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Duke: Okay, Corey, what
are we talking about today?

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CJ: Today, Duke, we're talking about
the invisibility problem and how to

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solve it by turning things visible.

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Duke: Okay.

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Let's talk about the invisible problem.

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And I want a big shout out to,
, Michael Rogario, , out on LinkedIn.

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Cause he was asking the other week,
what's your impression of  the

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biggest problems that have to be
solved in the service now space.

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And, what would you pick?

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And this was my pick is
the invisibility problem.

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And it goes something like this.

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Everything that we build and we make a,
we, we even have a term for people who

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were in charge of all the build, right?

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The architect, and everything we talk
about using service now, building

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blocks and building solutions.

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But I think what differentiates us
from all the human history of building

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is that what we build is completely.

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CJ: Yeah.

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Duke: If you think about,  a hundred
years ago when the big complex things

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we built were like battleships and
skyscrapers and, , highway interchanges

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and, , submarines, what you could
build had took up material space.

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It was tangible.

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And so as you build, you could be
like, wait, that thing isn't level.

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CJ: Yeah.

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Duke: So those bolts
are not the same size.

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This is not the right tool for the job.

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And you could see it in reality.

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And you could, anticipate the
consequences because you could

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see the things that were wrong.

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You could see, or, and you can see
the things that were right too.

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You could see everything
that was in place.

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And so it'd be like,  everybody's
got this story about the mechanic.

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Well, that's your problem right here.

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And, you know, it pulls a gigantic
stick that's, you know, in the way

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of the belts or whatever, I'm not a
mechanic, obviously, but everything

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else that human beings build is visible
in some way, this is a place where

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people don't dump a ton of money.

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CJ: Yeah.

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, Duke: and a whole bunch of effort
for something that they can't see.

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CJ: Yeah.

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Duke: That's to me, , is the , the
invisibility problem, but what, are the

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consequences of the invisibility problem?

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CJ: Yeah.

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So I just a little context to that, right?

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Like people dump a metric F ton of money
into , this thing that we do, right?

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Like this little thing of ours.

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And, comes down to,  The difference
between atoms and bits, right?

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Like, you know, in the past, everything
that was done you built with atoms.

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Atoms are visible.

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Atoms you can touch, right?

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Like you can measure.

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It's easy to see the fruit
of your labor, right?

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And it's easy to see where it went wrong.

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Yeah.

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With, bits, not so much, right?

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, and historically, right?

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, and until we get a few more generations
into the future, like there's

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still this fear , Of technology
with a certain generation, right?

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And so a lot of folks look at it as
magic and they stay away from it, to

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the question, what are the results of
this, ? I think what I've seen is that

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the biggest result that I've seen of
the invisibility problem and service

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now is service now implementations
that go way wrong or bad or sometimes

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even only slightly wrong or bad,

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?
But.

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Often throw off the platform internally
enough that it dramatically reduces

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the, , usefulness and the value that you
get out of it and often the adoption.

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Duke: Yeah, and I see it as  , you never
quite know, , I have been to customers

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that lacked the architectural oversight.

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On paper, they did everything right the
whole way through, but whatever reason,

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or without an architect, and you go in
for the interview and you're like, well,

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what's the footprint of your system?

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And we're like, we think we think
we've got all these things deployed.

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What do you license for?

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It's like a whole other,
you know what I mean?

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Like, we can't, you can't just  open
the hood and see what's wrong or right.

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CJ: yeah, yeah, no, absolutely
it's all a leap of faith.

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You, you hope that, the person who
built the system documented it.

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Well, you hope that
there's , some communication

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lying around somewhere, right?

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Like you hope that, you know, you
hope that the business actually

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knows what they asked for.

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Sometimes they don't even know that.

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. And you hope that somewhere, some,
somebody cared enough, right.

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To say, okay, we bought this product,
we're delivering the service using it.

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. And this is how it should be done.

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I don't see like

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they're all all too often.

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Right.

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Do that, that I don't, that I don't see
any of those things and then folks wonder

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like, okay, so why aren't we successful?

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It's like, did you even stop and
define what success is to start?

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even the definition of
success is invisible.

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Duke: And if the problem is abstract
and really how much damage can be

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done, I would encourage you to go back
and listen to our doomsday episode.

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Links will be in the description below.

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Everybody take a shot.

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CJ: always,

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Duke: Yeah, because the doomsday
scenario in the service now world

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is a greenfield project, right?

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We're at the point where we've
built and built and built and

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built on this ostensibly for
good reasons to drive more value.

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Hey, let's sacrifice all of that
so that we can try and do it again.

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CJ: Yeah.

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Duke: the, and, and the
invisibility problem is I would say.

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Like one of the major prime
movers in that whole equation.

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Like I never get to the point
where I need a greenfield if I

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wasn't suffering the consequences.

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Of the invisibility problem, like the
thing that earned me my flight wings

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in the ServiceNow world, you know, I
had been an admin and a developer and

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built cool stuff, but I didn't become a
grown up in the ServiceNow space until

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I had my first re architecture project.

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And let me just give an example of
the invisibility problem in action.

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This company had high aspirations
to do a lot more with ITSM,

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CJ: Right.

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Duke: right?

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Yeah.

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We got the ITSM stuff.

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Yep.

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And the catalog.

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And for the most part, it's okay.

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We've got some rough
patches here and there.

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We just need somebody to
come in, polish it up.

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We want a super awesome CMDB, right?

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We want, , integration with third
party, service desks and, you

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know, come in and polish it up.

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And when I came in and started poking
around what's built in the system,

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like the people who hired me didn't
even know the scale of other stuff

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that was built on the platform.

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They knew that we had this other
kind of like think business

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operation, shared service center,
not it just shared services

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amongst other business disciplines.

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, they knew that there was some,
other operational stuff that had

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built on service now, but what they
didn't know was that that stuff.

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Was three times the number of
transactions than , all the it

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stuff, incident, problem, change,
all of that stuff combined.

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So it was like the people who literally
own the platform were completely

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unaware that they were the smallest and
frankly, the least important politically

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stakeholder in their entire application.

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CJ: right,

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Duke: And you think that's pretty
stupid, but how can it be stupid

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when you, you literally can't see it.

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CJ: Yeah.

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I mean, you don't know, right.

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You know, somebody asked
you to do a thing, right.

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And you created a framework
so they can do the thing.

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And now you don't necessarily know.

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, because you're not consuming that service
that's being offered to them, like how

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extensively they're using it and to
what degree and yeah, I mean, there's an

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argument here that you should know, right?

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Like, as the owner of the platform, right?

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There's an argument here.

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Definitely that you should know.

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But I think the problem that we're
pointing out here is that it is

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invisible unless you go looking for it.

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Duke: That's

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CJ: Right?

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And so the things we need to do
is to make sure that we understand

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the things that need to be visible,
that we elevate them, right?

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So that they're obvious, and then
we can use those to avoid, like you

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said, the doomsday scenario, which
is basically a greenfield rebuild.

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Right.

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And nobody wants to do that.

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Nobody wants to, because everyone
says, well, this time is different.

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It's never different.

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Right.

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You're going to , rebuild it and there's
going to be something you missed or

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something new is going to, right.

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It's just, you just,

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Duke: It's invisible.

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CJ: you know, that you deliver
the product, in a way, , that you

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can build on it in the future.

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Right.

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And that everyone knows what you got
and that they can communicate it.

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I think so.

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I think we just got to stop treating
this thing like it's magic, right?

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Like, let's stop treating
it like it's magic.

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I think that's a good, that's
a good concise point from that,

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that I, I'd probably, I'm probably
going to take with me , from this,

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from the podcast here, right?

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Like let's stop treating service now.

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Like it's magic.

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It's magic.

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And start treating it like it's
actual enterprise value, right.

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And communicate it as such.

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Now, how do we do that?

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Duke?

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Duke: sorry.

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CJ: that the idea of

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Duke: invis?

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CJ: bail?

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Duke: No, you know, I
got, I got the diabetes.

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I got the diabetes and, , I'm
on this new program and I'm just

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like loaded up with sensors.

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And, , this is my
continuous glucose monitor,

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CJ: Oh, nice.

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Duke: which is connected
by Bluetooth to my phone.

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And every once in a while,
my phone's like, I can't read

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your blood glucose monitor.

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And so it's.

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Sending me alerts and I can't figure
out ways to configure the alerts.

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And that's the invisibility problem too,
is how do I actually manage this stuff?

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CJ: Yeah, right.

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Like how do you manage this stuff?

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Because yeah, it's a
bunch of stuff, right?

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Like, so , how do we begin
to solve this problem?

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. Because I refuse to believe
that, this problem that we have,

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that is likely one of the most,
, impactful, I think, Especially

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Duke: pernicious.

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Yeah.

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It's super funny.

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Yeah.

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CJ: How do we get started and fixing it?

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Duke: Okay.

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So  I don't think we're hopeless in
terms of tech, technical solutions.

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I see hints of emerging tech
that can help us with it.

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Okay.

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Like, Upgrade center is one of them.

00:11:15.326 --> 00:11:17.796
Upgrade center gives you a
hint of what could be right.

00:11:17.806 --> 00:11:23.936
So upgrade center is like, well,  here's
visually a look at the conflicts

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that are generated by this upgrade.

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CJ: Right.

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Duke: So there is some sense
that some tools can see , wait,

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this isn't out of box.

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CJ: Wait, say that

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Duke: so there's, well, upgrade center
, can basically show you , that the system

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can identify where the system is not.

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, out of box.

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CJ: Right.

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Right.

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Right.

00:11:43.470 --> 00:11:43.710
Right.

00:11:43.740 --> 00:11:44.000
No.

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And

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Duke: So , it does its own thing,
its own way for its own context.

00:11:48.300 --> 00:11:48.480
Right.

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But , it's got a hint, a shade of what
we would need for a technical solution,

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or at least a technical tool crutch,
I'm not sure what the right noun is to

00:12:00.560 --> 00:12:02.080
help address the invisibility problem.

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Like if I could have my druthers,
it would be something that

00:12:06.313 --> 00:12:08.453
identifies modules correctly.

00:12:08.563 --> 00:12:09.153
CJ: right.

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Duke: Just imagine a big
square that is ITSM, right?

00:12:13.485 --> 00:12:19.635
And the square is maybe shaded or colored
depending on how much stuff is Either

00:12:19.665 --> 00:12:22.711
added to or updated from out of box,

00:12:22.936 --> 00:12:23.226
CJ: Yeah.

00:12:23.266 --> 00:12:23.466
Yep.

00:12:23.496 --> 00:12:23.896
Yep.

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Duke: Something that can visually show
you like other scoped apps, And then

00:12:28.491 --> 00:12:33.111
also code them in terms of some kind of
usage like yeah, you have this big scoped

00:12:33.121 --> 00:12:35.121
up You've got the banana app over here,

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CJ: Yeah.

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Yeah.

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Duke: Maybe just say there's
been 10 transactions over the

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past six months on banana app.

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CJ: Yeah.

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Duke: so it's kind of like, here's
all the stuff like a abstraction.

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I mean, even, the visualizations for
CMDB could be utilized to this end.

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CJ: Right.

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Duke: Like something that just
shows the interconnected pieces,

00:12:55.860 --> 00:12:59.200
like these two scoped apps share
these, cross scope dependencies.

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so we know that they interact
together, so like, join them together.

00:13:03.368 --> 00:13:03.688
CJ: Yep.

00:13:03.758 --> 00:13:04.038
Yep.

00:13:04.178 --> 00:13:05.618
I'm liking where you're
going with this Duke.

00:13:05.648 --> 00:13:08.958
I mean, it's going to one of our
favorite words, I think, but keep going.

00:13:09.903 --> 00:13:10.673
Duke: One of our favorite

00:13:10.928 --> 00:13:11.288
CJ: Yeah.

00:13:11.288 --> 00:13:11.598
Yeah.

00:13:11.598 --> 00:13:13.918
No, this is elevating towards
one of our favorite words.

00:13:13.918 --> 00:13:14.608
Absolutely.

00:13:15.293 --> 00:13:19.543
Duke: um, Yeah, so, um, I
guess the document, the,

00:13:19.788 --> 00:13:20.108
CJ: it's easy.

00:13:20.293 --> 00:13:21.873
Duke: Ah, there we go!

00:13:21.953 --> 00:13:23.153
I felt it, did you feel that?

00:13:23.193 --> 00:13:23.583
I felt that.

00:13:26.688 --> 00:13:29.168
CJ: The documentation, right?

00:13:29.218 --> 00:13:32.538
Like, you know, is one is probably
the first level of defense

00:13:32.538 --> 00:13:33.908
against the invisibility problem.

00:13:34.403 --> 00:13:36.953
Duke: yeah, because documentation
is something that you can solve now.

00:13:37.338 --> 00:13:37.948
CJ: Right.

00:13:38.513 --> 00:13:41.583
Duke: we can daydream about
what an adequate solution to the

00:13:42.103 --> 00:13:45.643
invisibility technically would be
right, but it's still not there

00:13:45.918 --> 00:13:46.618
CJ: Right.

00:13:47.233 --> 00:13:48.683
Duke: and anybody who decides to build it.

00:13:48.693 --> 00:13:53.783
, just remember your guy, the Duke here
that helped you decide on building

00:13:53.783 --> 00:13:55.563
that, but yeah, you're right.

00:13:55.563 --> 00:13:57.813
and go and see our documentation episode.

00:13:57.863 --> 00:13:59.433
It'll be link will be in
the description below.

00:13:59.493 --> 00:14:00.363
Everybody take a shot.

00:14:00.578 --> 00:14:01.058
CJ: Boom.

00:14:01.913 --> 00:14:06.783
Duke: because we'll say it again, just
people just sleep on documentation.

00:14:07.423 --> 00:14:08.243
They sleep on it.

00:14:08.243 --> 00:14:09.393
It's like, is it that important?

00:14:09.463 --> 00:14:13.743
Well, consider how
dangerous the invisibility.

00:14:13.743 --> 00:14:18.483
I don't know how to shut that off either.

00:14:18.483 --> 00:14:19.893
I'm even in do not disturb mode.

00:14:19.893 --> 00:14:20.033
I can't.

00:14:21.641 --> 00:14:22.871
CJ: like, disturb

00:14:23.536 --> 00:14:26.576
Duke: If you just consider how
bad the invisibility problem is

00:14:26.576 --> 00:14:27.746
for you, how else would you do it?

00:14:27.756 --> 00:14:30.236
Like, every time you're doing
a significant deployment, at

00:14:30.276 --> 00:14:34.476
least write something in some
master guide to your instance.

00:14:34.846 --> 00:14:36.206
It's not that hard.

00:14:36.346 --> 00:14:42.076
if you're deciding to deploy something
big, like SPM or service mapping or,

00:14:42.486 --> 00:14:46.596
whatever, any big app , it could take
you like 15 minutes to at least write

00:14:46.596 --> 00:14:50.396
something in a document that contains all
your other major initiatives that have

00:14:50.396 --> 00:14:51.656
happened over the life of  the thing.

00:14:52.053 --> 00:14:56.613
At least then you have an idea
of what you've got deployed.

00:14:58.193 --> 00:15:00.733
Who's the owner, who are
the prime stakeholders?

00:15:00.733 --> 00:15:02.273
Why did they decide to do it?

00:15:02.726 --> 00:15:07.076
Even if you had just that, you'd
be so far ahead of a lot of other

00:15:07.416 --> 00:15:10.811
customers, a lot of other partners,
if you can provide this to the

00:15:10.831 --> 00:15:13.311
CJ: Let me tell you another reason
why you should do documentation Duke.

00:15:13.311 --> 00:15:15.691
And it's a, it's a reason that
didn't exist probably when

00:15:15.691 --> 00:15:16.811
we made the episode, right?

00:15:16.811 --> 00:15:21.421
Or if it did exist, ? It was probably
still in this emphasis of being valuable,

00:15:21.651 --> 00:15:25.251
but gen AI makes documentation scale.

00:15:25.536 --> 00:15:29.276
To 100 X 1000 X is
previous usefulness, right?

00:15:29.496 --> 00:15:33.456
Because in the past, you actually had
to read the documentation, you had to

00:15:33.456 --> 00:15:38.626
search through all of the volumes and
the sacred tomes of knowledge in order

00:15:38.626 --> 00:15:42.543
to find the thing that you're looking
for, which in AI, you just let that thing

00:15:42.543 --> 00:15:45.273
consume like your internal knowledge.

00:15:45.423 --> 00:15:47.093
I think you just ask it questions.

00:15:47.778 --> 00:15:50.768
So you no longer have to
read all the tomes, right?

00:15:50.768 --> 00:15:53.505
Somebody else just did it for
you, So all you got to do is

00:15:53.505 --> 00:15:54.945
make sure you write them as

00:15:55.050 --> 00:15:58.090
Duke: man, are we doing, are we turning
this episode into a Gen AI episode again?

00:15:59.950 --> 00:16:00.740
I don't mind.

00:16:00.780 --> 00:16:01.320
I don't mind.

00:16:02.425 --> 00:16:05.235
CJ: But I just, but right, like,
it's just the power of it, right?

00:16:05.235 --> 00:16:07.598
Like, I think it's just going to
keep coming up, as a theme and a

00:16:07.598 --> 00:16:12.038
lot of episodes, you know, going
forward, ? Because , when you combine

00:16:12.048 --> 00:16:16.231
documentation with gen AI, like
visibility, becomes the result.

00:16:16.306 --> 00:16:17.506
And how do you counter invisibility?

00:16:17.506 --> 00:16:18.096
What visibility?

00:16:19.578 --> 00:16:24.438
So boom, if you needed any more
encouragement on why you should

00:16:24.438 --> 00:16:29.188
document like that right there should
be the ultimate business case or

00:16:29.198 --> 00:16:32.828
the ultimate like case in value and
the ultimate thing that, that, that

00:16:32.848 --> 00:16:36.778
spurs you towards,  just doing more
massive levels of documentation.

00:16:36.951 --> 00:16:39.071
Massive levels of documentation.

00:16:39.616 --> 00:16:41.006
Duke: Yeah, but let's, okay.

00:16:41.006 --> 00:16:44.976
So the one thing I would caution about
a Gen AI solution to this is that the

00:16:44.976 --> 00:16:47.666
Gen AI solution can't read intent.

00:16:48.218 --> 00:16:48.938
CJ: I don't know.

00:16:48.958 --> 00:16:49.558
Sometimes.

00:16:49.558 --> 00:16:51.628
I mean, have you ever, you,
you've used strategy BT.

00:16:51.628 --> 00:16:53.538
Sometimes I think that
things read in my mind.

00:16:54.498 --> 00:16:58.778
Duke: I did a chat, a chat GPT thing
to modify some Excel's for resource

00:16:58.778 --> 00:17:00.318
management imports last week.

00:17:00.388 --> 00:17:02.218
It must've saved me now.

00:17:02.218 --> 00:17:07.478
I use, I dedicated like five hours to
this, to think about how I would have

00:17:07.478 --> 00:17:09.368
pulled this off on my own and Excel.

00:17:09.553 --> 00:17:13.570
Would it, it would have taken me
hundreds of hours of just like,

00:17:13.570 --> 00:17:14.990
oh, how do I do this in Excel?

00:17:14.990 --> 00:17:15.950
And then experimenting.

00:17:15.950 --> 00:17:18.570
And I just told chat GPT to do it.

00:17:18.580 --> 00:17:19.080
And it did.

00:17:19.090 --> 00:17:23.310
So like, believe me when I say I
have firsthand experience about how

00:17:23.440 --> 00:17:29.760
crazy, crazy powerful that thing
could be, but it still couldn't tell

00:17:29.760 --> 00:17:31.930
me, why do you think I'm doing this?

00:17:32.785 --> 00:17:36.935
CJ: Yeah, but it could tell
you what you wrote to tell it

00:17:37.015 --> 00:17:38.230
why you think you're doing it.

00:17:38.690 --> 00:17:41.390
Right, like there's a mission
statement that can accompany

00:17:41.390 --> 00:17:43.050
the documentation, right?

00:17:43.050 --> 00:17:45.270
We just made this change
during this upgrade.

00:17:45.270 --> 00:17:46.520
Why do we make this upgrade?

00:17:46.620 --> 00:17:48.630
? These are the 5 reasons
we made the upgrade.

00:17:48.640 --> 00:17:49.930
Now you got a statement of intent.

00:17:49.930 --> 00:17:52.933
The chat GPT can tell you, you
just got to know up front, that

00:17:52.993 --> 00:17:54.693
intent is the thing that you value.

00:17:54.943 --> 00:17:57.233
And so you include in the
documentation when you're creating it.

00:17:57.556 --> 00:17:57.946
Duke: Yeah.

00:17:58.161 --> 00:18:01.961
CJ: Ultimately,  I think what this
will do  is , once you democratize

00:18:01.961 --> 00:18:05.071
the knowledge, , democratize , the
output of the documentation, right?

00:18:05.071 --> 00:18:07.401
Because what we've always
done is required it.

00:18:07.906 --> 00:18:08.156
Right.

00:18:08.176 --> 00:18:09.636
Or, encouraged it.

00:18:09.816 --> 00:18:12.336
. And then, so it gets created
and then nobody ever reads it.

00:18:12.636 --> 00:18:16.656
. But when you start to be able to, create
value from it, . Through again, Jenny,

00:18:16.656 --> 00:18:18.486
I being able to ask it these questions.

00:18:18.726 --> 00:18:20.976
Now you can actually see
what's missing, right?

00:18:20.976 --> 00:18:24.846
Like you can see what you actually
asked it to do that you didn't get.

00:18:25.006 --> 00:18:28.006
, but that you didn't require,
what you asked folks to deliver

00:18:28.216 --> 00:18:29.656
that wasn't being included.

00:18:29.816 --> 00:18:32.486
And then you can go back and
adjust your standards so that

00:18:32.486 --> 00:18:33.506
you're getting all the things.

00:18:33.916 --> 00:18:36.386
That going into it that you want
to see come out the other end.

00:18:37.606 --> 00:18:40.086
. And now you've got this,
virtuous cycle, this continuous

00:18:40.086 --> 00:18:42.586
improvement around documentation.

00:18:42.586 --> 00:18:46.016
And man, if that ain't ITIL and ITSM.

00:18:47.683 --> 00:18:52.550
Duke: super,

00:18:52.800 --> 00:18:55.750
CJ: problem to documentation, but
that's what we do here with documents.

00:18:55.750 --> 00:18:58.610
I, I, is there a documentation consortium?

00:18:58.830 --> 00:19:00.300
I swear we should be sponsored.

00:19:02.410 --> 00:19:03.860
Duke: like, super sponsored by that.

00:19:04.030 --> 00:19:08.336
Like, Hey, listen, if you are a
company that thinks they've got

00:19:08.336 --> 00:19:12.496
the documentation problem licked
on service now, get an episode.

00:19:12.746 --> 00:19:13.176
CJ: Yeah, no

00:19:13.416 --> 00:19:13.866
Duke: now is.

00:19:14.281 --> 00:19:15.721
Yeah, like get an episode.

00:19:15.951 --> 00:19:16.711
, it would help the community.

00:19:16.961 --> 00:19:20.101
Look, sometimes what we do on CJ
and the Duke is we just point at a

00:19:20.101 --> 00:19:21.951
problem and articulate the problem.

00:19:21.951 --> 00:19:23.681
We're not saying we got
all the answers here.

00:19:24.546 --> 00:19:25.236
CJ: Speak for yourself,

00:19:25.321 --> 00:19:26.491
Duke: Just, just most of them.

00:19:26.501 --> 00:19:27.271
We got most of it.

00:19:30.141 --> 00:19:33.211
But even we, believe it
or not, have weaknesses.

00:19:34.256 --> 00:19:34.686
CJ: Yeah.

00:19:34.686 --> 00:19:34.926
Yeah.

00:19:34.926 --> 00:19:35.306
I mean, right.

00:19:35.306 --> 00:19:36.756
Even Superman's got kryptonite.

00:19:36.766 --> 00:19:37.056
Right.

00:19:37.086 --> 00:19:39.996
I mean, I don't think I'm not quite
sure Batman has any weaknesses, but that

00:19:39.996 --> 00:19:42.106
is an entirely different conversation.

00:19:42.131 --> 00:19:42.961
Duke: isn't that crazy?

00:19:42.961 --> 00:19:45.711
Like, being rich is a better
superpower than being a Kryptonian.

00:19:47.066 --> 00:19:47.516
CJ: Right.

00:19:50.326 --> 00:19:51.186
Gotta love it, man.

00:19:51.206 --> 00:19:52.136
You gotta love it.

00:19:53.056 --> 00:19:54.836
I love that line in the movie too.

00:19:54.936 --> 00:19:56.246
He's like, what's your superpower?

00:19:56.486 --> 00:19:57.296
I'm rich.

00:20:00.651 --> 00:20:01.241
Duke: Oh man.

00:20:01.586 --> 00:20:01.976
CJ: So,

00:20:01.991 --> 00:20:05.031
Duke: can't tell me that if you hit the,
like, the, the power ball in Illinois

00:20:05.031 --> 00:20:06.061
is like over a billion right now,

00:20:06.456 --> 00:20:07.096
CJ: yeah, I know.

00:20:07.096 --> 00:20:08.036
I mean, you got to go play.

00:20:08.101 --> 00:20:11.311
I

00:20:11.371 --> 00:20:15.881
Duke: I would be like, I would be
like not doing surface now stuff.

00:20:15.881 --> 00:20:18.441
I'd be like, what does it
really take to build a wingsuit?

00:20:19.371 --> 00:20:22.261
CJ: would be doing
ServiceNow stuff as Batman.

00:20:22.531 --> 00:20:24.611
I would show up to knowledge as Batman.

00:20:24.731 --> 00:20:25.961
I would absolutely do that.

00:20:26.421 --> 00:20:27.111
Just because.

00:20:27.671 --> 00:20:28.331
Like, why not?

00:20:29.281 --> 00:20:30.211
So, what's the

00:20:30.421 --> 00:20:31.271
Duke: That was a cool tangent.

00:20:32.516 --> 00:20:35.526
CJ: But what's the next thing we
could do Duke on, creating visibility

00:20:35.726 --> 00:20:37.746
around the invisible problem, right?

00:20:37.746 --> 00:20:39.066
Like I know documentation, right?

00:20:39.066 --> 00:20:40.346
We just went, really went through that.

00:20:40.346 --> 00:20:41.966
And what else can we do?

00:20:42.246 --> 00:20:45.216
. , Duke: I'm not sure if it's the same
problem, but it has the same name

00:20:45.626 --> 00:20:46.066
CJ: Okay.

00:20:46.196 --> 00:20:46.596
Okay.

00:20:46.776 --> 00:20:48.116
Duke: of the invisibility problem.

00:20:48.256 --> 00:20:51.627
And that is , do you know
how to use service now?

00:20:52.200 --> 00:20:55.020
and how it's all supposed to work.

00:20:55.694 --> 00:20:59.434
I don't want to take anything away
from our, rich, vibrant, diverse.

00:21:00.549 --> 00:21:03.079
Service now technologist ecosystem.

00:21:03.079 --> 00:21:03.409
Right.

00:21:03.902 --> 00:21:06.622
But imagine you're a customer and you're
just like, listen, we made all the

00:21:06.622 --> 00:21:11.532
investments, like we've got this giant
team internal, we have vendors for stuff.

00:21:11.852 --> 00:21:14.532
But man, it's been a couple of
years since we deployed SPM.

00:21:14.762 --> 00:21:19.012
I'm hearing all these whispers that
there is,  new strategic planning stuff,

00:21:19.812 --> 00:21:21.832
new ways of doing resource management.

00:21:22.042 --> 00:21:23.352
And I go and research this.

00:21:23.722 --> 00:21:26.362
I've gone through, , 10,
15 different docs pages.

00:21:26.382 --> 00:21:28.392
Oh, there's a screenshot
of a resource management.

00:21:29.002 --> 00:21:29.452
Process.

00:21:29.452 --> 00:21:32.462
And even though we, do resource
management, we've never seen that

00:21:32.462 --> 00:21:34.262
interface before, what the heck is that?

00:21:34.942 --> 00:21:36.002
How do I get to that?

00:21:36.345 --> 00:21:42.245
And it's just maybe invisibility problem
is the wrong It's effectively invisible

00:21:42.245 --> 00:21:47.695
in that I can't find decent enough
information to grow my knowledge visually.

00:21:48.340 --> 00:21:48.620
. CJ: Yeah.

00:21:48.620 --> 00:21:49.800
No,  that's a really good point.

00:21:50.240 --> 00:21:55.310
When I first started on the platform over
10 years ago,  the thing that I recall,

00:21:55.430 --> 00:21:56.710
it's a lot of things I recall, right?

00:21:56.710 --> 00:21:57.930
1 of 1 of those is right.

00:21:57.930 --> 00:21:58.610
Click everything.

00:21:58.750 --> 00:22:02.280
, but another thing that I
recall was when talking about.

00:22:02.370 --> 00:22:06.480
How do you use ServiceNow and how
do you communicate, how do you use

00:22:06.480 --> 00:22:09.360
ServiceNow to, , my, my user community?

00:22:09.370 --> 00:22:13.530
. And the thing that I was told by , a
lot of folks at ServiceNow and even

00:22:13.530 --> 00:22:14.800
a lot of folks in the community is.

00:22:15.255 --> 00:22:18.485
That you don't have to, it's so intuitive.

00:22:18.685 --> 00:22:22.415
You just drop the,  instance in
front of them and people get it.

00:22:23.065 --> 00:22:28.595
Now, I can't say whether, whether or not
that was true, , 12 or 13 years ago, I

00:22:28.595 --> 00:22:31.185
can tell you that now that it's not true.

00:22:31.625 --> 00:22:35.665
there's and that's just , the
ultimate outcome of the platform

00:22:35.665 --> 00:22:37.865
evolving to do so much stuff.

00:22:38.660 --> 00:22:39.000
Duke: Yep.

00:22:39.525 --> 00:22:43.335
, CJ: and now there's so many different
types of interfaces and so many

00:22:43.335 --> 00:22:46.595
different types of screens that you get
presented with and so many different

00:22:46.605 --> 00:22:48.575
types of actions that you can take.

00:22:48.795 --> 00:22:55.265
, there's just no way to convey This is
how you do it,  drop it in front of

00:22:55.265 --> 00:22:56.685
somebody and just let them poke around.

00:22:56.795 --> 00:23:01.305
So as you were saying, we need
more communication around that.

00:23:01.655 --> 00:23:03.155
And I think you're right.

00:23:03.155 --> 00:23:04.425
, I don't know where to go.

00:23:04.960 --> 00:23:06.850
I'll tell you why I do go occasionally.

00:23:06.850 --> 00:23:11.020
Like I've been in the lurch before
delivering a new pro a new process, right.

00:23:11.020 --> 00:23:15.560
That, , unexpectedly had some attributes
to it or some, wrinkles to it, . That

00:23:15.560 --> 00:23:18.860
I didn't expect to encounter, , cause
most stuff on service now platform

00:23:18.860 --> 00:23:22.030
builds off the platform functionality
and you can  get the rest, right.

00:23:22.410 --> 00:23:25.720
I ran into some, some parts of this
thing where it's like, okay, , I'm stuck.

00:23:26.230 --> 00:23:29.130
I go to YouTube, . And there
are some folks out there who

00:23:29.130 --> 00:23:30.310
have created some extensive.

00:23:32.470 --> 00:23:38.150
Extensive, videos, of a process where
it is literally today, we're going to

00:23:38.150 --> 00:23:43.280
talk about virtual agent and you are
literally watching four hours of somebody

00:23:43.280 --> 00:23:48.650
start to finish, like spin this thing
up, go through almost every screen,

00:23:48.720 --> 00:23:54.294
almost every attribute, almost every
system property, But is that efficient?

00:23:54.294 --> 00:23:55.174
I don't think that's efficient.

00:23:55.194 --> 00:23:56.324
Like I was in alerts, right?

00:23:56.324 --> 00:23:57.204
It was a Sunday.

00:23:57.444 --> 00:23:59.304
I got a, I had a demo on Monday.

00:23:59.304 --> 00:24:00.744
I needed to make sure I
knew how this thing works.

00:24:00.754 --> 00:24:03.164
So I was watching every, all
four hours of that thing.

00:24:03.424 --> 00:24:05.184
But like that's not efficient.

00:24:05.194 --> 00:24:09.014
Like you would, that's, that can't be
how we get this level of knowledge.

00:24:09.014 --> 00:24:09.424
Right.

00:24:09.744 --> 00:24:10.334
Or can it,

00:24:10.581 --> 00:24:11.071
Duke: I don't know,

00:24:11.491 --> 00:24:11.521
CJ: right.

00:24:11.521 --> 00:24:14.745
Right.

00:24:16.001 --> 00:24:20.921
Duke: I feel that pain very deeply
in just my efforts to stay on top

00:24:20.921 --> 00:24:24.571
of as much of service now as I can,
some of my favorite implementations

00:24:24.571 --> 00:24:26.360
have been SPM implementations.

00:24:26.981 --> 00:24:30.111
Some of the most difficult parts of
those implementations has been resource

00:24:30.111 --> 00:24:35.884
management and I, and I'm totally open
to the idea that it's just me, right?

00:24:35.884 --> 00:24:37.864
Like I'm the dummy here, right?

00:24:38.307 --> 00:24:43.057
But I feel like it's so difficult to
figure out how this thing is growing,

00:24:43.181 --> 00:24:46.011
and how it's supposed to work now.

00:24:46.311 --> 00:24:49.141
So you hear these whispers
that, Hey, there's this new

00:24:49.781 --> 00:24:51.831
strategic resource planning.

00:24:52.129 --> 00:24:53.169
I don't even know if it's called that.

00:24:53.169 --> 00:24:53.509
I did.

00:24:53.559 --> 00:24:55.739
I did like a couple hours
diving through docs about it.

00:24:55.839 --> 00:24:56.299
, earlier in the

00:24:56.449 --> 00:24:56.809
CJ: Okay.

00:24:57.489 --> 00:25:00.979
Duke: I don't even know if it's
called that, but I'm searching docs.

00:25:01.339 --> 00:25:03.219
I'm finding stuff and it's
like, oh, it's different.

00:25:03.229 --> 00:25:06.339
Like, are they retiring the
old resource management?

00:25:06.359 --> 00:25:07.649
That's what it sounds like.

00:25:07.889 --> 00:25:10.419
Maybe this new resource management
is the only resource management you

00:25:10.419 --> 00:25:11.919
need, but then you find other docs.

00:25:11.919 --> 00:25:13.069
It's like, no, they go together.

00:25:13.154 --> 00:25:15.054
they're two different resource
management things, but they

00:25:15.054 --> 00:25:16.244
solve two different problems.

00:25:16.244 --> 00:25:20.797
And I'm like, where are
the, , rigidly focused documents

00:25:20.917 --> 00:25:23.257
about how this should work?

00:25:23.712 --> 00:25:24.102
CJ: Yeah.

00:25:24.627 --> 00:25:28.807
Duke: We have bits and pieces, we
get videos on ServiceNow's main

00:25:28.902 --> 00:25:29.372
CJ: No, hold on.

00:25:29.372 --> 00:25:29.682
Hold on.

00:25:29.882 --> 00:25:30.322
Hold on, dude.

00:25:30.492 --> 00:25:30.992
Hold on, dude.

00:25:31.192 --> 00:25:33.942
You said how this should work.

00:25:33.962 --> 00:25:34.812
I think that's key.

00:25:35.082 --> 00:25:37.832
I think, I think that's something
that needs to be highlighted, right?

00:25:37.832 --> 00:25:40.612
Because I think docs tells
us how it works, right?

00:25:40.612 --> 00:25:41.322
Like, this is the thing.

00:25:41.322 --> 00:25:42.172
These are the things.

00:25:42.202 --> 00:25:42.742
Duke: even do that.

00:25:42.742 --> 00:25:45.922
I mean, like, listen, no, no, no, I'm
not taking anything away from the docs.

00:25:45.952 --> 00:25:48.862
People have an incredibly
difficult job, but you're right.

00:25:48.872 --> 00:25:50.882
Docs is very like definitional

00:25:51.092 --> 00:25:51.712
CJ: Definitional.

00:25:51.712 --> 00:25:51.952
Thank

00:25:51.952 --> 00:25:53.612
Duke: it is, not how it should work.

00:25:53.782 --> 00:25:56.002
And that's that's an
invisibility thing too.

00:25:56.002 --> 00:26:00.442
And I think it's one that I mean, I don't
think the professional services world

00:26:00.452 --> 00:26:02.402
would be half as large as it is today.

00:26:02.422 --> 00:26:05.512
If there was  Really good
assets about front to back.

00:26:05.582 --> 00:26:07.332
This is how ITBM works.

00:26:07.952 --> 00:26:09.212
Sorry, SPM now.

00:26:11.186 --> 00:26:13.926
And it's not like that's
an easy thing to do either.

00:26:13.926 --> 00:26:17.386
Like one of my most successful SPM
implementations was only successful

00:26:17.386 --> 00:26:23.376
because I like the first two weeks
of the deployment was essentially

00:26:23.376 --> 00:26:24.716
like a two week long demo.

00:26:25.066 --> 00:26:27.856
, here's how we do everything on SPM.

00:26:28.149 --> 00:26:32.499
Everything from , taking it from the
ideation process, the demand process.

00:26:33.329 --> 00:26:38.089
All the way through, , resource planning
and then, everything to do with project

00:26:38.089 --> 00:26:41.369
and portfolio management, or like
right down to the nitty gritty stuff

00:26:41.399 --> 00:26:44.116
like baselines , and RIDAC management.

00:26:44.611 --> 00:26:45.481
And that kind of stuff.

00:26:46.281 --> 00:26:51.531
. But it was like, at the end of that, we
had hours and hours and hours of video

00:26:51.531 --> 00:26:59.441
recording talking like 80 hours where it
was like, here's how we do it out of box.

00:27:00.241 --> 00:27:04.544
And not only did that help us get
them to understand, here's exactly

00:27:04.544 --> 00:27:08.064
how it works because you don't go from
buying to understanding how it works.

00:27:08.634 --> 00:27:09.184
CJ: that's true.

00:27:09.464 --> 00:27:09.924
That's true.

00:27:10.574 --> 00:27:11.044
That's true.

00:27:11.224 --> 00:27:13.584
you get told that it does the
thing that you're looking to do.

00:27:14.209 --> 00:27:14.519
Duke: Yeah.

00:27:14.659 --> 00:27:18.009
But it also flushed out,  here's the
stuff that we're super excited about.

00:27:18.019 --> 00:27:20.439
We didn't know it did this and
we can totally get rid of this

00:27:20.509 --> 00:27:23.489
BS process that we've been doing
to compensate for our old tools.

00:27:23.634 --> 00:27:23.924
CJ: Yeah.

00:27:23.924 --> 00:27:24.374
Fair.

00:27:24.574 --> 00:27:24.764
Duke: Okay.

00:27:24.764 --> 00:27:28.394
But it also flushes out the, okay,
this is going to be problematic.

00:27:29.194 --> 00:27:29.734
CJ: Right.

00:27:29.984 --> 00:27:35.124
Duke: how am I supposed to reconcile
the invoices for my external labor that

00:27:35.124 --> 00:27:40.201
says, here's how many hours we've done
when I'm doing the time cards in service

00:27:40.221 --> 00:27:46.141
now, and I can't break the time card out
per month,  how could I do my monthly

00:27:46.151 --> 00:27:48.161
billing reconciliations on my labor?

00:27:48.376 --> 00:27:51.576
When I can't break a time card out
into months now, that's an old problem

00:27:51.576 --> 00:27:54.106
that got fixed, but that's exactly
the type of stuff I'm talking about

00:27:54.126 --> 00:27:59.662
is it sucks how this stuff should be
deployed is every bit as invisible,

00:27:59.896 --> 00:28:01.566
meaning I can't look at something.

00:28:01.566 --> 00:28:04.429
I can't watch something
to tell me how it's done.

00:28:04.899 --> 00:28:05.149
Sorry.

00:28:05.149 --> 00:28:06.399
I just totally went on a rant there.

00:28:06.494 --> 00:28:06.944
CJ: I know.

00:28:06.954 --> 00:28:07.484
It's all good.

00:28:07.744 --> 00:28:10.794
So what I'm hearing Duke is that
maybe process that I mentioned, right?

00:28:10.814 --> 00:28:13.694
Maybe that those YouTube videos,
maybe that's the process.

00:28:14.095 --> 00:28:18.599
Of how this should be deployed , and
maybe it's not just the YouTube videos,

00:28:18.599 --> 00:28:22.339
maybe it's more visibility, more
graphic centered, , UI  in your face,

00:28:22.339 --> 00:28:26.942
here's an image , of the process, and
here's a little bit of, X, Y, and Z.

00:28:26.942 --> 00:28:31.022
And, oh, here's another screen of , where
you should be and how this looks.

00:28:31.092 --> 00:28:32.932
And here's another screen.

00:28:33.002 --> 00:28:36.562
, and honestly, even as someone
who's been doing this for a long,

00:28:36.562 --> 00:28:38.772
long, long, long time, right?

00:28:38.812 --> 00:28:43.882
I do feel like the learning aspect
of service now is a challenge.

00:28:43.929 --> 00:28:48.105
Because you'd only have so much
time to devote to it, right?

00:28:48.285 --> 00:28:52.165
When you are trying to get into the
ecosystem, if you're a career changer,

00:28:52.275 --> 00:28:55.255
you only have so much time to devote
because you typically are still

00:28:55.255 --> 00:29:00.605
maintaining your previous job while trying
to learn to break into this new job.

00:29:01.115 --> 00:29:05.655
. As someone who is an independent
consultant, I am typically trying

00:29:05.655 --> 00:29:07.455
to make sure I can pay my mortgage.

00:29:07.785 --> 00:29:09.645
And so I've got clients, right?

00:29:09.645 --> 00:29:12.405
And so I'm , delivering
services while also.

00:29:12.630 --> 00:29:15.820
Trying to learn and keep
abreast so that can keep getting

00:29:15.820 --> 00:29:17.740
clients and delivering services.

00:29:17.740 --> 00:29:20.950
? So the time and not to mention
like everything else, family

00:29:20.950 --> 00:29:21.740
time, et cetera, et cetera.

00:29:21.740 --> 00:29:24.290
We're just gonna put that in the
bucket and call that a known.

00:29:24.430 --> 00:29:29.290
? And so how do you like, how do you
find the time to consume this stuff

00:29:29.320 --> 00:29:32.850
in the most efficient way possible
and get the most value out of it?

00:29:32.880 --> 00:29:35.010
possible as well without it taking me.

00:29:35.440 --> 00:29:37.780
The equivalent of an
additional full time job.

00:29:37.780 --> 00:29:43.624
And Oh, by the way, Duke, we're also
recording a podcast, yeah, I mean,

00:29:43.624 --> 00:29:45.084
this is, this is definitely an issue.

00:29:45.084 --> 00:29:48.774
Duke: and I think maybe since we're at
34 minutes of record, maybe we leave

00:29:48.784 --> 00:29:50.914
that for the newcomers out there.

00:29:51.034 --> 00:29:53.719
how can you get the
best bang for your buck?

00:29:54.029 --> 00:29:58.582
Learning the tool, learning a process,
having assets that you can point

00:29:58.592 --> 00:30:00.172
to saying, look at how good I am.

00:30:00.752 --> 00:30:01.482
CJ: Yeah,

00:30:01.807 --> 00:30:04.654
Duke: try and solve the invisibility
problem like with a playbook,

00:30:04.754 --> 00:30:06.214
CJ: yeah, yeah, yeah, yeah,

00:30:06.469 --> 00:30:08.559
, Duke: here is how ITSM works.

00:30:08.559 --> 00:30:12.039
, here's how you do every function in
incident management and document it

00:30:12.059 --> 00:30:15.809
as if you were handing that over to a
person of this is how it should work.

00:30:15.959 --> 00:30:18.891
And I guarantee you, like not even a
whole lot of partners have that out there.

00:30:18.891 --> 00:30:19.299
And then

00:30:19.724 --> 00:30:20.244
CJ: Yeah.

00:30:20.319 --> 00:30:21.809
Duke: have an asset that you
could just take with you.

00:30:22.024 --> 00:30:22.674
CJ: I love that.

00:30:22.844 --> 00:30:25.464
I think that's a great, a great
segment of the market that

00:30:25.464 --> 00:30:26.834
new folks can, concentrate on.

00:30:27.130 --> 00:30:27.800
Duke: All right, folks.

00:30:27.834 --> 00:30:28.734
another one in the books.

00:30:28.734 --> 00:30:29.794
Thanks for listening.

00:30:29.844 --> 00:30:32.474
, if you want to come and talk about the
invisibility problem, maybe you got a

00:30:32.474 --> 00:30:35.454
solution or two of your own more than
happy, just please reach out to us

00:30:35.484 --> 00:30:36.784
and we will see you on the next one.

00:30:36.924 --> 00:30:37.544
CJ: All right.

00:30:37.664 --> 00:30:37.784
Bye.

00:30:37.784 --> 00:30:38.184
Bye.

00:30:38.570 --> 00:30:39.410
Still no outro.