Event Management


– Hi my name’s Phil Davies,
and I’m the CEO at FlyForm. I’m joined today by Steven
Williams from FlyForm and Adam Haylock from ServiceNow. Today we’re going to be
discussing event management both as a process and also in the context of the event management
application in ServiceNow. We’ll be looking to cover
why event management matters, pain points that can come from not having good event management in place, and some best practise tips for how to optimise your event management. Guys, talking first of all about why event management matters, I always go back to
these few points around, first of all, noise and chaos. And for me harnessing
noise first, you can have all these kind of monitoring systems in your estate, and some companies we see may have 20, 40, 50 different tools, everything from multiple
network management systems, maybe legacy ones, new
ones, different networks, through to vendor specific
event management tools. So, VMWare’s got its own
and EMC’s got it’s own and they’re all looking
at events within its own mini-ecosystem and sending
them somewhere in theory. And the outcome of that tends to be, first of all, from a
processing perspective, thousands or tens of
thousands of events an hour, and nobody’s capable
of processing that data and actually figuring out,
is there something wrong? And if there is something
wrong, what is it? Do you have any insights on,
have you ever been in those kind of environments working
yourself or seen that kind of? – I mean absolutely,
so you see it so often, people working really
hard and trying to manage this situation of
understanding all these events and information that’s coming
through from multiple sources, multiple tools, like you say.
– Yep. – Way too much swivel chairing, we joke about the funny pictures of monitor screens everywhere
– Yeah. – But it really is a reality.
– Yeah. – And these people are working very hard but they can’t make the right decisions because ultimately there’s
too much coming in. – And things get missed right? – Yeah. ‘Cause it leads into the
whole point around the chaos, where I think you and I particularly have worked in environments
where you do have literally four monitors,
five, six monitors on your individual desk. – Yep. – Plus 20 on the wall,
and they’re all rotating different tabs and systems. – Yep. – And as soon as you
get one event coming in, and you’re working on that anyway, you’re missing the rest for
starters in the background, and even if they are
coming in, how would you, how do you know which ones are important or, more than others and less so? – Yeah there’s a real need
for automation in that space. – Yeah, and I tend to find as
well, even trying to keep it clean at the NMS level
first, so we’re in the network monitoring system itself first, but then when that stuff
comes up to the forefront, you need some kind of
aggregation platform. You need something that’s going to bring all those things together. – You get the layer on the top. – Add some intelligence,
make it neat and clean and make it actionable. Make it so someone can look, at a glance. – Yes. – I think most service desks
or NOC’s in general want their agents to have
information at their fingertips, They don’t want to spend 10, 15, 20– – One screen. – Yep, one screen and
that awareness around it, which leads into another
point for us around event management with
that service awareness. It’s all well and good to get a red alert or maybe a device you even
know that may be important. – [Adam] Sure. – But going back to our points in some of our other material, what does that mean? Have I lost some minor service somewhere, which isn’t a big deal,
or have I just lost the most critical thing that
we support as a business? So, I’d be interested to
hear your thoughts really on how can businesses remove
that problem from themselves and how does ServiceNow’s event management maybe help take that away? – Yes, certainly so, I think
it’s about a phased approach. First of all, understanding,
getting hold of all that noise that’s coming
into the organisation. So let’s connect to all these
points that are coming in and bringing these events into,
get them into ServiceNow– – [Steven] Yeah, that’s right. – Once we get them in, we
can start to process these and understand better where
we need to focus our time and turn those into alerts
and give the operations team the ability to have that
information, to where to focus. – Okay. – So that’s the first step, to
actually give them knowledge to where to there might be an
issue and spend their time. – Okay. – Where it gets even better,
is we start to consider the opportunities to automate
and actually give them a single click option to fix an issue. – Yeah. – And how about service
awareness in all this, I guess? So, obviously it’s all well
and good getting these events coming in and alerts being generated, but I guess unless you’ve
taken those steps earlier on with getting those business services in, and getting that context
that maybe, the data still becomes useless
data without that context? – Yeah sure, so you can set up things like technical services, so
groups of different classes of CI’s perhaps, or a
particular environment and look at things in that
way, but you really need that context in understanding those alerts and how they’re potentially
going to impact your business and that’s where the business
service layer comes in. – Okay, and I guess
even that ties back into our automation point, where you may have certain business services you’re
happy to automate things on and you’re comfortable
in that environment, and maybe some you want
to steer away from, you always want a personal or manual check being done against,
maybe a critical service before you start reaching
into those types of things. – Yeah, I think you’ve got
to apply some kind of logic behind that and some
threshold where you might say, well, okay, in this
example, we will require an engineer or somebody to make a decision off that information provided. But in other examples we might say, do you know what, do it, we’re happy for this automation to take place. – Okay.
– Prevent any issues. – Yeah and even in the
scenarios where you need that extra approval step,
then, event management can actually instigate a change request. – Okay. – Within the system automatically
and take it to the point where the approval is,
automatically requested. – And I guess let’s keep going back to that single click, isn’t it? Rather than, this can come
in, someone could evaluate it, right click, read a change
or create an incident, or both or whatever that– – Yeah, yeah. – Process may look like for that– – And that is true automation,
removing bottlenecks, removing siloed approach, and
you’re collaborating between operations and you’re back into
your change teams and so on. – And I guess going a step
further from automating instant creation and change creation, you can even then go into
automating remediation. – Remediation steps, yep. – Let the system start fixing things and. You got any kind of examples
of what that would look like? – So you can invoke
orchestration workflows to actually go and restart
services on servers. – Okay. – Any sort of steps that you need to take to restore service. – And I guess a good thing
about having it in one tool is the fact that, that one
product can do the analysis. – Yep. – Actually raise it’s own change request and conduct the restart the
service and come back and– – Exactly. – Maybe call someone out if it needed to, or notify the engineers, – And that kind of stuff. – And, end to end. – Yeah. – And we can start looking
at operational intelligence. – [Steven] Yes. – Where actually now
we’re starting to bring in machine learning and AI
– Yep. – Into the operations.
– Yeah. – Part that the organisation
were able to make predictions. – Yeah. – Because we’ve got the data
and we’ve got the knowledge of what happened before,
how things were fixed, and then we we’re able to prevent
them from happening again. – And I think it’s a really
good point, and we talk about this a lot with a lot
of our clients’ journeys where we go from this reactive world, and going back a number
of years for myself, or maybe some peoples organisations still operate like this today, – Yeah, yeah. – Where more often than not
sometimes the clients phone you and tell you something down,
and you don’t know, and maybe you’re a director or senior
person, and you don’t want to get that phone call where,
my services are down, they’re kicking off, and
you don’t even know about it and then even worse, you
go to the NOC or the team and they don’t know about it, and it’s very reactive at that point. Or you’re getting the
alerts in and maybe you are spotting it first but you
don’t know what it is, so then you’re spending
10 minutes looking it up and another 10 minutes
finding the diagram. And we see that quite often,
and then we try and move them into this kind of proactive
world we talk about now where the events are coming
in, the alerts are there, but they know about it first,
they know who’s affected, they know what’s affected
because the business service is listed, and maybe
they know which actions they should take and maybe even the system is starting
to take those actions so moving to a, you know,
even the proactive layer itself has got a maturity journey, right? – Of course, yeah. – And as Adam just pointed
out, then moving it to operational intelligence
and go into this predictive world where
the system now knows that if X happens, there’s
a certain percentage chance of Y being a–
– Yeah, it’s really powerful. – NOC on effect, yeah. – And you can control it, as
I said, where you can apply the threshold and the
logic that the organisation is happy with.
– Yeah. – To start with and as you
get more confident you can. – Yeah. – Roll it more and more–
– You can prove that. – Yeah, okay so I guess
it’s even a phased approach in terms of that operational
intelligence stuff that and– – Yep, I always say when I talk
about ServiceNow in general, but, particularly with event management, first of all let’s give the information, let’s make that transparent,
visible to whoever needs to make the decisions,
then they can be effective and they know how to deal
with whatever the issues might be and become
efficient in their roles. – [Steven] Yeah. – That’s great, that’s
the first thing, but then let’s take it a step further
and bring in the automation and the machine learning and
operational intelligence, and that’s just absolutely huge, I mean, that’s a massive change for
many, many organisations. – [Steven] Yeah, yeah. – And I guess you’re
battling the cultural change at that point as well in terms of organisational cultural
change, where if you come into a place today that’s
still in reactive mode. – It’s a massive shift.
– And they get messy alerts. – Yep.
– And all of a sudden, you tell them, hey, guys,
we’re going to come and change the world, and you’re not
going to have to do anything, people are worrying about their jobs, they’re worrying about–
– Yep. – The Technology products,
maybe they’re working on a different vendor product right now, so I guess even that is part
of the, should be part of the project or programme for
people always to consider, what’s the organisational
impact going to be for getting the employees on board, things like that?
– It is, it’s so great. that you think along those
lines because it’s key. So that is about providing
a better experience, first of all,
– Yeah. – To the employees and the engineers that are working day in, day out. – But, then its about
unlocking their productivity and making them be able to
work on more important tasks, whatever that might be,
whether that’s driving change through their organisation.
– Yeah. – Whatever, but actually
let’s stop working on, or spending too much time trying to figure stuff out, and let’s use the technology for that.
– Yeah. – Exactly. – And I guess also
improving adoption as well because they’ve spent,
some of these companies spend a lot of money,
whether that’s six, seven, eight figures on licences alone. – And then maybe some
decent implementation fees, and the last thing they want is this to be sat as kind of tech on the shelf. – Yeah.
– Yep. – Or some product the people berate and, or they’re not interested
in, and I guess it really ties into getting that
moving and really unlocking more of return on their
investment ultimately. – And we can back that up. So this is where, over
time, we back that up with data and information, because if you haven’t got it, how do you know if you’re improving.
– Yeah. – In your event management.
– Okay. – Or how you manage events
in your organisation if you’re in fight-or-flight
mode, you don’t know. – Yeah. – If you’ve got the information,
you can actually go back to the board and say, this
is the change we’ve made, these are the, how much
better you’re operating. – So I guess in that vein
it’s kind of like seen as most projects that we
would, I guess all projects, not just IT or ServiceNow,
but taking that baseline before you start, so getting
the snapshot of where we are. Where are we today, what is the state of the landscape we’re in?
– Yep. – How many events alerts do
come in, how many do we miss? – How many are mis-categorized,
mis-prioritized, whatever that is, so I
guess you’ve always got that to reference back to later on, and then check the efficiency.
– And measure what success will be, so is it
full end-to-end automation? Or is it just getting hold of reducing the noise and the chaos– – Yeah.
– Yeah. – It’s important to understand
what that end goal is. – [Phil] Yes. – And make sure is aligned
back to what the organisation wants and is actually part
of strategic initiatives, and not just.
– Yep. – Yeah and I think the
theme over here and around, in all this series on item really is, each of these really are
their own projects, you know. – Yes.
– Yes. – Getting that CMDB on it’s own, I mean, discovery could be part of that because it’s part of the population. – Of course yeah. – But it’s almost a sub-project
of it’s own within– – Break it down, make it manageable. – Yeah, exactly, yes
’cause you’ve got this whole design piece you need to get right around the data model. You need to get discovery
or other integrations of sources, those things, they need to be, in their own right, designed and governed, and then before you even move
forward in the ITOM journey, then into event or
orchestration of things, again, the same rules apply. What are we trying to achieve as business? What are the goals? How are we going to measure
the success etcetera, and then make it piecemeal– – And that’s exactly where
we work with our partners and customers, is to provide
that best practise in terms of, here’s the approach, this is
what we think would work well with your organisation, what
you’re trying to achieve. – Okay. – Not just you know,
potentially take it all in, when here, let’s think about
how we want to approach it. – Yeah.
– Yeah. – Data sources in event management, Steve. Tell us about the kind of
importance of establishing those sources, knowing
what they are, and how they come into this picture. – Yeah so, with event
monitoring, there are a lot of different solutions out
there that may be deployed within the organisation,
so you move from one team to the next and they’re
using different things. And it’s about understanding
where the valuable data lives for them, and can we
connect to that and actually aggregate it in ServiceNow and bring it in so that we have a single source, – Yeah. – Across that valuable event monitoring. – Yeah I’ve seen a lot of teams
myself in different places where you’ll go into the
central IT department or the NOC or whatever, you
know, wherever that hub is. – And they already’ve got
10, 20, 40 tools whatever. But then you start picking
around the edges of, okay, but how did this P1 last
month, you guys raised this as an issue, you didn’t
know about it, why? Or we don’t have that tool, okay well does anyone have that? – Yeah, yeah.
– And you go from department to department and you
actually find out that the VMWare team’s running
another tool and another team’s running SolarWinds on their
own when you’ve got Nimsoft in the main HQ and whatever. – Exactly, and you need all
of it really to be pumped into a single source, so you can
understand holistically. – Yeah. – What’s out there, what’s
generating these alerts and how that actually impacts
the businesses at large. – And I guess, even down
to the tool level, then, even though it’s outside
of the ServiceNow bit that, one of the things I used to
come across in the NOC a lot, was we had super-expensive
monitoring tools at the time and they were good, to be
honest, they were doing a good job, but, as with
everything, these things need to configure into maintenance and we didn’t know that at the time. It wasn’t something that
came up obviously to me, and so we had this expensive product in and everything’s appeared to be in there, but then you dialled in
here to a certain issue overnight on a core node. You’d come in in the morning
and you couldn’t understand why did no one know about it? And you’d find out, it would
usually be a handful of things, but, for example, that
particular trap wasn’t configured to send into the NMS, or
when the NMS did receive it, the threshold would be different,
so we will have configured the NMS for that to be a yellow alert. – Yeah.
– Yeah, sure. – Like an informational alert,
it’s not a red critical. So we often, even in these
projects, have people look, this is a good opportunity
for you to a, consolidate, find out where all these tools are, and you do still need them or whatever. And also then are they
configured properly? Cause if you don’t pump
the data into us anyway or if you pump it in with the wrong level, even if you’re not telling
us it’s critical or whatever you’re still not going
to get the same outcome. And that ties back to that
whole what were you trying to achieve with this mini-project. Are we missing alerts? Are we not acting quick enough or are we not getting the AMI on them, and from there working back
to the actual network tools and saying, we’re trying to achieve this, and ServiceNow will do this for us after, but if this bit in the middle
doesn’t come in right, then– – I really like that. It’s about having a business
conversation first, isn’t it? It goes back to that,
you know communication, communication across all parts
of the business before… – You embark. – Exactly. It’s good to hear. – And I think it happens
on their own, doesn’t it? People come in, and
they’ll hire someone to put an event management in, so they
just come in and turn it on and start plugging data sources in. And there’s no reference
back to what we’re trying to achieve or how
we’re going to measure success and what are the sources. All of these kind of key
questions that need to be outlined much in the same way as any other module needs to be designed and planned really. – And I think it’s a interesting
point as well, as you say, these sources need to be configured, the monitoring tools to know
where those thresholds are at. With event management and
operational intelligence, obviously it’s taking,
it’s learning the patterns over time what’s normal
behaviour for these CIs, and where it deviates from
those normal patterns, it can actually make
those predictive alerts. The operations team can get
ahead of potential issues. – Yeah, it’s good. And I’m assuming with
operational intelligence much like Agent Intelligence,
the IT SM space, that there’s going to be a period of learning for the machines? So like three to six months–
– Yeah, absolutely – Or something like that. – It needs to have, it needs
to have the information– – A good data set– – To understand and be able
to make those predictions. But yeah you do need to have that set and you need to have that
good data and monitor it. But ServiceNow will help you do that. It will help you make sure it is working. Make sure it’s proving
value, and if it’s not, show you where to make changes. That’s the good thing
about that whole space in terms of AI and machine learning, operational intelligence. I always say that it’s
not just about applying a bit of technology and
high-fiving on your way out of the office, saying
that’s great, isn’t it? It’s about applying it and
then going back to the business and this is why it’s successful
and this is what it’s done. And if it’s not, quickly
get the information to make decisions to tweak and improve. – One of the points with
that learning period, we’ve tried to change
the process a little bit in terms of that maturity journey, both with operational intelligence
and Agent Intelligence in the fact that because
we know it needs that data, we’re kind of saying to people, now look we know you’re
on a maturity journey, so you’re not really
going to get this value out of this right now, and
maybe you’re not even ready right now to look at it in detail. But if we can do the first phase of that event management design
the sources, but turn on the op intelligence at the
same time in the background, let it do its thing,
let it learn its data, so that by the time you
are ready, you’ve got the data set there
– Let’s improve you efficiency on day one. Let’s just make things better all round, – Let’s give you the visibility. – And then the road map
and the journey is AI, operational intelligence. And that will evolve anyway and just get better and stronger. It’s exactly that sensible
way of looking at it. So with the service away and
aside of this whole piece, so obviously we’ve all
probably seen the flash-ups and images of the event
management dashboard with the tiles, and
you’ve got the different business services, and
I assume other services, technical services, whatever. – Yeah, technical services, and we can also group alerts
by different geographic or in terms of business functions as well. – And is the intention
that these dashboards are being used in the NOC,
and they’re up on the wall and on the monitor screens themselves? Is that where we see these
things get the most use? – Yeah, generally. So it’s that single pane of
glass for an operations team. – The C-level people want
the single pane of glass. They want to look at their easy screen, sometimes they claim, to see is my service red or emerald green. Ideally I assume they
just want to see green, but they want to know what that relates to if there is an issue. Does the event management,
the tiling and that setup, do you port that onto a
service port page or something separately or is it a backend dashboard that a C-level person would tend to have, or those things like
widgets that you can pull onto a normal dashboard, or how does that kind of pan through? – Yeah, we see it quite often
with the service portal, where these alerts are
actually creating outages against services or degradations, and that can be surfaced
then to an end user or any user within the organisation who can just go to the service portal and then see at a glance the rank status of the business service. – And I guess being able
to pull that out gives you the flexibility then to still
use your tailored approaches and the fact that the C-level
guy doesn’t want to see the same level of
granularity that the NOC does or the end user, who’s
a client, may only see a limited subset of services,
and I guess it gives you that flexibility to pull that around. – And I’ll take it a step further. So yeah you can go onto a portal and see, without even logging in, you
can see the system status. You can get that visibility,
but you could see it in a various different format
of whatever you want to use, whether it’s through the
virtual agent, for example, and you can engage and find
out what the system status. So if you’re at home or
whatever role you’re in, and you’re aware that there
might be an outage goin’ on, you quickly hit up your
virtual agent on Slack or whatever you’re
using, you can find out. – It’s about asking the
chat bot, is there an issue? And even the virtual agent will tell you– – See the big thing is,
it’s not about one channel. It’s about whatever works
at the moment in time for whatever level, C-level engineer, they get the information
they need easily and quickly. – I imagine a lot of the C-level people, especially if they’re at
home or even anywhere, it’s going to be mobile, iPad or whatever. They’re just going to get
a notification onto the app via the subscription or
whatever notification and then go into– – The big change that
really gets me excited is we’re pushing this information to where people are at the moment in time. So if it is a Sunday afternoon and you’re, I don’t know,
whatever, you’re not logged in, you’re not connected to
whatever you are on Slack, to some different types of comms, you can still engage
at that moment in time, get that information. It’s a cultural thing. It’s a different way of working, but it’s the way everybody’s moving. – And that’s the way people want to work these days, isn’t it? And it’s definitely the
future that’s comin’. So, guys, we’ve talked a lot about CMDB in the past couple of videos. How to design one, how to
implement one properly, the importance of populating
that, maintaining it. Now we’re talking about how
the fact that that underpins good event management, what
event management looks like. I wanted to talk a little bit about what the future of CMDB itself looks like. You know maybe a conceptual
level and also around the importance of CMDB, I guess. So, for me, I used to see
CMDB being interpreted in the market as being nice
to have in a lot of cases. So unless a client had
a really strict contract that meant they had to maintain one, and then the client was actually
checking on that contract, which I’ve seen happening,
people didn’t maintain them. They either weren’t there or they wouldn’t be maintained properly. So again accuracy, completeness,
things were a mess. I think, for me, I see the
shift now almost becoming the same degree as a must-have, you know. Because people are kind of realising, unless they get this in and right, first of all, even the
basic fundamentals like know where your assets are,
tracking your software, understanding how my infrastructure hangs together, can’t be done. But then when people have this nirvana, you get a visionary CTO these days, that wants to know when
can we orchestrate, when can we spin things up in the cloud, when can we push client
software out automatically, when can we remediate automatically? And you tell them, well, you
can’t do that with a bad CMDB, all of a sudden it tends
to get a lot more focused. You can see in a similar vein when you’re talking to clients and things like that out in the market? – Yes, so it is about
absolutely you have to have that in place and not only just for the basics. As they said, organisations can not afford to have any kind of outages. You know we’re in a kind of
zero tolerance for outages, in a good way at the moment. And it’s absolutely right. So we need it for that sense. But also if you haven’t got
this foundation, then not only will it give you a competitive
advantage by having that, you know, reducing
those outages and so on, it will enable you to, you talk about the future of CMDB, it will enable you to
have the future-type CMDB by leveraging all of that AI capabilities that we’re starting to see coming through technology and free enterprise platforms. So absolutely you need
to be in the right place to pick that up and move forward. And then think about the
consumerization of IT. There’s a great example used in ServiceNow in the ITOM space,
where there’s a problem, something’s happened,
an event has come in, an alert’s been triggered, we understand what it is, we
understand what the impact is, and on a mobile device it can flash up this is the problem, we
think, in 30 minutes this CI is going to be impacted. It’s linked to this service,
whatever that might be, and therefore if or when that goes down, it’s going to cost you 1.2 million pounds, this and this and this. Do you want to prevent that? Yes; click here. So you think of the power of that you can sit there and go, okay yes, do that remediation for me, it’ll do it, whatever it might be, come back and say you
prevented that issue, and now everything’s green and you say– – A very tangible benefit, isn’t it? – Yeah. – Huge. – There’s a couple of shifts, isn’t it, that have made this become more important. One is kind of, you talked
about the zero tolerance route, you know future generations,
now younger people service is always on, the
phone’s always workin’, the apps are always workin’. They expect that to be workin’. That’s become kind of the expectation–
– Twenty years ago when we worked in IT,
you turned off a server by mistake, you just
turned it back on again. – Yeah yeah. People expected things to go down from time to time.
– Those times are gone. – Even long outages were
kind of just accepted, whereas now anything more
than seconds or minutes on a big service is–
– It has to be prevented or brought back very quickly. – And I think the other
issue that’s impactin’ this as well is the fact
that obviously tech continues to take over the world,
so on a large scale everything’s becoming kind of
technologized, if you like. Everything is moving into some
kind of technology service, even mundane things that
used to be very manual, are now becoming technology oriented, which means if you’re
not managing that stuff, you can’t get a handle on
it, then even most day-to-day activities are now being
affected by that type of thing. – We have to be able to
automate as many processes as possible inside an organisation to be able to be successful,
and keep up, and move forward. And the CMDB is a core of that.
– Heart of that. – Managing events and everything. – There’s some pretty big
examples, isn’t it, if you look at IT failures affecting the country. If something like that
happens in an airport. They have an IT failure
and BA can’t fly for a day, you got thousands of people
or tens of thousands of people affected, and the NOC can affect that, then the military affect, the economy. Then again a lot of these things, if you could get behind the
scenes and look under the hood, and some of the reports get made public from some of the bigger ones, they are basic as, we didn’t
know where the assets were, we didn’t know what was running where, and then we really didn’t
know who to contact or how to fix it afterwards. And again all these things tie back into a CMDB and getting that right. – It’s really manual remediation steps or tribal knowledge, all sorts of things that having a real good
implementation of a CMDB and the automation with it
just takes all that pain away. – Yeah, great. So one of the journey’s we
try to take our customers on, and we try to visually
put this up for them and give them a breakdown
of explanation is kind of this reactive, proactive,
predictive journey. And the reason we take
them on that journey really is they can often get into a kind of panic or become despondent or
feel overwhelmed by lookin’ at where they are, so they’re
off in this reactive state. And what that looks like to
us is the clients are calling them and telling them about
an issue before they know or events are coming in maybe
and they are seeing them, but they don’t understand
the service awareness. They don’t understand the impact analysis. – [Adam] Takes too long to pick them up. – Yeah, and it takes them
ages to find, it’s all this noise and chaos we’re
talking about earlier. And they’re still there. And then we come in and start
talking about this world where the system knows
everything, and not only does it know everything, that it’s
going to fix everything for you automatically or
part of it, the stuff. And you show them, and
it blows their minds, so we try to take a step back
and take on a much more slower conversation, well, look
this may be where you are and our first step is to try and move you through this reactive
phase as a maturity journey and get you into this proactive phase. So we want to get you
into this phase where the noise is gone and the chaos is gone to the most degree it can. You’ve got a nice single pane of glass. Events and alerts are all being captured. They’re being analysed, context
is being applied to them. You understand what this means
to your business services in terms of priorities. And even that proactive phase window, in itself, is a maturity journey. You may be at the start of that. You just get to the point
where you get a dashboard through to, at the end
of the proactive phase, maybe remediation is
happening and automation. – At each of those stages,
you’re able to demonstrate success and improvement as
well as being able to remove the noise and chaos so
you can move forward. Because until you do that… You know organisations
can set up the best-laid strategic initiatives, but
if you’re in that place of noise and chaos, you
can not move forward. – The good thing is with
that is quite tangible. You can look at how many
alerts did we miss last month? How many we miss prior to that? How many did it take us
two hours to respond to as opposed to minutes
or second to respond to? There’s some nice business
cases there as well to show for the companies
these days are realising if we want to win bigger
customers and win more revenue or whatever, we’ve got to really deliver an exceptional service. They can really buy into that. And moving forward through
that proactive phase, we really want to get to the point where they’re now accepting
the predictive phase. And what that looks like
to us is, for example, the operational intelligence
end at ServiceNow, where that’s using machine
learning and AI to read these data sets, and
again, the machine itself gets an understanding of how
your environment operates, what normal looks like, and also patterns. So it knows that if these three
things happened last month that resulted in a P1 at the end of it? When the first one happens,
the machine is capable of telling you that, hey,
this has just happened, and the last time this
happened it led to this within three days. So now we’re giving you a 27% chance you know, whatever that number looks like and build it on from there. And that’s a really powerful place to be cause then you start talking
about preventing problems before they’ve even occurred, and saving everything
that happens with the news and the embarrassment,
depending on the size of your organisation or the
critical to your service. For public services in particular. You know if you’re talking
about a public service where you get online to a
doctor or attacks your car or an MOT station can’t
do your car, whatever. Those things, they hit the news. – You’re describing your future IT. That’s what we’ll be demanded of from the CEO
– Yeah, it will. – COOs downward, that kind of thinking. – We saw the same pattern
seven or eight years ago with Discovery tooling, so
with ServiceNow first brought Discovery tooling out, I
remember the place I worked. I tried to take it back
into my organisation, and they were like, how much? You get spreadsheets for that every week. And I was like, yeah but the spreadsheets, we’re having these issues,
and my team don’t know what to do, and I’m getting it
in the neck from the clients, and the service managers
then give to me in the neck, and I’m spending a week
writing report about this stuff because of these things happening. Within a matter of maybe two
to three years from that point, all of a sudden everybody
wanted discovery tooling. – Yeah, the see the value. – Yeah, they started, can we
have a pilot, can we do a test? And again that can even be
an approach for this stuff is we quite often offer that to customers is, look, we’ll get the Discovery
in and you’re paying for that, and we’re going to get
the implementation done, and you’re kind of talking
to me about being interested in event management or service mapping. Let’s just do a small pilot. Let’s just pick one service
and we’ll take it away as a kind of presales
or good-will activity. Let us look at what that
could look like to implement for you and prove the tech, show that it works and
really start getting that buy-in for that journey again. – I think it’s really achievable when somebody has that mindset. So when you’re dealing
with an organisation that gets the enterprise
play, they don’t need to do it all there and then, but they’re like, I can see what the roadmap
is, what the journey is, and what point we can do it. And basically we improve, improve, improve and drive as we go forward. – I think the enterprise play
is a key thing to touch on as well because so many
people still we meet think ServiceNow is an IT SM tool. And when you take them
in and show them the pie of all the offerings around
HR, SecOps, ITBM, CSM, GLC– – Custom maps. – Custom maps, I mean the
custom maps play alone. You know when you get
that message into them, all of a sudden the world
opens up and they realise the power they’re going to get
from implementing these things in the same system is
exponentially more than it would be having three, four,
five stand-alone systems still with no central system of action, governing it really. So, guys, Adam, Steven, thanks both for being part of the video today. Much appreciated. Thanks to everyone
who’s watched the video. We appreciate you taking the
time out to view the content. We appreciate your feedback. If you are in the middle of
an event-management journey, maybe you don’t know
where to start, or maybe you’re in the middle of one
and don’t know where to turn, need some help, advice,
or just a conversation, please feel free to get in
touch with us at FlyForm. You can find us at
flyform.com or on LinkedIn or feel free to reach
out to Adam and his team at ServiceNow who you can
find at servicenow.com.

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