really important is all this technology we're talking about ultimately is it's not about the technologies, it's about making our people better. And then what the result of that is, is that we're able to move much faster. Speed is gonna become…it is going to emerge as a primary theme in IT over the next 5 to 10 years. It's just, we know we can do what we need to do, it becomes a matter of how fast we can do it. And whether it's automation or AI, all of those things help us execute faster and it allows IT to shift. We're in this interesting place today where we kind of have one foot in our past and one foot in our future. And I'm not sure that service management has been there before. But it allows us to work more proactively. It allows us to work more strategically. And when we give back a little bit of time in our day to our people, it just lets them think. We haven't had the opportunity to think as much as we wanted to in the past. And now all this amazing technology is gonna give us a little bit of time to think, which then allows us to find even better ways to get things done and aligning with a business.
 
And then, my last thought would be is that we've talked about IT being aligned with a business and being more strategic to the business. I really think we'll see IT start to get ahead of even the business and start to define models where the whole organization can work differently and deliver more value to our clients. And that's gonna come from my team. And many people wouldn't think IT would be the likely place for that innovation to come from, but with all this amazing technology, IT is gonna be an innovation leader for the whole business, not just innovating for IT. Big difference between those things.
 
Dave: Oh, that's the key, IT as an innovation leader. You know, I love closing on that thought there. So, mindful of the time here, I think we're just getting close to closing out here. So I know we've been asking people for questions. And we've got a few coming in. And we'll try to incorporate your questions into a discussion with the panel. There's a few we didn't get to. Troy, I know you had a few questions, we'll get to you as well. And there was a couple other ones. So we'll follow up with you directly after the webinar. But I do you wanna thank everybody who's been on the webinar with us. It's been a good conversation. A lot of different things that we're talking about. And hope to see you join us at a following Ivanti event, either in person or another webinar. And again, just reminding people, we will be following up with an email so you'll get a link to the webinar recording and you'll also get a link to the MQ report as well. So, again, take a look through it, use it as a guide to some of your decisions if you're looking for IT refresh. And, again, I just wanna thank everybody for joining our webinar here. And I especially wanna thank our panelists, Ian, Matt, and Kevin for a very enjoyable, very informative hour here. And I look forward to talking over it again soon. Thank you again.
 
Matt: Thank you, Dave.
 
Dave: Our pleasure. And I wish everybody a good day. Take care. Bye-bye now.
 
Matt: Right. Bye, everybody.