Why IT Service and IT Asset Management are Better Together

July 24, 2019

Arlen Beylerian | Principle Product Manager | Ivanti

Kevin J. Smith | Senior Vice President | Ivanti

Too often IT teams get stuck being reactive rather than proactive. You react to service desk tickets, to lost laptops, to end user complaints. But what if you could do more than simply react?
Get the insights you need to solve business problems proactively with IT Service (ITSM) and IT Asset Management (ITAM) working together.
Our expert panel will discuss real-world use cases where combining ITSM and ITAM processes, data, and insights can be part of an overall plan for IT to maximize operational efficiencies and improve service delivery, while also optimizing compliance and cost. In this webinar, we’ll discuss how you can:

  • Empower your users with Self-Service
  • Benefit from faster and better Incident Resolution
  • Get a proactive handle on your problem assets
  • Explore effective Change Management
  • Gain complete asset lifecycle visibility

Save your webinar spot today!

Transcript:

Dave:                            IT Service and Asset Management Better Together.

Dave:                            I'm a product marketing manager here with Ivanti and I'd like to welcome you to our panel discussion today. So, I have two esteemed colleagues of mine joining us on our session today. Both Kevin and Arlen have a lot of great material they're going to share with us today, talking about IT service and asset management, and really how they complement each other and they should really be working together a lot more closely. How we can actually accomplish that.

Dave:                            Before we get started, let's go over a few housekeeping items. So, if you could put yourself on mute, that'd be fantastic. It usually gets rid of any potential problems that Webex may have as we go through the session. The other thing is that we are recording the session. So, you don't need to take a lot of notes or do screenshot those of slides. You'll get a copy of the slides along with a link to the recording at the end of the session. And also at the end of the session, we're going to have a Q&A discussion going on. So as you go through the session, please put your questions into the Q&A panel on the side of your Webex panel and we'll get to them at the end of the session.

Dave:                            Okay, and with that, let me introduce my esteemed colleagues, both Kevin and Arlen. I'm going to ask them to introduce each other, if that's fine. Kevin, can I ask you to do a quick introduction?

Kevin Smith:                 Yeah. Good morning, everybody. Good afternoon to those of you that are joining us in the afternoon. It's good to be with you. Looking forward to today's topic. I think it's a really fun one. Not one we always pay attention to, but nonetheless, very important and more important going into the future. As Dave mentioned, I'm a senior VP with Ivanti. I've been in the wonderful world of IT now for over 15 years. And having done a lot of work with companies globally on tactics and strategy, how we make IT better, that's kind of how I think of it, how we make everything we do in IT better. I'm looking forward to the content today and sharing some of these ideas with you.

Dave:                            Great, thank you so much. Arlen, if I can ask you to do a quick introduction?

Arlen Beylerian:            Yeah, thanks Dave. Yes, my name's Arlen Beylerian, and I am a Principle Product Manager over our Ivanti Asset Manager product with a lot of background in the domain of asset management and it's implications and I've been working with customers on this topic for a while now. I do have some background in service management as well so the connection of these two domains is really important and I think that will come out in our session today. So thanks for allowing us to chat with you today and I look forward to a great session.

Dave:                            Great. Thank you Arlen. Let me just go to the agenda real quickly. We are going to start off with what we call a round of, does this sound familiar? We are going to have two, somewhat humorous, but also kind of serious stories that we'd heard from some of our clients. Kind of setting up stage for our discussion here. Then we'll move into the discussion as some of the common pain points that we've seen a lot of our client organization when IT service management, IT asset management don't work as closely together as they should.

Dave:                            And that leads into the next part where we talk about what are some of the benefits some of the advantages of having IT service management and IT asset management working a lot closer together. Definitely from a tools perspective. And we'll close with a couple of different scenarios that talk about okay, how some things are not so great before a lot of manual processes and how these scenarios could be better once you have a unified approach to both service management and asset management.

Dave:                            And then as I mentioned before, we'll close with some Q and A for our pallets here. So get ready with your stump analysis questions and we'll get right to it. Okay. With that let me, hopefully not make everybody hungry, talk about a story that we call do you have a cookie monster in your organization. Kevin and Arlen, I'm going to give just a quick overview of this story if you like, and this actually came from one of our clients. And long story short there was a mysterious device on a network that they couldn't track down. And honestly, they tore down a building because they could track it down to one building. They tore down the building, almost to find this mysterious device on the network that nobody knew anything about.

Dave:                            And lo and behold, they found it in literally a janitor's closet hidden behind a box of Oreo cookies. It was a Windows NT machine that had been sitting there at liberty for years that nobody remembered it, forgotten about.

Dave:                            So hiding behind the Oreos, they call it the cookie monster on the network. So maybe a little bit of a funny story but this has some serious implications. A lot of time is spent trying to hunt this thing. Maybe just some security implications because goodness knows how long Windows NT had it's last patch. Just in generally, that's something I want to do over again. What are your thoughts on that? Arlen I'll start with you. What do you think about something like that?

Arlen Beylerian:            Yeah, this is a very interesting one. Although it's a humorous story that they were finally able to find this device in a stock room, it does highlight some serious implications and I'll talk about some approaches that we can use to solve this problem. Number one, certainly introduces some security issues, right? If this device had some vulnerabilities or some malware that could have been propagating from it and nobody knew about the device, it certainly can cause some problems.

Arlen Beylerian:            So to me, it highlights knowing what your devices are, where they are and the complete life cycle of the device. And the way you do that is you're able to aggregate data from a lot of different sources and reconcile that. As Dave said in a unified approach. So knowing all the change history and incident history of devices, knowing that the purchase history of who owns what and where it's supposed to be.

Arlen Beylerian:            From an asset management discipline we really suggest an approach of not only knowing what discovery tells us about our inventories that are out there. That's only one small picture of what your assets are. You also need to compare that with what you own. So if you have both of those pieces, knowing what you own and what's discovered, we can do a lot of comparisons between those two to make sure that events like this don't happen in the future. So not only knowing that incident history of who's touched that device last and keeping track of it that way, but having the reconciled information of what's been purchased versus what's been discovered allows you to reconcile all your devices that are on the network.

Dave:                            Some really good points from there and reminds me of a conversation with a client I've had recently where they actually said that he saw the head of security operations was very very specific in getting a complete asset management solution from a security perspective, knowing physically where their assets are and this kind of speaks to that, totally. Kevin, I know you've talked to a lot of clients all the time. Does this ring any bells?

Kevin Smith:                 Well, I think what we want to remind everybody is that the fundamentals are really important. There's just not getting around the fundamentals and in this context, the fundamental element that is important to every IT organization, it doesn't matter if you've got 10 people or you've got 10,000 people, in IT, you need to have an accurate asset inventory. And it's remarkable.

Kevin Smith:                 I smile every time we talk about a story like this because the most advanced companies in the world still struggle with having an accurate asset inventory. And really in a lot of ways, life gets better for every part of IT. Life gets better for ITSM and life gets better for IT asset management when you have an accurate asset inventory because so much is dependent on that. And so my comment here would be just a reminder to everybody that we will not be successful in IT in the years ahead if we don't know what we have and where it is and what its current condition is.

Kevin Smith:                 And so create an asset inventory, make sure you keep it current and make sure that you have the tools and the commitment to ensuring it's both accurate and it's updated. And best practice, a lot of companies do it monthly. Monthly is okay. Monthly is a heck of a lot better. And I'm talking about the cadence by which we update that asset inventory. Best practices weekly, some companies do it daily and that's great. If you can do it daily but it comes back to the fundamentals of have an accurate asset inventory, keep it current and then everything in IT service management and IT asset management is going to perform better.

Dave:                            So you want to get rid of all the individual lists that different teams may have throughout IT? Be it the servers or networks or desktop teams?

Kevin Smith:                 Well, it's kind of common to have that live in the past in many different places and we really want to bring that together and have a single source of that information.

Dave:                            Yeah. Now, it makes total sense. Thank you for that. All right, let me move on to kind of funny haha story number two, we call this the burning laptop syndrome. This is actually one that speaks personally to me. So kind of the story here is that somebody gets a new laptop and after a little bit they aren't able to charge the laptop anymore for whatever reason, reboots and everything doesn't work. And just before, they send it back and they talk with the service desk and they've tried everything like I said, remote control and everything and reboot, update some of the drivers and they said, "Just send it back. We'll, try figuring out if we could find you a loan or something like that."

Dave:                            And lo and behold, before they send it back, for some reason, it runs down to zero battery. Guy plugs it in and it's charged up again. And it works fine after that. So he left the service desk and now the service desk goes, "Gee, that's kind of a neat trick. Wish we had known that." So kind of a simple funny story, one person, but this happens across the organization. This could cause a lot of problems and not just for the service desk but also for employees who are getting that model of laptop. So, with that Arlen, let me toss it to you and get your thoughts on something like that. Have you seen something like this or similar experiences?

Arlen Beylerian:            Yeah, this is so common and this highlights on one of the areas that we have in common between these two disciplines, between service management and asset management is the whole request process. Having these disciplines be independent just causes a lot of manual work and a lot of room for errors and delays and problems through the logistical problem of delivering things to your users. So yeah, this one off approach is what we see a lot of times. The break fix, let's just deal with this issue and not look at the bigger picture. But once we have kind of this merged story together, we can do some amazing things, right? We'll know things like the warranty of a device. We'll know if we should spent any time or waste any time in trying to repair it internally or if we should just get it off and repaired.

Arlen Beylerian:            We'll know if we have an appropriate loaner in the inventory in the stock room for this particular building to replace that device so that we can get the employee productive quickly. We'll know a lot more information about trends, about our vendors, about the products and models, so we can start negotiating our contracts a lot better. So the connection between incidents that are occurring in real time with your users and that logistical process of delivering devices, of replacing devices and knowing what you have is a powerful story that today in many companies is very manual and very time consuming and hard for a lot of customers to automate and make more efficient.

Dave:                            Yeah, those are some great points and just have it all in one place like you say, say the service that this person maybe going to another tool like SCCM and see what the statuses of like the desktop or something like that. Kevin, I know the incident manager process is one of those foundational processes that you always talk about for IT service management. Does this speak to you? Have you seen occurrences like this remind you of any other stories that you run into?

Kevin Smith:                 Well, I have seen this in several different forms and I think what it comes down to is that there's this inseparable relationship between assets and services. And yes, traditionally we've managed them as different disciplines, often had different teams, different organizations but the fact is, is that most incidents and changes, for example, are related to an asset, one or more assets. And so when we manage them together, it creates so much velocity and so much agility in the organization. Arlen touched on that and he said one really important word, which is delay, delay or waiting. It's a worst thing that can happen in a business.

Kevin Smith:                 And I'm talking about the business now, not just in IT but realize that every employee in the business is relying on these assets to do their job every day. And when something's not working correctly and they have to wait, they have downtime. That's bad for everybody. It's bad for IT. It's bad for the organization and it's bad for our customers. And one huge benefit here in having assets and service management work and synchronization is eliminating delays, eliminating people waiting, eliminating any queuing time. So, yeah, it's a very powerful model when we work together because every step of everything that happens in the business is going to be more productive. And it changes the relationship with our vendors.

Kevin Smith:                 It changes our ability to manage warranties and the like, and the list goes on and on and on. Assets tend to be more productive. They have a longer life cycle. So we have to, again, we ask our listeners today to begin, if you're not already doing it, kind of begin to view asset management and service management as hand in hand, joined in everything that we do because there's so many natural relationships and with that mindset we can start to do so much of our daily work even better.

Dave:                            Oh, those are great points, Kevin. And Arlen, thank you as well. Thank you. Kevin you are talking about there's a list of things that we kind of point to you to say this could be ... we're making things too difficult by keeping these solutions in silos as they were. And here we have a slide that kind of lists some of the specific things in more broad categories of risks, productivity, efficiency and financial impacts. And it's pretty extensive here that what we hear from our clients, not just with these two stories but with a bunch of other experiences and Arlen and I know you talked to a lot of clients about what's going on here from an asset manager perspective, from a service management perspective as well. Do you mind just commenting on some of the common pain points, not just from the previous stories we've talked about, but just in general?

Arlen Beylerian:            Yeah, absolutely. There's certainly so many stories that revolve around this and as I talk to customers, it just makes it clear in my mind that we need processes to make all this much more efficient. And we can do so much more than trying to continue to do things manually and not leverage the tools that we have to make it much more efficient. So let me comment a little bit about each one of these and it'll bring out some more used cases that I think we can comment on. Risk is always an important area because risk highlights the need for knowing information and you can mitigate risks by having the right information in the hands of the right people at the right time.

Arlen Beylerian:            And that is highlighted by some of these topics that are on this slide. But security in my mind is one of the biggest risks, right? And security can have many different forms, lost or stolen assets disappear with critical data on it can cause significant impacts, fraud impacts on your organization. And we've seen companies lose millions, if not billions of dollars because of lost data on devices that are throughout the enterprise. So having control of what you have and knowing what you have is a very important part of this. And security is highlighted by Dave, you mentioned the CIS controls. That's the Center of Internet Security that has published a number of areas to minimize risk. And of the top five processes that they say you need to control, the top two are around asset management.

Arlen Beylerian:            Number one is, know where your devices are and who owns them. And number two is the same for software. If you know these two things, you can minimize your vulnerability exposures significantly. Just taking these two steps. So having a good discipline around asset management and being able to efficiently update that information easily is going to be a key to your success. We had a story come up from one customer about their employees. They have a lot of remote employees and temporary employees that are remote and they would loan out devices to them but had a really hard time in reclaiming them because these loaner devices were kind of on a rotating process and they didn't have a good structure of knowing who they gave what to. And many times they would just disappear after a particular contract ended.

Arlen Beylerian:            So they needed a better way of controlling those devices otherwise they were lost with a lot of data and stuff on those devices. Another area that we were told is a big problem that never occurred to me is the refresh process that the companies used, management would just retain the devices not knowing if they would ever be able to get budget to replace that device. Right? So it was kind of like this hoarding phenomenon that occurs where as soon as an employee leaves, I'm just going to grab his laptop and put it in my desk and not tell anybody about it. But that also causes some security vulnerability too. So having control of that entire process will help you minimize a lot of risks. Kevin talked about business productivity. This is a big area, right? We got to get our employees efficient to doing their jobs, to make sure our business is running the way it's supposed to. And we do everything in IT to make that process slower, right?

Arlen Beylerian:            From the day the employee starts to the day that they leave, all these interactions that we have with them, we have to make sure are making those employees more efficient. So how do we deal with these refreshes? How do we get the devices that are coming off warranty, how do we get them refreshed to our employees in an organized way so that we can get them on the devices that they need to be on. So planning those refreshes and knowing how you're going to structure that is going to be really important.

Arlen Beylerian:            And I always, this is kind of funny in my mind, but I think about my life at home and I have Amazon Prime and within two days now I can get stuff from anywhere. Right? And in fact earlier this week I saw an item on Amazon that was willing to ship on the same day. And I actually bought the device because I thought there's no way they're going to get it to me within five hours but they did. It's just amazing the environment in our consumer market that we've created, that our employees now expect within IT. The only way we can deliver this is through an efficient process that automates a lot of these manual processes that we've been talking about.

Arlen Beylerian:            So let's talk about efficiency. And the number one issue in efficiency in my world is spreadsheets. And if I have one mission in life is to eliminate spreadsheets from the asset management process. I know that's a big thing to ask for but spreadsheets aren't that bad, right? And I can understand where they came out of. We have a long history of doing discovery in the enterprise where we have various tools that go out on the network and find things, right? So one day somebody says, "Well, we have all this information about assets. Why not just export it out of our discovery tool, put it into a spreadsheet? And voila, we've got a asset management tool.

Arlen Beylerian:            Well, unfortunately that's just prone with a lot of problems, right? And updating that information and knowing just the discovery is just part of the problem, right? What have you discovered 12,000 devices out there and you're really excited that I've got a spreadsheet of 12,000 devices that I'm tracking, but what if you've actually purchased 20,000 devices, right? You don't know about those other devices that you should know about that have been purchased, that you've paid for, that you need to manage. So having this aggregated and I keep talking about this unified information across all of these disciplines will make the entire process so much more efficient.

Arlen Beylerian:            And then, lastly, about financial, certainly everything that I just talked about has financial implications, right? Everything from overbuying devices and overbuying software, just to make sure that you're not going to be audited. Reducing your audit risks is important, but we have to run efficiently. The biggest implication in my mind is planning. You won't be able to plan if these processes are manual, right? How can I budget if I don't know what I'm consuming right now by department, by cost center, by various organizations that you need to be able to allocate all your devices and costs to. And now with service and asset management merged together, my financials are not just about that one time purchase of that device.

Arlen Beylerian:            Now I have the ongoing costs of the repairs of that device, the maintenance of that device, the incidents that are occurring against that device. I can aggregate and get a true total cost of ownership of my systems, of my devices. So getting that more complete financial picture, will help you in not only managing your budgets, but also planning for the future as well. So hopefully that gave a good picture from my point of view of a lot of these pain points that customers are facing. Kevin, I wasn't sure if you had some thoughts about some of that.

Kevin Smith:                 Yeah, that was great Arlen. I think I just want to add a couple of comments. I think you did a really good job of covering each of the four points. And I wanted to talk about risk and productivity just very quickly because the world has changed so much and it's really important that us as IT professionals recognize that risk is not somebody else's job. We might think of, "Well, I just work in IT. I help a little but my place in the scheme of things just isn't that big a deal." But it really is because the corporate data and all the assets of the business are under our control. We are the stewards of all the assets of the organization and all the data and information of the organization.

Kevin Smith:                 And that's ground zero for risk. And so we all have to understand, and I don't think it's overstating it to say that the whole organization, it doesn't matter what business you're in. For those of you that are listening, whether you're higher education, state or local government or manufacturing or retail or health care, it doesn't matter. We are charged with protecting the business and the future of the organization is in our hands. And so we have to take risk very seriously and understand that, that frontline of risk is with us and what we do every day. And so the discipline of what we do in asset management and the discipline of what we do in service management is vital. And then the second comment I wanted to make is a lot of IT organizations hear about concepts like agile, agility.

Kevin Smith:                 And that's another case where it's not somebody else's job. One of the best ways an organization, one of the best ways IT can create agility for the overall business is in how we manage our assets and how we manage service delivery. And when we're doing a great job of asset management, to many of the points that Arlen made, that is naturally creating agility in the organization. And you could make the case, I mean, if we were sitting here and talking at a round table with many of us and we had some of our business peers sitting at the table with us, you could make the case that the organization that creates the most agility is the organization that is most likely to be successful in the decade ahead.

Kevin Smith:                 And where does that agility come from? In many cases it comes from IT. And so never underestimate, here's our 15 second pep talk for the day, never underestimate the impact that we can have in IT on everything that happens in the business, including things like protecting the business from risks and the crazy world around us and in creating agility from the inside out starting in IT.

Dave:                            Well, Kevin, thank you. Thank you for that kind of a big picture view there and Arlen thank you for a very comprehensive view of the challenges and kind of the hurdles that a lot of IT organizations need to get to. And Kevin, you're right about agility being the key thing from IT perspective. And one of the things that's been holding IT back is just kind of the, here we're talking about, having these two tool sets working together very closely is the fact that we have siloed nature of these tool sets. So technology in some ways holds us back, now the functionality as I've heard you and Arlen talk about may times, that functionality can't always be available. ITAM tools today and ITSM tools today is just phenomenal. Just fantastic. No man is an island, no IT discipline is an island. They really should be together.

Dave:                            So Kevin, staying with you, do you want to comment a little bit more about what having these siloed solution stacks do versus having a more unified approach?

Kevin Smith:                 Yeah, I think there's a natural synergy here that we've been touching on throughout the call. And I won't spend a lot of time on this just conscious of the clock, but it is very natural that we work on issues and we work on managing assets and we log tickets that we manage our spreadsheets. Arlen talked about our affection for our spreadsheets. We just have to recognize that when we manage those silos, when we operate in those silos we're losing the opportunity to improve and how we move from reactive to proactive. And that first word under the unified list is really really important. Is we in IT have been wanting to be more proactive for years. And this is a great example of how we make that happen.

Kevin Smith:                 So yeah, sure. If you asked everybody that's listening today, "Would you like to work more proactively in your IT organization?" Chances are everybody would say, "Yes." But then the question becomes, "Okay, how do I do that?" And having service management and asset management work closely together is one great way to do that because that's the difference between just managing tickets, logging incidents. And proactively working to remediate risks and future incidents. It's a transition from just incident management to problem management. For example, moving to automation. Manual processes tend to live in silos.

Kevin Smith:                 When we automate those processes, it changes everything. So this is another key part of this evolution of IT, but it's alive right here in service management and asset management and that when they work together, we can make all these things happen, including, I'd be willing to bet that for most of you on the call automating some of what you do in IT as one of your top priorities for the next five years. Well this is a great example of a place to start is the work and how we get asset management and service management to work together.

Dave:                            Those are great points. Hey Arlen, I see we still have a spreadsheet on the slide here for you. Your pet goal here in life and IT. Do you mind pick up on what Kevin talked about here? The benefits having a unified approach.

Arlen Beylerian:            Yeah, absolutely. So I'll just add that the unified approach gives us a chance at doing things better, right? It gives me a chance at knowing my problems that are associated with a particular model from a particular vendor, now I can negotiate my contracts better. I know what's happening where and when. It just gives me a chance to be much more efficient. Yes, spreadsheets are there, they're probably never going to go away, but they're just prone to a human error and a lot of things that make it much more difficult to manage a lifecycle of changes throughout this entire process. So, yes, the unified approach I think makes a lot of sense. And we'll talk a little bit more about the implications of that in these two products.

Dave:                            Okay. That makes sense. Let me just use that as a jump off point to our next point here. Kind of get into the how from a tools perspective, how do you make this happen? Where are the intersection points? So what we have here is, based on our discussions, is a fairly simple, but I think it's a very powerful view what we're talking about here. We have a lot of rich functionality in service management specifically our service manager tool here from Ivanti. And obviously we have a lot of rich [inaudible 00:33:45] side with the asset manager product from Ivanti as well. And when I talked to colleagues about this, Kevin and Arlen, I like to think of this as two sides of the same coin.

Dave:                            And Kevin, you made this at this point IT service management deals with the delivery of services and support of services and those services need to run somewhere. They run on assets. So you can't really manage what you don't know about. So from that perspective, we see a lot of overlap here. That really should look more from a, not just a connector perspective but having an integrated from a technology and solution perspective. Do you want to just comment on like where do we see the intersection points between these two disciplines?

Arlen Beylerian:            Yeah, Dave, it's a lot more, I mean, these are the important pieces that the CMDB and I don't know if the AMD is a common term or not, but these are your CIs, your configuration items that are common across both of these disciplines. And we want to treat them as a single unified thing, right? So if we're reporting incidents against it or doing your CMDB against it and all the relationship mappings that you need to do from an IT perspective, those same devices, you need to manage the life cycle again. So it's one thing and it's managed in one place. So we eliminate a lot of the overhead that typically occurs in managing this in two different places. But there are other things that we have in common here, right? The users and organization structures and all the administration capabilities, the workflows and the process automation. All of that is common.

Arlen Beylerian:            The reporting against all this data is the same between these two disciplines. The APIs and tools that you have to get information in and out, which also highlights an area that really distinguishes our investment in being able to provide tools to get information in easy and maintaining that information easy. We are leveraging our connector technologies that simplify that reconciliation and normalization of data from any data source. So whether it's device data that's coming in that's going to populate or our configuration items, or if it's procurement information coming in that's going to be about your purchases and your vendors and your product catalog and your shipments. All that information can be loaded into the system so that you have a clean way of not only putting it in there, but also maintaining it over time.

Dave:                            So just to be clear Arlen, we're not talking connectors here, we're talking this as a common platform, all these all the functionality, all these modules are sitting on the same platform, same workflow engine and so on. Is that right?

Arlen Beylerian:            Yes. But the point I was making is there's a lot of data that sits outside of these disciplines that we need to make, bring in very efficiently. And that's where you need to have those connectors that organize that information and reconcile it so that you don't have to do a lot of maintenance of that data.

Dave:                            Great. Alright. Thank you. Thank you. And that's data for like a vendor, like also we have a procurement vendor or something like that. So that's just one example of the data we're talking about it. Right?

Arlen Beylerian:            Exactly, yeah. And it could be device data. You may have SCCM as your discovery tool or our own EPM or various other sources of information. So procurement information is one part, discovery information is another part and organizational information is kind of the third part.

Dave:                            Got It. Thank you. Hey, Kevin. With this view here, it feels like we're removing some of the technology barriers from having IT be more agile, more efficient, having these two disciplines working closer together. Does that sound like something that could support some of the initiatives that you're talking about?

Kevin Smith:                 Well, I think this is a great example of where we have the opportunity to collaborate and to create a cross-functional approach to these major disciplines in IT. And that is the one example I want to give now is CMDB. What every IT organization discovers, and it doesn't matter if they're pursuing ITOL or using the wonderful best practices frameworks of cobit or ISO or any of the others. Even Agile and Dev ops have a role in IT. But ITOL is very common, most IT organizations are using an element of ITOL and what teams quickly discover is that if the CMDB is healthy, if we take a cross-functional approach to CMDB and have the asset management team and service management working together, then they're likely to be successful.

Kevin Smith:                 But if the CMDB is not accurate, if it's not kept up to date, if it's not healthy, and I use that word "healthy" to mean it's accurate and it's current, then service management performs better and asset management performs better. I worked with a leading university in June, we did a workshop and they discovered that they had to have a signed ownership of the CMDB because previously it really hadn't been anybody's job. It was sort of a part time thing for the asset team and a part time thing for thee ITSM team. But they assigned a joint ownership of the CMDB and they've made huge strides and improved how they perform in service delivery and in asset management. So this intersection here that we show on this slide is not just an intersection.

Kevin Smith:                 It is kind of a vital part of the strategy of IT and a key part of the strategy of ITSM and asset management and that make sure the asset inventory and that the asset database and the CMDB are accurate and healthy and updated. And you have an established cadence for making sure that information is defined properly. And then that then gives rise to the CIs, the CIs that become so important to change management or release management and configuration management and all that. And it all becomes easy when the CMDB is healthy and it's all really hard if not impossible, if it's not.

Dave:                            Wow. No, those are all great points. Gentlemen, I'm mindful of the time here and we have a few questions that's coming in. So I'm going last ask that we go to the next session. We talked about some scenarios and compare before and after. Fairly quickly, you can do 90 seconds over each of them. Not quite lighting around, but we're getting close to the end here. So Kevin, if I can ask you to talk about self service and service catalog, I know you see this is one of the great empowers of IT. How does it work better in this combined unified world?

Kevin Smith:                 Yeah, it does work better. And if you think about what we're trying to accomplish with self-service, we're trying to make it really convenient. We're trying to tap into that lifestyle. Arlen mentioned earlier where we have employees that expect things to happen immediately. They want everything very personalized and that's kind of carrying over from the way we live our life. But self-service can only be proactive. It can only be fast, it can only be convenient, it can only work every time when we have asset management and service management working together.

Kevin Smith:                 So I think this is another wonderful case where if we asked everybody that's listening on the call today, "Hey, do you provide self-service in IT today and is it important to the future of IT?" I think everybody would agree yes and yes. Well, don't underestimate the impact that asset management has in delivering great self service. And this is how we're going to operate IT in the future. Most services will be delivered through service catalog or through self service that's [inaudible 00:42:17]. That's not going to be the exception. And that will only work when we have asset management and service management working together.

Dave:                            No, that makes total sense. Arlen would you concur with that?

Arlen Beylerian:            Yeah, absolutely. Providing an accurate inventory of what you have in the store room so you can fulfill things quickly, can only happen if you have these two disciplines working together.

Dave:                            Oh, wonderful. Thank you. Kevin, staying with you, incident Management. It feels like we've talked about this a bit. It is better, faster, easier in this unified world, is that right?

Kevin Smith:                 Yeah. Well, it's funny because I'd say that in the ABC's of service management, incident management is the A. Everybody does incident management and it doesn't matter what you call it, but it's incident management, or managing tickets. So we had sticky notes, going back 30 years ago in IT but incident management is only effective when it is done in harmony with asset management because the reality is that most incidents are related to an asset. And when we capture that, then we are incredibly productive.

Kevin Smith:                 And we're incredibly fast. And so just realize that these times, the speed at which we do things, the speed at which we resolve incidents is the most important thing. Every IT organization knows how to resolve an incident. We've been doing that for decades. The key now becomes, that's not good enough. The key now becomes how fast we can resolve incidents and we can only get to that speed and be proactive in having asset management, incident management hand in hand.

Dave:                            Thank you, Kevin-

Kevin Smith:                 Yeah, I don't have anything to add that, yeah, that makes sense.

Dave:                            Okay, well let me stay with you, Arlen and talk about problem assets. You mentioned this a few times in this session, but having all that data in one place, how does that help identify classes of assets that may have issues?

Arlen Beylerian:            Yeah, it's the trend in knowing what's going on with the problems that are occurring. So now that I have incident data that's mapped to a device, I can roll that up to a model, I can roll that up to a vendor, I can roll that up to a contract where these things were purchased. So if there was a set of laptops that were delivered with a bad battery now I can identify and proactively deal with that set of devices. Right? So we know the source of it, we can take remediation and resolve it quickly. What we can do now is create these vendors score cards that are much more accurate. You don't have to sit around a room and try to figure out what happened 12 months ago when we wrote that contract. You have real information to deal with. So it makes it much more efficient in managing are your relationships with your vendors.

Dave:                            That's good. And Kevin just reminds me of the adage, the best way to handle an incident is to keep it from happening in the first place. Would you agree with that?

Kevin Smith:                 Well, that's a strategic model for IT. That's what all of our challenges is. Is to exactly be proactive and prevention as a heck of a lot better than trying to fix something.

Dave:                            Yeah, absolutely. Hey, Kevin, last scenario we talk about change management. This was one of the more strategic service management processes that we always talked about. How does that get better here?

Kevin Smith:                 Well, I mean here's the the reality. The reality is that the best IT organizations in the world are really great at managing changes. And what happens is it changes the DNA. When we are good at change management and IT it changes the DNA of the whole business. And we talked about agility. This is agility at work and when we have asset management, service management working well together, change success rates go to world-class. Worldclass is 98%. We get world-class change success rates, we execute changes faster and that then creates an engine for everything working better. And that is just not possible. Again, to pound on that point again without asset management and service management working together to enable what might be, if not the most strategic ITSM process, one of the top two or three most strategic processes. And we should all be conscious of this.

Dave:                            Yeah. So anything that makes that better is know all goodness all around it helps us be more agile, more responsive to the business. Great point. Hey, gentlemen, I think we're getting close to the end of our session. Just one or two more things to highlight before we get to our Q and A. So what we've seen through out here is that before and after picture, we're moving from a static and siloed and slow type approach to things to an approach that's much more dynamic much more insightful and a lot faster. Any final comments from that perspective? Arlen, I'm going to ask you first.

Arlen Beylerian:            Yeah, the static approach is tough. So yeah just to encourage people to think about what you can do to automate things and look at more of a unified approach really will help you become much more efficient. We're not going to get more resources, that's clear. So we have to look at ways of making the process work for us and not against us.

Dave:                            Excellent point. Kevin.

Kevin Smith:                 Now these are, these are the themes we should all keep close to our heart and it really is a snapshot of service management and asset management, but this is a snapshot of IT. The future of IT, if you look at our past and look at our future, these are great examples.

Dave:                            Okay, great. Thank you. Oh, just kind of summarize what we're seeing in terms of the advantages of having these two formerly siloed disciplines together as you can see here better lifecycle visibility, better incentivized solutions, more proactive change management, Kevin, which you just talked about, better self service and also you have opportunity to optimize your licenses for software and applications. So great points here Arlen, Kevin, I want to thank you for taking us through this great presentation and everything.

Dave:                            To our attendees who are joining us live, we have a few questions that have come in, but if you have any questions, please go ahead and enter them in a next minute or so. And while we're waiting, let me ask Kevin, Kevin, if we can add just one more thing, you can give a summary of some of the things you always highlight to people in terms of what the feature IT is. I know I'm asking you to like solve world peace and use the back sheet if necessary, but take a minute or two to talk about it.

Kevin Smith:                 Yeah, just a minute or two because again, conscious of wanting us to take a question or two, never underestimate, again, back to the mission that we have in IT is because every organization today is so dependent on technology that wasn't the case 10 years ago. Businesses in retail and businesses in manufacturing, businesses in healthcare could be successful without strategically leveraging technology and data. It's just not possible today. And so now IT, we all together are strategic to the business and where you have great IT, you're likely to have a great business. Where you have IT that is weak, you're likely to have a business that's struggling. So that's really important for all of us as IT professionals and as we look to the transformation of IT, recognize it's strategic. The only way we can get there and so we agree, we want to be faster, we want to be more agile, we were going to be more proactive.

Kevin Smith:                 The only way we can get there as is bringing IT together. Is operating IT with some singularity, with focus, with a common purpose and a unified way to drive the whole business and to drive innovation. IT increasingly is going to become a center of innovation. Maybe we'll do another call someday on that, but it's beyond the scope of today's call. We talked about automation and AI. These are a couple of things that are on a very short list of what can change IT and change the business. And just the key for us is to recognized we have to bring automation and AI to IT and then we will naturally then bring it to the business. And this does so much.

Kevin Smith:                 Again, we could have a whole call just on automation and AI, but as IT professionals, part of our mission is going to be to automate IT for many reasons and to bring intelligent technology and AI to the whole business. And then finally, I just want to mention speed and agility again. It's not somebody else's job. Don't wait for another organization to do it. IT needs to create that speed and agility. And then when we do that, every employee in the organization is going to benefit from that. Every employee in the organization is going to be more productive every day.

Dave:                            Kevin, thank you for closing with that for us. That's fantastic. And I know we put you on the spot and we will have you back to talk about this in more detail. And for our audience, we have a recorded webinar talking about automation AI. So that's one we just did a few weeks ago. You can go check it out. Okay, gentlemen, a couple of quick questions if that's okay. Let me go to, one just came in a little bit ago. Greg, and I think Arlen, this is for you. Can the Ivanti product offering an asset management work with ServiceNow or is it a replacement?

Arlen Beylerian:            Interesting. Well, it does replace it from an asset management discipline point of view. So we do offer our asset management product independent of our service management solution, but as we discussed today, you lose some of that synergy if you go down that approach. It's not that it's bad. I think our asset management product has a lot of advantages over any of the asset management tools that are out there because of its efficiency to manage your best practices for the asset management process. But yes, we could theoretically replace the asset management capability and ServiceNow with our asset management product.

Dave:                            Okay, great. I know you feel our service management product is ...

Arlen Beylerian:            Is bit better than ServiceNow.

Dave:                            But any comment on that you want to leave us with?

Arlen Beylerian:            Well, again, I think the differences in my mind is asset management is all about data, right? I need data to manage the assets that are out there. So in many products, it's a onetime loading of data and then you got to kind of deal with it. In our view, it's not only discovery data, but all that procurement data. How do I get that in and reconcile it in an efficient way? And I think we have a lot of advantages there.

Dave:                            Okay. Arlen, let me stay with you on another question that came in around data again. In addition to asset device data can also export warranty data or warrant information?

Arlen Beylerian:            Yeah. Any warranty information, whether it comes from a vendor or from a discovery process, we'll be able to bring that in so that you can get alerts on when warranties are about to expire so you can efficiently do your refreshes. The refreshes are a very interesting topic. We had a use case from a customer say that they actually extended their refresh time by six months because of the efficiency of some of the new laptops they're deploying and they were saving millions of dollars just by doing that. But they couldn't do that without some of the data about the incidents that were occurring on different models. So very interesting point about, well, warranty information and life cycles of the devices that you're managing.

Dave:                            Okay, great. Let me throw this question out from Robert. When a person calls the service desk, does all their associate asset information pop up in the context of the call? I don't know. Arlen, Kevin, do you want to take track of that?

Kevin Smith:                 Yeah. Let me just mention that's exactly what you want to happen and yes, so there's a relationship between any incident and assets and there's a CI relationship there. And when you're operating that model correctly, and this is both from a product standpoint, but just from a process standpoint, you're going to want to know identity of the caller. You're going to know they're the current issue or incident that you're either have logged or are going to log. And then the relationship to their assets, what assets they have. And then when all of that is working together, which is what we recommend, which is how our products work, then you've created this unified process and it's going to be more productive for the call or it's going to be more productive for the service desk and you're going to reduce the total time required to get them back on track.

Dave:                            Okay, great. Thank you, Arlen. Let me take the last question here. Send it your way. It's from Darren. Can we understand how licensed optimizer fits in? As it seems, as the whole package would be beneficial from what we're talking about?

Kevin Smith:                 Yeah, so licensed optimizer is specifically around our software asset management capability and that takes the concept of entitlement to the next level of doing a compliance, right? So if you really want to know whether or not you're compliant on a contract with a certain software title, then license optimizer is awesome for taking care of that. If you're interested in more of the hardware asset management than our Ivanti asset management product not only gives you the life cycle of the hardware asset, but we give some basic entitlement that gives you an idea of what your software entitlements are. It's not going to be down to the compliance level, if that makes sense.

Dave:                            No, it does. Thank you. With that, I think we're going to come to the close of our session now. We are at the top of the hour and I think we're one minute over. So I just want to thank and Kevin for a very enjoyable, very informative session. Thank you very much. And to our viewers and people who attended session. Thank you very much for attending. We appreciate you took time out of your busy day to join us here for the hour. Again, you're going to get a link to the recording and to the copy of the presentation. So feel free to share that with your colleagues, friends and neighbors. That'd be fantastic. And of course, Kevin has some great books that are published out there. Those make great birthday gifts. Thank you, Kevin for that. And with that, let me just go ahead and close this webinar and say a thank you to everybody and to enjoy the rest of your day. Take care all.