WEBVTT NOTE This file was generated by Descript 00:00:46.337 --> 00:00:47.307 CJ: All right, well, we're out. 00:00:47.307 --> 00:00:48.167 We're rolling now. 00:00:48.377 --> 00:00:49.007 Duke: How many episodes? 00:00:49.037 --> 00:00:52.167 Almost a hundred episodes and we still can't get this right. 00:00:54.977 --> 00:00:55.777 CJ: Oh, man. 00:00:56.677 --> 00:00:58.407 Duke: All right, Corey, what are we talking about today? 00:00:58.827 --> 00:01:00.527 CJ: Special episode today, Duke. 00:01:00.617 --> 00:01:05.537 Today we have some awesome people here from one of our 00:01:05.537 --> 00:01:07.347 favorite companies, Vivid Charts. 00:01:07.957 --> 00:01:09.877 Duke: Vividcharts is one of my favorite companies. 00:01:09.877 --> 00:01:13.787 I had an awesome two years there helping them set up, , one of my favorite 00:01:13.807 --> 00:01:15.687 apps in the ServiceNow ecosystem. 00:01:15.737 --> 00:01:17.297 I just can't wait to dig into this. 00:01:17.597 --> 00:01:22.527 , with this on this episode, we have Rob Walsh, co founder and Ashley McGill. 00:01:22.767 --> 00:01:23.937 Chief Marketing Officer. 00:01:24.117 --> 00:01:24.807 What a treat. 00:01:25.147 --> 00:01:25.927 Welcome guys. 00:01:26.317 --> 00:01:28.357 Ashley M: Hey, so pumped to be here. 00:01:28.417 --> 00:01:29.797 Rob W: Yeah, thanks for having us. 00:01:29.837 --> 00:01:30.557 We're really pumped. 00:01:30.873 --> 00:01:31.163 Duke: All right. 00:01:31.193 --> 00:01:34.293 For those in the audience that haven't necessarily heard of VividCharts, 00:01:34.293 --> 00:01:36.933 Rob, why don't you, why don't you tell us what VividCharts is all about? 00:01:37.663 --> 00:01:38.033 Rob W: Yeah. 00:01:38.033 --> 00:01:43.293 So vivid charts is an in platform application on the ServiceNow store, 00:01:43.623 --> 00:01:47.793 and we specialize in automated operational reporting directly 00:01:47.793 --> 00:01:49.413 out of the ServiceNow platform. 00:01:49.433 --> 00:01:51.763 So it's a very horizontal app. 00:01:51.783 --> 00:01:55.663 We've got use cases across the board, but at the end of the day, what 00:01:55.873 --> 00:02:00.643 we try and focus on is looking at reporting as an end and workflow. 00:02:01.148 --> 00:02:01.358 Right. 00:02:01.378 --> 00:02:03.888 Service now provides reporting out of the platform. 00:02:03.888 --> 00:02:06.308 They provide great analytics capabilities. 00:02:06.748 --> 00:02:12.158 But since we launched in 2018, we really found there are certain constraints 00:02:12.268 --> 00:02:16.348 that prevent customers from really getting an end to end automated report. 00:02:16.363 --> 00:02:19.833 porting workflow, and that's what we focus our application around. 00:02:20.278 --> 00:02:22.498 CJ: End to end reporting workflow. 00:02:22.498 --> 00:02:22.658 Good. 00:02:22.898 --> 00:02:22.958 Go ahead. 00:02:22.978 --> 00:02:24.838 Elaborate a little bit more on that one, Rob. 00:02:24.888 --> 00:02:27.828 I think having spoken to you about it before, I think it'd be really, 00:02:27.828 --> 00:02:29.078 good information for an audience. 00:02:29.463 --> 00:02:29.593 Rob W: Yeah. 00:02:29.593 --> 00:02:34.783 If you think about when a customer buys into the ServiceNow platform, the 00:02:34.793 --> 00:02:39.043 single platform approach, single data model, they're going to have such a 00:02:39.043 --> 00:02:43.203 wide variety of apps and data types and workflows running through the 00:02:43.203 --> 00:02:45.133 platform at any given point in time. 00:02:45.457 --> 00:02:49.917 A part of that vision when they're buying into that platform approach is the 00:02:49.917 --> 00:02:56.837 promise of visibility and transparency to executives, stakeholders, external 00:02:56.867 --> 00:03:01.627 customers, many, many different personas throughout the organization, right? 00:03:01.967 --> 00:03:06.132 And across all these different personas, You're going to run into many different 00:03:06.162 --> 00:03:11.522 preferences, expectations, data needs, and expectations around the types 00:03:11.522 --> 00:03:15.432 of reports they're interested in, what they should look and feel like, 00:03:15.692 --> 00:03:17.142 and how they're delivered to them. 00:03:17.577 --> 00:03:23.177 And so when you start to unpack that and talk with customers, you start to hit 00:03:23.177 --> 00:03:29.267 some pretty real constraints in achieving, satisfying that wide range of stakeholder 00:03:29.267 --> 00:03:31.297 expectations out of the platform. 00:03:31.307 --> 00:03:35.517 So again, while ServiceNow provides great reporting and analytics capabilities 00:03:35.587 --> 00:03:39.907 in the platform, there are so many situations where customers are having 00:03:39.937 --> 00:03:45.367 operational reviews, talking about data and analytics in meetings, and 00:03:45.987 --> 00:03:50.017 They don't have the data types and the report types that they need to actually 00:03:50.287 --> 00:03:52.307 facilitate these different interactions. 00:03:52.317 --> 00:03:56.777 So what VividCharts focuses on is identifying these constraints. 00:03:57.477 --> 00:04:01.737 mapping them to operational scenarios where you're presenting data, you're 00:04:01.747 --> 00:04:05.917 discussing data, you're distributing data and providing new visuals and 00:04:05.917 --> 00:04:11.007 report types that close that end to end reporting workflow, not just self 00:04:11.007 --> 00:04:14.347 service dashboards that you can click around and interact with on your own. 00:04:16.087 --> 00:04:20.057 Duke: Hey, Rob, I'm wondering if you could like getting to brass tacks, who 00:04:20.137 --> 00:04:25.207 hurts the most for not having vivid charts and how would they express that pain? 00:04:25.272 --> 00:04:26.323 And 00:04:26.357 --> 00:04:26.537 Rob W: Yeah. 00:04:26.537 --> 00:04:30.987 I think there's two lenses to look at that question. 00:04:31.327 --> 00:04:34.697 There is who is actually creating the reports, right? 00:04:34.747 --> 00:04:36.237 And what hurts for them. 00:04:36.652 --> 00:04:40.082 And who's receiving the reports and what hurts for that. 00:04:40.582 --> 00:04:45.382 So if you think about who's receiving the reports, they're probably delivering 00:04:45.382 --> 00:04:50.782 a set of expectations, questions they want answers to, key strategic 00:04:50.822 --> 00:04:55.092 outcomes they're driving towards, and they want reports and data. 00:04:55.482 --> 00:04:58.292 To back them up in that process, right? 00:04:58.302 --> 00:05:00.452 How do we drive towards these outcomes? 00:05:00.452 --> 00:05:02.782 We want these questions answered, right? 00:05:02.782 --> 00:05:07.022 So give me data and reporting that helps us with that, right? 00:05:07.032 --> 00:05:10.772 So that takes us to the report builders who have to figure out 00:05:10.772 --> 00:05:12.682 a way to make that happen, right? 00:05:13.012 --> 00:05:17.132 And when you start to hit the constraints and trying to figure out what are the 00:05:17.132 --> 00:05:21.302 best ways we can deliver on that set of requirements for the end audience, 00:05:22.202 --> 00:05:25.512 that's where it starts to get pretty painful where If you have a set of 00:05:25.512 --> 00:05:30.182 requirements that you can't achieve in the ServiceNow platform, where do we go? 00:05:30.202 --> 00:05:35.012 We go to places like Excel, PowerPoint that are easy to wield, 00:05:35.042 --> 00:05:36.672 their tools we're familiar with. 00:05:36.712 --> 00:05:40.292 So we have a lot of flexibility there and we can maybe deliver on the 00:05:40.292 --> 00:05:44.832 requirements, but it takes an immense amount of work and exploration to 00:05:44.932 --> 00:05:47.192 actually put it all together, right? 00:05:47.192 --> 00:05:51.460 And if you achieve that in Excel, in PowerPoint, you might have 00:05:51.460 --> 00:05:55.040 just signed up for that chore to take place on a monthly basis. 00:05:55.040 --> 00:05:56.900 If that audience wants it every single month. 00:05:57.450 --> 00:06:03.980 So there's pain on the receiving side where they have to wait until that report 00:06:03.980 --> 00:06:06.130 builder or data analyst can actually put. 00:06:06.520 --> 00:06:08.810 what they're asking for together, right? 00:06:08.810 --> 00:06:10.830 And they want to make decisions on demand. 00:06:11.320 --> 00:06:14.780 And then there's pain in who is actually going out and figuring out how do we 00:06:14.780 --> 00:06:16.500 deliver on this set of requirements? 00:06:16.950 --> 00:06:18.580 And that's the time suck, right? 00:06:18.600 --> 00:06:24.070 So if you, you know, look at an automated end and reporting workflow, if we can 00:06:24.070 --> 00:06:29.500 make that process easier for the builder, allow them to deliver on the requirements 00:06:29.550 --> 00:06:31.790 in a quicker, more efficient way. 00:06:32.250 --> 00:06:37.170 But also have it in platform so that once they built it, it's there 00:06:37.190 --> 00:06:39.230 on demand in an automated fashion. 00:06:39.240 --> 00:06:43.760 Whenever that audience wants it, that's what I talk, or that's what I mean. 00:06:43.760 --> 00:06:47.800 When I say end to end reporting workflow, we automate that manual work for the 00:06:47.810 --> 00:06:52.600 builder and then make it available on demand for that, the end customer. 00:06:52.950 --> 00:06:54.830 Duke: Do you mind if I just give an example from my time at 00:06:55.710 --> 00:06:56.480 Rob W: I'd love that. 00:06:56.750 --> 00:06:56.940 Duke: VividCharts? 00:06:57.000 --> 00:06:59.680 Okay, so it's like getting right to specifics. 00:07:00.070 --> 00:07:05.150 , I remember I worked in ITBM consulting, or SPM now, I guess, project and 00:07:05.150 --> 00:07:08.900 portfolio management for a couple of years before I started VividCharts. 00:07:09.310 --> 00:07:16.330 And I just remember how much crazy work it was to do project status reports. 00:07:16.340 --> 00:07:20.250 And we know that there's a project status report tool in service now. 00:07:20.250 --> 00:07:20.530 And it's... 00:07:21.330 --> 00:07:23.320 You know, it's okay, but that's the hard limit. 00:07:23.760 --> 00:07:26.480 Um, it's okay. 00:07:26.870 --> 00:07:27.320 It's all right. 00:07:27.570 --> 00:07:27.930 Right. 00:07:28.030 --> 00:07:30.930 Sorry, but I'm not waking up early to play with it. 00:07:31.260 --> 00:07:34.810 And so what happens is the project managers typically like run a bunch 00:07:34.810 --> 00:07:38.580 of separate reports in service now, and then copy and paste those into 00:07:38.580 --> 00:07:42.640 PowerPoint so that they can put their own branding and stuff around it. 00:07:42.640 --> 00:07:47.000 And , you can't understate the branding because some of these PMOs are talking 00:07:47.000 --> 00:07:48.870 to people outside the organization. 00:07:49.400 --> 00:07:51.180 And what is it going to look like to see this? 00:07:51.500 --> 00:07:54.530 You know, I mean that the whole like, okay, service now interface for the 00:07:54.530 --> 00:07:58.500 project status report, which is a definitive bias for internal stakeholders. 00:07:58.823 --> 00:08:03.373 So the problem was the right kind of data wasn't on the immutable 00:08:03.373 --> 00:08:04.843 service now project status, 00:08:05.677 --> 00:08:07.107 CJ: talking 00:08:07.273 --> 00:08:07.413 Duke: it. 00:08:07.423 --> 00:08:09.593 So you couldn't show it outside the organization. 00:08:09.803 --> 00:08:13.033 What a waste of time for the people who actually reported 00:08:13.033 --> 00:08:13.953 outside of the organization. 00:08:14.443 --> 00:08:17.973 So with vivid charts, they built a solution using all the VividCharts 00:08:17.983 --> 00:08:22.813 components, nothing super special, to basically make a fully brandable, 00:08:22.883 --> 00:08:25.223 configurable project status report. 00:08:25.283 --> 00:08:26.633 And it was awesome! 00:08:27.663 --> 00:08:31.093 I don't know if I could ask how much of the sales pipeline is that thing alone, 00:08:31.093 --> 00:08:33.633 Rob, but it was really successful. 00:08:33.633 --> 00:08:36.983 But it goes to just underscore how good the app is. 00:08:38.693 --> 00:08:38.943 Rob W: Yeah. 00:08:38.943 --> 00:08:42.483 I mean, if you look at the pipeline project status is a big component 00:08:42.513 --> 00:08:46.523 within that, but what's interesting about what's happened since we've. 00:08:46.913 --> 00:08:49.213 You know, we took that use case, right? 00:08:49.403 --> 00:08:50.743 Exactly how you described. 00:08:50.743 --> 00:08:55.323 You get a precision control over the data points that you 00:08:55.323 --> 00:08:56.903 want on your status report. 00:08:57.223 --> 00:09:00.673 You get precision control over the aesthetics and branding. 00:09:00.703 --> 00:09:02.593 So it matches your corporate standard. 00:09:03.103 --> 00:09:07.113 And then you can automate and distribute in a way that makes sense for whoever 00:09:07.113 --> 00:09:08.383 you're serving it up for, right? 00:09:08.663 --> 00:09:12.183 If it's C suite, or if they're outside of the organization, like you mentioned. 00:09:13.143 --> 00:09:16.533 And what's interesting after we, you know, started rolling that 00:09:16.533 --> 00:09:18.443 use case out with different PMOs. 00:09:18.953 --> 00:09:23.143 We started to get a pretty natural set of questions around applying 00:09:23.143 --> 00:09:27.273 that same concept, but across many other record types, right? 00:09:27.283 --> 00:09:30.793 So within SPM, you've got program status reporting. 00:09:31.263 --> 00:09:36.373 You've got demands that you might want to summarize in a very concise business case 00:09:36.413 --> 00:09:38.473 format that's easy to review and discuss. 00:09:39.413 --> 00:09:42.013 You might have portfolio steering committees that 00:09:42.013 --> 00:09:43.143 are meeting and looking at. 00:09:43.528 --> 00:09:49.128 Both single project status reports, but also need aggregate level portfolio 00:09:49.128 --> 00:09:50.688 information in the presentation. 00:09:50.718 --> 00:09:55.988 So it's really organically grown where we've taken that concept, applied it to 00:09:55.988 --> 00:09:59.808 different record types, and then also combined it with some of the other report 00:09:59.838 --> 00:10:06.678 types we do for automated slide decks and dashboarding to really give PMOs and ITSM 00:10:06.708 --> 00:10:08.498 teams and other teams in the platform. 00:10:08.958 --> 00:10:13.588 A wide range of reporting tools to meet these many different expectations 00:10:13.588 --> 00:10:15.128 that they have from stakeholders. 00:10:15.523 --> 00:10:15.803 Ashley M: Yeah. 00:10:15.803 --> 00:10:19.703 And if I could add a little bit to what Rob just said, I love the 00:10:19.723 --> 00:10:21.633 portfolio steering committee deck. 00:10:21.665 --> 00:10:26.045 , use case specifically, because at some of these large companies, leveraging 00:10:26.045 --> 00:10:28.685 service now, you know, enterprise companies, leveraging service. 00:10:28.705 --> 00:10:33.905 Now, they can have 5, 6, 7 upwards of that steering committees that meet 00:10:33.935 --> 00:10:37.575 every month and each of those decks needs to look slightly different. 00:10:37.595 --> 00:10:37.955 Each of this. 00:10:38.165 --> 00:10:39.125 Those who 00:10:42.915 --> 00:10:43.435 are reporting out portfolio. 00:10:45.485 --> 00:10:48.105 Sometimes it's the same portfolio, but they have a different set 00:10:48.105 --> 00:10:50.965 of, stakeholders who need to see different types of information. 00:10:51.395 --> 00:10:54.155 And the expectation is that it's all going to be in a slide deck, right? 00:10:54.525 --> 00:10:56.985 Some of those stakeholders who need that information may not 00:10:56.985 --> 00:10:58.485 be in service now regularly. 00:10:58.505 --> 00:11:02.185 They may be unfamiliar with how to build reports with how to navigate it. 00:11:02.915 --> 00:11:04.825 And ultimately, those people want to consume that 00:11:04.855 --> 00:11:07.105 information in a presentation. 00:11:07.165 --> 00:11:12.075 And so the ability to automate that slide editor, that slide UI directly 00:11:12.075 --> 00:11:16.355 in the platform and eliminate the need of exporting information external 00:11:16.355 --> 00:11:18.345 to the platform only to manipulate. 00:11:18.640 --> 00:11:22.320 For additional chart types in Excel or actually spend time formatting 00:11:22.330 --> 00:11:25.940 those PowerPoints, those portfolio managers, those program managers can 00:11:25.940 --> 00:11:29.460 spend more time actually managing what matters, which is their projects. 00:11:29.460 --> 00:11:29.800 Right. 00:11:30.100 --> 00:11:33.830 And build better business outcomes, but still ensure that the organization 00:11:33.830 --> 00:11:36.810 is getting the information they need in a timely and sort of 00:11:36.810 --> 00:11:38.480 aesthetically pleasing manner. 00:11:41.150 --> 00:11:41.430 Yeah. 00:11:42.765 --> 00:11:42.825 CJ: Silence. 00:11:43.260 --> 00:11:46.260 Ashley M: You spend a lot of time formatting slides, you know, and 00:11:46.260 --> 00:11:48.600 it's been accepted for a long time. 00:11:48.880 --> 00:11:51.557 And I think that the, the turning point for companies that are 00:11:51.557 --> 00:11:54.647 paying the amount of money they pay to have these giant service. 00:11:54.677 --> 00:11:58.657 Now, instances, if you are spending all of that time, making sure that your data is. 00:11:58.892 --> 00:12:00.562 Up to date and correct and service. 00:12:00.582 --> 00:12:05.562 Now, shouldn't the reward be automatic slide deck creation with that data? 00:12:05.602 --> 00:12:08.032 Once you've taken the time to set up the template, obviously, 00:12:08.322 --> 00:12:09.512 I mean, I certainly think so. 00:12:09.512 --> 00:12:13.172 We shouldn't be asking them to swivel chair into multiple different programs 00:12:13.172 --> 00:12:14.772 to get that presentation that they need. 00:12:15.118 --> 00:12:15.578 CJ: Amen. 00:12:17.738 --> 00:12:21.678 The first thing that catches my, ear when I've listened to both now, , you and 00:12:21.978 --> 00:12:25.328 Ashley is the end platform aspect of this. 00:12:25.358 --> 00:12:30.975 And, like Rob, paint on slides, I peened when you said reduced time in Excel. 00:12:31.205 --> 00:12:35.628 Because the Excel is not my favorite, place to spend my time. 00:12:35.798 --> 00:12:39.288 And like you mentioned, , if you're able to recapture that time and spend more of 00:12:39.288 --> 00:12:43.288 it in service now, not only does it, help you and your reporting aspects and your 00:12:43.288 --> 00:12:47.738 dashboard and things of that nature, but, , having clean data and service now helps 00:12:47.738 --> 00:12:49.838 drive all your processes in the right way. 00:12:50.212 --> 00:12:50.982 Rob W: Yeah, absolutely. 00:12:50.982 --> 00:12:55.102 And the clean data is a really important point to call out on that, Corey. 00:12:55.152 --> 00:13:01.202 And when we think about automating presentation or reporting outputs, it 00:13:01.202 --> 00:13:05.842 creates a much better and more aligned incentive to keep the data up to date 00:13:05.842 --> 00:13:07.952 and current in the platform, right? 00:13:07.982 --> 00:13:12.142 If you're a project manager out there, and you're having to produce your query. 00:13:12.367 --> 00:13:15.737 Report that you're needing for stakeholders off of the platform. 00:13:16.407 --> 00:13:18.507 It's a, it's an incentive problem. 00:13:18.517 --> 00:13:21.567 You might not go in and actually update the data in service. 00:13:21.597 --> 00:13:24.357 Now you might forget to do it or just neglect it altogether. 00:13:24.357 --> 00:13:29.257 So when you automate that output from the system, you actually incentivize 00:13:30.287 --> 00:13:35.637 adoption of the platform, the processes and good data quality as a result. 00:13:36.282 --> 00:13:37.002 , CJ: absolutely. 00:13:37.002 --> 00:13:40.202 If you make, , getting the value contingent on, the data being 00:13:40.202 --> 00:13:41.612 clean and service now, right? 00:13:41.612 --> 00:13:44.102 Like, all of a sudden, you notice that more people are using service now, and 00:13:44.102 --> 00:13:47.452 that's the, that's 1 of the ultimate, , outcomes that you want out of any 00:13:47.452 --> 00:13:49.162 service now, , implementation anyway. 00:13:49.392 --> 00:13:50.342 So vivid charts is. 00:13:50.442 --> 00:13:54.832 Really kind of that the situation where you can sometimes look at it as the end 00:13:54.832 --> 00:13:58.422 of the pipeline, the presentation to to management part of the pipeline, but it's 00:13:58.422 --> 00:14:02.752 really driving the very beginning of the pipeline to write like the use of service. 00:14:02.762 --> 00:14:05.942 Now, the clean data, the more time spent there and less time 00:14:05.942 --> 00:14:07.302 spent than other applications. 00:14:07.387 --> 00:14:07.467 You guys have 00:14:08.657 --> 00:14:09.497 Rob W: Yeah, absolutely. 00:14:09.497 --> 00:14:09.897 And I'll. 00:14:10.182 --> 00:14:14.942 I'll, I'll tee the Duke up on this one, I know he preaches outcomes 00:14:14.942 --> 00:14:16.582 and we talks about reporting. 00:14:16.742 --> 00:14:21.552 He's really upfront about when you're building a reporting program, right? 00:14:21.612 --> 00:14:23.352 Put outcomes at the front of it. 00:14:23.362 --> 00:14:25.472 What questions do you want it to answer? 00:14:25.932 --> 00:14:29.912 And when you get very prescriptive on that piece. 00:14:30.492 --> 00:14:33.432 That's where we tie in our automated operational reporting. 00:14:33.432 --> 00:14:36.692 If we know the questions we want answered, we know the precise 00:14:36.692 --> 00:14:38.932 data points format of the report. 00:14:38.932 --> 00:14:40.022 We want generated. 00:14:40.782 --> 00:14:45.602 That's where you get a lot of power out of the automation and it's aligned to the, 00:14:45.672 --> 00:14:48.842 you know, the key outcomes and decisions you want to drive in the process. 00:14:48.852 --> 00:14:50.676 So, Robert, I think. 00:14:51.127 --> 00:14:54.857 In our conversations in the past, that's been a consistent theme, and 00:14:54.917 --> 00:14:57.587 I think it's only proven more true the more, we've put VividCharts 00:14:57.937 --> 00:14:59.637 out there in different use cases. 00:15:00.162 --> 00:15:03.732 Duke: Most definitely, like, in my mind, there's, there's really 3 things 00:15:03.732 --> 00:15:07.237 that Personas that do reporting right? 00:15:07.337 --> 00:15:11.537 And when you think about when somebody buys any feature in service 00:15:11.537 --> 00:15:16.827 now, it's usually some top end stakeholder who is the buyer, right? 00:15:16.857 --> 00:15:18.037 And they make the decisions. 00:15:18.037 --> 00:15:22.027 But that person is rarely like in service now, right? 00:15:22.027 --> 00:15:25.492 They pass it down to somebody more operational to a get the deployment 00:15:25.492 --> 00:15:27.007 done and then be do the work. 00:15:27.787 --> 00:15:32.127 And so most of the reports that we see are for what I call operators 00:15:33.857 --> 00:15:35.827 and operators are the people who you. 00:15:36.192 --> 00:15:39.902 do the work and they just need to know what's the next best thing for me to 00:15:39.902 --> 00:15:41.922 work on for this process to succeed. 00:15:42.558 --> 00:15:45.678 They aren't looking at the big picture, you know, the big, you know, the big 00:15:45.678 --> 00:15:48.318 line graph that should move up or down depending on our preferences. 00:15:48.328 --> 00:15:50.528 They're just looking at what's the next best task. 00:15:51.448 --> 00:15:54.688 And then sometimes you have an analyst layer in there that says, 00:15:55.028 --> 00:15:56.838 are we or aren't we getting closer? 00:15:57.068 --> 00:16:01.408 But it rarely goes all the way up to what I call the stakeholder. 00:16:02.303 --> 00:16:09.203 And like the person who's going to make decisions based off of the outcomes 00:16:09.203 --> 00:16:12.263 that we should be reporting on, right? 00:16:12.323 --> 00:16:15.553 We have these indicators moving up, these indicators moving down. 00:16:15.693 --> 00:16:20.153 How shall we spend our very limited managerial energies? 00:16:20.878 --> 00:16:22.638 We can't just say move everything up. 00:16:22.728 --> 00:16:23.488 We can't do that. 00:16:23.998 --> 00:16:26.228 We have to be judicious with our energy. 00:16:26.828 --> 00:16:32.098 And the one thing I always loved about VividCharts was that finally 00:16:32.098 --> 00:16:36.978 that stakeholder layer has a reason to be in service now. 00:16:37.412 --> 00:16:39.822 The PA dashboards are way too difficult. 00:16:39.832 --> 00:16:42.172 They're way too mechanically in depth. 00:16:42.502 --> 00:16:49.202 VividCharts can give them a simplified, branded, interface that's way easier 00:16:49.202 --> 00:16:53.692 to build using the same kind of PA components, the same ServiceNow data, 00:16:53.992 --> 00:16:57.852 and they can have it on their desk whenever you want, even in slideshow form. 00:16:57.862 --> 00:17:00.212 Sorry, I totally ranted on you. 00:17:01.437 --> 00:17:02.267 Rob W: It was a great rant. 00:17:02.267 --> 00:17:03.267 I'm glad you did. 00:17:03.337 --> 00:17:08.407 And I think everything you're outlining is so true. 00:17:08.407 --> 00:17:10.987 And what we hear with customers on a weekly basis as we're 00:17:10.987 --> 00:17:12.207 talking with them, right? 00:17:12.577 --> 00:17:15.287 We've talked a lot about different personas, different 00:17:15.287 --> 00:17:19.297 stakeholders, and that comes with different expectations and needs. 00:17:19.407 --> 00:17:23.166 So while ServiceNow again provides really great Thank you. 00:17:23.357 --> 00:17:28.787 Operational reporting analytics solutions where you can go in depth layer into 00:17:28.787 --> 00:17:34.167 layer of the data when you got to surface that up and really tell a story with it. 00:17:34.237 --> 00:17:38.537 That's the gap and that's where vivid charts being in the service now 00:17:38.537 --> 00:17:42.717 platform become so powerful because we can get to all of that data, whether 00:17:42.717 --> 00:17:46.487 it's standard table data, whether it's performance analytics data. 00:17:46.787 --> 00:17:47.057 Right. 00:17:47.057 --> 00:17:51.847 We can get to all of that data, but put the nice polished front end to it 00:17:52.067 --> 00:17:54.087 that suits these different audiences. 00:17:55.332 --> 00:17:59.412 Ashley M: And another point this brings up for me, as we talk about this is we 00:17:59.432 --> 00:18:01.502 push this idea of freeing your service. 00:18:01.502 --> 00:18:03.992 Now, data democratizing your service. 00:18:04.012 --> 00:18:04.672 Now, data. 00:18:05.012 --> 00:18:08.622 You shouldn't have to go through a bottleneck or a funnel of operators 00:18:08.672 --> 00:18:12.412 who have to build reports on demand for you, or, you know, you're only 00:18:12.412 --> 00:18:13.852 seeing that information monthly. 00:18:14.202 --> 00:18:16.722 Because that's when something's being exported from the platform and 00:18:16.742 --> 00:18:19.962 being served up to decision makers, you actually now have the ability 00:18:19.962 --> 00:18:23.542 to make decisions in real time because you always have access to it. 00:18:23.792 --> 00:18:28.932 And to your point, Rob, in a platform in a digestible format, such as a slide deck, 00:18:29.032 --> 00:18:30.732 , while still driving people to service now. 00:18:30.888 --> 00:18:33.078 CJ: I'll tell you , what I just loved about what you just said. 00:18:33.148 --> 00:18:35.298 , so make decisions in real time, right? 00:18:35.308 --> 00:18:37.648 Due to , having constant access to that data. 00:18:37.778 --> 00:18:40.748 When I'm working with my clients, 1 of the things that is always. 00:18:41.243 --> 00:18:45.903 , the struggle, is helping management make those real time decisions 00:18:46.343 --> 00:18:49.613 often because the data that they're working with is old, right? 00:18:49.663 --> 00:18:53.473 Like we've mentioned, right, , somebody's exported it to excel and now they're doing 00:18:53.473 --> 00:18:57.803 some kind of manipulation or someone's exported it and they've taken the data 00:18:57.803 --> 00:18:59.083 and doing something in PowerPoint. 00:18:59.313 --> 00:19:02.633 And by the time it works its way through all the different layers of 00:19:02.903 --> 00:19:06.553 management and gets to whatever meeting that is going to be presented in. 00:19:06.908 --> 00:19:09.678 It's weeks old typically, right? 00:19:09.868 --> 00:19:13.648 And so you don't even know now if you're making the decision based on 00:19:13.648 --> 00:19:18.038 what is now, you only know that you're making a decision about a snapshot 00:19:18.038 --> 00:19:21.588 in time that might no longer be relevant, you know, and that's extremely 00:19:21.788 --> 00:19:24.438 important when you're doing resource management and you're thinking about, 00:19:24.688 --> 00:19:26.268 okay, how do I knock this Q down? 00:19:26.438 --> 00:19:26.688 Right? 00:19:26.688 --> 00:19:29.428 Like, do I have You know, a little bit more budget. 00:19:29.428 --> 00:19:33.928 Do I bring in more people so that we can , knock down this backlog or, something 00:19:33.928 --> 00:19:37.668 else, but the backlog might already be gone by the time you're reviewing 00:19:37.718 --> 00:19:39.538 , that data with, , vivid charts, right? 00:19:39.538 --> 00:19:41.128 Like that , gets rid of that process. 00:19:41.128 --> 00:19:42.618 You always know where you are. 00:19:43.153 --> 00:19:44.213 Ashley M: Yeah, absolutely. 00:19:44.213 --> 00:19:47.653 And that we talk a lot about enabling agile, what I call 00:19:47.683 --> 00:19:49.293 agile strategic planning. 00:19:49.293 --> 00:19:52.343 It's been a buzzword in the digital transformation world 00:19:52.343 --> 00:19:53.433 for a couple of years now. 00:19:53.783 --> 00:19:57.353 And so this idea that an annual planning model, an annual strategy 00:19:57.353 --> 00:19:59.013 planning model is outdated. 00:19:59.063 --> 00:20:01.323 And if you can't be more nimble than that, you're not going to 00:20:01.323 --> 00:20:02.943 win in the marketplace anymore. 00:20:03.303 --> 00:20:07.293 So why are we always reporting on and consuming stale data? 00:20:07.363 --> 00:20:11.073 If the idea is to get to the root of the problem as quickly as possible, you 00:20:11.073 --> 00:20:14.303 brought up resource management, which I think is super important as well. 00:20:14.563 --> 00:20:17.773 It's hard enough to manage resources, especially at a large company, when 00:20:17.773 --> 00:20:19.453 you're looking at stale data all the time. 00:20:19.463 --> 00:20:23.393 So all these things lead back to the ability to promote agile 00:20:23.403 --> 00:20:26.213 planning within your organization and be as nimble as possible. 00:20:26.528 --> 00:20:27.288 CJ: Absolutely. 00:20:27.602 --> 00:20:30.882 Duke: So a little earlier, we talked about, that the personas of reporting 00:20:30.882 --> 00:20:33.972 and my model for doing reporting, but I think that is interesting 00:20:33.972 --> 00:20:37.452 segue to some really, cool event. 00:20:37.452 --> 00:20:40.832 , that vivid charts has coming up, , actually, , you want to talk to us 00:20:40.892 --> 00:20:42.622 about the upcoming digital conference? 00:20:43.020 --> 00:20:44.010 Ashley M: Yeah, definitely. 00:20:44.070 --> 00:20:46.840 I can take the beginning of that so we have a digital conference 00:20:46.860 --> 00:20:50.750 coming up on October 12th next Thursday, , called real time. 00:20:50.800 --> 00:20:55.380 , the idea is that exactly what we've just been talking about our goal as vivid 00:20:55.380 --> 00:20:59.390 charts as a company, our mission statement really is to bring people as close to 00:20:59.390 --> 00:21:01.210 their service now data as possible. 00:21:01.390 --> 00:21:02.430 You were getting updates. 00:21:02.815 --> 00:21:07.575 Your reports to your data to your decision making in real time as soon as 00:21:07.595 --> 00:21:12.845 that data is live in service now, and you've refreshed your reporting outlook. 00:21:13.045 --> 00:21:15.255 You can instantly see that data in a format. 00:21:15.295 --> 00:21:19.125 That's been built for you by your report builders in the organization. 00:21:19.530 --> 00:21:24.960 We have been thrilled with the willingness of people in the ServiceNow 00:21:24.960 --> 00:21:28.500 community to participate in this and to come and speak on our behalf on 00:21:28.500 --> 00:21:32.880 the importance of reporting , data visualizations, how people consume 00:21:32.880 --> 00:21:34.820 information that comes out of ServiceNow. 00:21:35.630 --> 00:21:38.720 So we've got a couple independent experts like yourself, , that 00:21:38.720 --> 00:21:39.880 we're really excited to have. 00:21:39.880 --> 00:21:42.860 And I would love if you talk about your session a little bit when I'm done, we've 00:21:42.860 --> 00:21:44.970 got two ServiceNow product managers. 00:21:45.305 --> 00:21:49.885 Who specialize in process mining and analytics to come speak about those. 00:21:49.935 --> 00:21:53.715 , and we have four customer stories for people who have taken vivid charts 00:21:53.725 --> 00:21:58.505 in a variety of different functional areas and really seen a huge upswing 00:21:58.515 --> 00:22:00.015 in the amount of productivity and. 00:22:00.165 --> 00:22:04.165 Efficiency that they see in those areas that they've automated that reporting. 00:22:04.445 --> 00:22:06.385 You free up so many resource hours. 00:22:06.415 --> 00:22:09.005 In fact, we have some really great resource calculators. 00:22:09.005 --> 00:22:13.035 If anybody's interested in exactly how many resource hours and what 00:22:13.035 --> 00:22:17.275 that translates to into cost resource costs at the end of 00:22:17.275 --> 00:22:18.635 the year that you're reclaiming. 00:22:18.655 --> 00:22:19.825 And these are not small numbers. 00:22:20.255 --> 00:22:22.565 These are numbers in the hundreds of thousands up to a 00:22:22.565 --> 00:22:23.815 million dollars a year, right? 00:22:23.845 --> 00:22:28.205 In resource you're saving by automating that reporting so people can get back 00:22:28.205 --> 00:22:29.665 to the business of driving results. 00:22:30.285 --> 00:22:32.285 That's what next week's conference is all about. 00:22:32.305 --> 00:22:36.725 It's all about building that ServiceNow community around data and analytics 00:22:36.725 --> 00:22:40.755 and why it's so important, highlighting obviously the areas that ViviCharps helps 00:22:40.755 --> 00:22:44.645 people accomplish those goals, but then also creating a network of people who 00:22:44.645 --> 00:22:48.635 are willing to share and educate, right, and sort of move the process forward. 00:22:49.560 --> 00:22:50.600 Duke: Cori said the M word. 00:22:51.777 --> 00:22:52.347 Millions, 00:22:52.672 --> 00:22:58.502 CJ: Yeah, yeah, oh, I'm sorry, yes, , this is a huge, huge, I like, I don't 00:22:58.512 --> 00:23:00.842 understand why, yeah, it's crazy, right? 00:23:00.842 --> 00:23:04.952 Like , why, um, I can't understand why, not everyone, , is actually 00:23:04.962 --> 00:23:06.442 subscribed here to vivid charts, right? 00:23:06.442 --> 00:23:08.412 Because , when you start to think about it, right. 00:23:08.442 --> 00:23:12.052 And everything you just said that value, that recap, recapturing all that 00:23:12.052 --> 00:23:15.972 time that you're spending now on doing something that you've probably normalized 00:23:15.972 --> 00:23:17.882 because businesses have normalized this. 00:23:18.242 --> 00:23:22.992 Data driven reporting kind of process over time, where it's just going to 00:23:23.012 --> 00:23:27.432 take this amount of time and you're just going to have to use these five different 00:23:27.432 --> 00:23:32.142 applications and somebody is just going to have to spend four days on a deck, right? 00:23:32.142 --> 00:23:35.052 And we've all normalized then it's just kind of a fact of life. 00:23:35.052 --> 00:23:37.112 And what you're saying is that's all wrong. 00:23:37.277 --> 00:23:37.707 Ashley M: Right. 00:23:39.197 --> 00:23:42.357 You have to meet the expectation, you know, and just to give a throw out 00:23:42.357 --> 00:23:45.037 a couple more numbers that help you get to that million dollar figure. 00:23:45.307 --> 00:23:49.847 If you're a company that has 500 active projects and the people you have building 00:23:49.847 --> 00:23:51.977 reporting are expensive resources. 00:23:52.017 --> 00:23:53.897 Think, project managers service. 00:23:53.897 --> 00:23:57.127 Now, highly trained personnel think about what they cost an hour. 00:23:57.457 --> 00:23:58.947 And to your point, it takes 1. 00:23:58.947 --> 00:23:59.081 Thank you. 00:23:59.192 --> 00:24:03.702 project manager four days to build one deck that they've got to do every month. 00:24:03.932 --> 00:24:07.492 Think about the project managers who have to report on their projects weekly. 00:24:07.822 --> 00:24:10.472 Think about how much time it takes them over the course of a year. 00:24:10.702 --> 00:24:12.362 So those numbers add up really quickly. 00:24:13.077 --> 00:24:13.307 Duke: Yeah, 00:24:13.412 --> 00:24:15.442 CJ: Yeah, are they doing anything other than building the deck 00:24:16.747 --> 00:24:17.387 Duke: Right. 00:24:19.137 --> 00:24:22.717 Well, I mean, it, it takes away from their key thing, which is project 00:24:22.717 --> 00:24:25.607 management, and that requires a lot of time attention case. 00:24:25.607 --> 00:24:26.727 Nobody's noticed before. 00:24:28.015 --> 00:24:29.725 CJ: and make a break on projects? 00:24:29.740 --> 00:24:33.170 Duke: what I love about this is it just so many times I just like I've been 00:24:33.170 --> 00:24:38.910 griping about this for almost two decades, even before my service now life is just 00:24:38.910 --> 00:24:43.070 like you deploy a tool and like item number seven on the scope of work is do 00:24:43.070 --> 00:24:47.330 reporting and that's all the line says before it goes into like do documentation. 00:24:47.330 --> 00:24:51.480 It's just and what it ends up being is this gigantic afterthought. 00:24:51.900 --> 00:24:56.420 And what that ends up being is just like every few days you're 00:24:56.420 --> 00:24:59.450 the admin of the tool and somebody says, oh, I just I need this. 00:24:59.460 --> 00:25:02.770 But I need this list of of tickets by priority. 00:25:02.770 --> 00:25:05.980 And then 3 days later, it's like, no, I don't need it by priority by category. 00:25:05.980 --> 00:25:09.420 And they just can't understand why they don't get what they want. 00:25:09.420 --> 00:25:12.990 Because you're not looking at the big picture, but sorry, , actually, 00:25:13.310 --> 00:25:15.080 can you tell us when this event is? 00:25:15.625 --> 00:25:18.585 Ashley M: Oh, yeah, let me just do the quick, , rundown of 00:25:18.585 --> 00:25:19.925 exactly what we're talking about. 00:25:19.935 --> 00:25:24.465 So we're doing 6 hours for this digital conference, 11 am to 5 00:25:24.505 --> 00:25:26.505 PM on Thursday, October 12th. 00:25:26.895 --> 00:25:28.335 , it's all free to attend. 00:25:28.615 --> 00:25:30.185 There are 14 sessions. 00:25:30.700 --> 00:25:34.290 That compromise three different tracks for all different types of stakeholders. 00:25:34.290 --> 00:25:36.540 We want everybody to feel welcome and feel like there's content 00:25:36.540 --> 00:25:37.760 that they can get value out of. 00:25:38.120 --> 00:25:41.440 So we've got a technical track where we're going to do two workshops that 00:25:41.440 --> 00:25:44.990 are being hosted by our internal VividChart ServiceNow developers. 00:25:45.010 --> 00:25:47.320 One of them is being hosted by Rob Walsh himself. 00:25:48.210 --> 00:25:51.340 We're going to be in the tool actually building and showing people 00:25:51.540 --> 00:25:54.500 how to get to some end results that we think they'd really like to 00:25:54.510 --> 00:25:55.950 see within their own organization. 00:25:56.350 --> 00:25:57.690 Then we have a process track. 00:25:57.730 --> 00:25:59.260 So think workflow. 00:25:59.615 --> 00:26:03.175 Think, , mid manager level value, right? 00:26:03.195 --> 00:26:06.075 Like, I've still got hands on keyboard trying to figure out 00:26:06.075 --> 00:26:07.195 how to build these things. 00:26:07.495 --> 00:26:09.875 , but maybe I'm not the person who's actually figuring out what 00:26:09.875 --> 00:26:11.225 tables to pull from, et cetera. 00:26:11.265 --> 00:26:14.315 I'm focused on outcomes and then we've got the strategic track. 00:26:14.335 --> 00:26:16.485 So that's going to be for decision makers for executives. 00:26:16.805 --> 00:26:20.435 People are typically only consuming the reporting, but they're often the people 00:26:20.435 --> 00:26:22.335 signing the check for service now, right? 00:26:22.335 --> 00:26:22.765 The instance. 00:26:23.595 --> 00:26:26.185 So we want to make sure people understand, you know, you've spent 00:26:26.195 --> 00:26:29.135 all this time and investment and resources to get your service. 00:26:29.135 --> 00:26:32.225 Now, instance up and running, get everybody trained on it. 00:26:32.335 --> 00:26:33.845 Now, what are you doing with that data? 00:26:33.925 --> 00:26:35.335 Well, you're not the 1 personally. 00:26:35.335 --> 00:26:36.535 That's going to be managing it. 00:26:36.715 --> 00:26:39.045 You should care because it's going to help drive your service. 00:26:39.045 --> 00:26:39.825 Now, adoption. 00:26:40.075 --> 00:26:43.175 It's going to make the product stickier within the organization and it's going 00:26:43.235 --> 00:26:46.195 to make your implementation look that much better because you've figured 00:26:46.195 --> 00:26:49.535 reporting out as you're going into it as opposed to an afterthought. 00:26:49.935 --> 00:26:51.495 So, yeah, 14 sessions. 00:26:51.710 --> 00:26:52.420 Six hours. 00:26:52.420 --> 00:26:54.840 We're going to have a fun, happy hour at the end with some service. 00:26:54.840 --> 00:26:59.560 Now, trivia be able to win some prizes and again, just a whole host of dynamic 00:26:59.670 --> 00:27:02.910 speakers, both vivid charts and external, and we're really excited about it. 00:27:02.915 --> 00:27:02.945 Duke: Okay. 00:27:03.277 --> 00:27:07.537 Rob W: And I think, Corey, you use the term this has been normalized in 00:27:07.537 --> 00:27:09.927 organizations, this way of reporting. 00:27:10.377 --> 00:27:13.907 And what's really great about this event, in my opinion, is You're 00:27:13.907 --> 00:27:18.297 going to hear from your peers that that doesn't have to be the case. 00:27:18.327 --> 00:27:21.917 They're going to show you, Hey, we did it and here's how we did it. 00:27:22.267 --> 00:27:22.547 Right. 00:27:22.577 --> 00:27:26.087 And that's, really the spirit of the ServiceNow community at large. 00:27:26.407 --> 00:27:29.657 And part of why it's been such a successful platform is because 00:27:29.977 --> 00:27:33.297 the community shares their success stories for others to learn from. 00:27:33.307 --> 00:27:33.717 So. 00:27:34.157 --> 00:27:37.557 Again, we're really excited to have some great customers presenting. 00:27:37.637 --> 00:27:42.447 CDW, their managed service provider team is going to be presenting on 00:27:42.467 --> 00:27:44.857 automated customer facing reporting. 00:27:44.867 --> 00:27:48.787 We're going to have GlideFast presenting on automated customer 00:27:48.787 --> 00:27:50.607 facing status reporting. 00:27:51.137 --> 00:27:55.277 We're going to have leaders from the Teradata and Cignet PMOs talking 00:27:55.277 --> 00:27:59.997 about how they've operationalized automated reporting within their PMOs. 00:28:00.382 --> 00:28:03.352 And, , all of these people are your peers and they've, done it 00:28:03.362 --> 00:28:06.292 with our help, they've done it with their internal resources. 00:28:06.302 --> 00:28:10.652 So I think it is really going to be a great event to learn, but also to, to 00:28:10.652 --> 00:28:14.712 really connect the dot to where the way you're doing it today, isn't the 00:28:14.712 --> 00:28:16.492 way that you maybe should be doing it. 00:28:16.532 --> 00:28:20.502 And taking the leap isn't as difficult as you might think it is. 00:28:20.983 --> 00:28:21.863 CJ: Yeah, that's great. 00:28:21.873 --> 00:28:25.323 And , one of the, sessions that they really caught my eye, Rob. 00:28:25.393 --> 00:28:29.233 Um, Robin Ashley is vivid charts versus PowerPoint. 00:28:29.283 --> 00:28:31.603 The heavyweight report bill showed out. 00:28:32.258 --> 00:28:32.638 Duke: nice. 00:28:32.638 --> 00:28:33.548 Who's doing that? 00:28:34.423 --> 00:28:37.360 Ashley M: Uh, Ksenia, our director of customer success is going to 00:28:37.360 --> 00:28:38.673 be the main speaker on that one. 00:28:38.673 --> 00:28:43.853 And so the idea is she's going to take a desired outcome, a report that she 00:28:43.853 --> 00:28:45.503 wants to build with ServiceNow data. 00:28:45.823 --> 00:28:50.163 She's going to pre record herself doing it in PowerPoint versus setting it up in 00:28:50.163 --> 00:28:52.383 a VividCharts template in the platform. 00:28:52.753 --> 00:28:56.413 And then we're going to play them side by side and she's going to provide commentary 00:28:56.633 --> 00:29:00.033 on how much easier it is and the things that you're missing when you think 00:29:00.033 --> 00:29:01.383 you're being efficient in PowerPoint. 00:29:01.663 --> 00:29:02.793 So that one's going to be really fun. 00:29:03.573 --> 00:29:04.253 CJ: I love this. 00:29:04.533 --> 00:29:05.053 I love this. 00:29:05.193 --> 00:29:08.303 This is this right here, this session is going to illustrate like 00:29:08.313 --> 00:29:12.193 all the value right there that vivid charts brings to the table, right? 00:29:12.193 --> 00:29:13.067 Because you're going to see. 00:29:13.067 --> 00:29:13.444 Transcribed by https: otter. 00:29:13.444 --> 00:29:16.928 ai Immediately, like how much better it is to do things in vivid charts 00:29:16.928 --> 00:29:18.068 than it's to do in PowerPoint. 00:29:18.278 --> 00:29:20.118 And I'm Microsoft certified. 00:29:20.118 --> 00:29:21.888 I've been in it for a long, long time, right? 00:29:21.888 --> 00:29:24.048 Like, I do not like PowerPoint. 00:29:24.053 --> 00:29:25.938 I am not a fan of Excel, right? 00:29:26.148 --> 00:29:29.258 . So, , I'm definitely in, in the audience of. 00:29:29.768 --> 00:29:30.198 Yes. 00:29:30.398 --> 00:29:31.518 Move it all to service. 00:29:31.548 --> 00:29:32.978 Now move it to vivid charts. 00:29:33.038 --> 00:29:34.168 Let's do everything there. 00:29:34.358 --> 00:29:37.558 Let's leave these kind of relics of the past , behind, especially 00:29:37.558 --> 00:29:39.978 if you've already, if the data's already in service now. 00:29:40.512 --> 00:29:42.772 I'm looking very forward, very much forward to this. 00:29:42.812 --> 00:29:47.472 In addition to, , a very on a Duke session about building service now 00:29:47.472 --> 00:29:49.732 reporting program that matters. 00:29:50.202 --> 00:29:51.572 Do you want to talk about that a little bit? 00:29:51.992 --> 00:29:53.182 Duke: Um, sure. 00:29:53.202 --> 00:29:58.498 I guess the thing that I am most passionate about is, everything 00:29:58.968 --> 00:30:02.658 that happens before you realize the genius of vivid charts, right? 00:30:03.028 --> 00:30:09.347 going from that stage of, air quotes do reporting to making a 00:30:09.347 --> 00:30:13.777 solution that actually matters that actually moves the needle. 00:30:13.777 --> 00:30:18.067 I can't even calculate the amount of money that has been spent on service 00:30:18.087 --> 00:30:21.737 now that hasn't even at the start. 00:30:22.167 --> 00:30:27.307 At the start, talked about what outcomes do we expect are going to improve. 00:30:27.857 --> 00:30:28.267 CJ: Yes, 00:30:28.597 --> 00:30:31.077 Duke: I'd take like 9 out of 10 customers that just say, 00:30:31.077 --> 00:30:32.697 okay, we got to implement ITSM. 00:30:32.927 --> 00:30:37.387 If you ask them, what outcomes does incident manage, incident management 00:30:37.387 --> 00:30:39.477 provide, and how do you know it's working? 00:30:39.842 --> 00:30:42.022 Like how many out of 10, Corey, do you think would just 00:30:42.032 --> 00:30:43.162 stare blankly back at you? 00:30:44.127 --> 00:30:47.167 CJ: uh, 9 10 didn't, then it's approved. 00:30:47.332 --> 00:30:48.652 Duke: I would, I would agree. 00:30:48.672 --> 00:30:54.222 And so it's like somebody has to care about building a solution that matters. 00:30:54.222 --> 00:30:56.372 And that's what I love about the ServiceNow ecosystem. 00:30:56.518 --> 00:30:57.888 everybody's baller, right? 00:30:57.888 --> 00:30:58.918 They're just like, Oh my goodness. 00:30:58.958 --> 00:31:03.128 Finally, a lever that I can use to up my career. 00:31:03.158 --> 00:31:06.368 I can slay some dragons with this tool, look like a hero. 00:31:06.388 --> 00:31:08.398 And that gets me to the next stage of my life. 00:31:09.133 --> 00:31:13.163 So I'm banking on the people who want to slay dragons will listen to this 00:31:13.173 --> 00:31:18.600 story, will listen to this, lecture that teaches you how to actually build 00:31:18.940 --> 00:31:24.250 a reporting paradigm and transition from just being that poor SOB that's 00:31:24.250 --> 00:31:27.240 got to listen to like the next different way somebody wants a list. 00:31:27.305 --> 00:31:34.208 View grouped going from just these ad hoc reports by the dozen to building 00:31:34.208 --> 00:31:39.878 a program, a reporting program that takes whole solutions from deployment 00:31:40.258 --> 00:31:46.088 to the visualization of wow, this is working well, this was money well spent, 00:31:46.717 --> 00:31:46.747 CJ: Yes. 00:31:47.452 --> 00:31:50.242 Duke: or we're not getting the value yet. 00:31:50.332 --> 00:31:52.032 And here's where it's going wrong. 00:31:52.413 --> 00:31:52.753 CJ: Yes. 00:31:52.888 --> 00:31:55.028 Duke: did that answer ranted there a bit, 00:31:55.348 --> 00:31:56.708 CJ: No, no, absolutely. 00:31:56.708 --> 00:31:56.898 Right. 00:31:56.898 --> 00:31:59.598 And I'm going to take this, a little bit to a meta level. 00:31:59.598 --> 00:32:05.648 . And talk about the outcomes of, building a reporting program around outcomes. 00:32:05.698 --> 00:32:09.248 . And 1 of and that may come is that you get a, you end up with a service 00:32:09.248 --> 00:32:13.538 now, , platform and instance, . That is more helpful to the business 00:32:13.578 --> 00:32:14.998 than it's ever been before. 00:32:15.548 --> 00:32:18.968 . And that's one of the things that we're seeing now in this industry kind of 00:32:18.968 --> 00:32:22.748 writ large is that, , a lot of folks have been service now customers now 00:32:22.748 --> 00:32:26.595 for quite a while, and they're starting to get to that point where, they're 00:32:26.875 --> 00:32:30.615 looking to get more out of the platform, more out of the instance, right? 00:32:30.615 --> 00:32:34.035 And they don't necessarily know where to go or where to look right. 00:32:34.035 --> 00:32:38.265 And I'm looking at how vivid charts can actually provide help provide 00:32:38.275 --> 00:32:43.145 that direction on how to take that service now program to the next level. 00:32:43.605 --> 00:32:49.635 Duke: Yeah, like I guess part of what inspires it is like 17, 18 00:32:49.645 --> 00:32:52.665 years ago when I was at a company where we're using, we're using 00:32:52.665 --> 00:32:54.505 magic, a Corey, you know, magic, 00:32:55.000 --> 00:32:55.720 CJ: Oh, yeah. 00:32:55.765 --> 00:32:58.435 Duke: weren't using, we weren't using service now and. 00:32:58.915 --> 00:33:02.795 Every single week, one group manager would be like, I need 00:33:02.795 --> 00:33:04.135 you to tweak this report for me. 00:33:04.172 --> 00:33:05.512 it's my good morning. 00:33:05.522 --> 00:33:06.672 Here's what we have to worry about. 00:33:07.462 --> 00:33:08.542 And God helped them all. 00:33:08.652 --> 00:33:12.032 They were all legit trying to, at least they're reaching out to reporting 00:33:12.212 --> 00:33:15.492 and saying, here's how I need to improve the performance of my team. 00:33:15.568 --> 00:33:21.848 But it was like 20 of these people, over 20, like individual group managers all 00:33:21.848 --> 00:33:23.678 like with their own separate morning. 00:33:24.023 --> 00:33:25.423 Like hit list report, 00:33:25.743 --> 00:33:26.043 CJ: Yep. 00:33:26.293 --> 00:33:28.593 , Duke: each of them were getting some parts right, but nobody 00:33:28.593 --> 00:33:30.003 was seeing big picture stuff. 00:33:30.633 --> 00:33:33.933 And I was so like, I just, I just spent so much time on it. 00:33:34.333 --> 00:33:35.273 So much time. 00:33:35.423 --> 00:33:36.963 And then, you know, we had crystal reports. 00:33:37.483 --> 00:33:38.613 in magic, right? 00:33:39.393 --> 00:33:40.303 Crystal reports. 00:33:40.373 --> 00:33:41.043 Oh, 00:33:41.073 --> 00:33:42.063 CJ: that was good stuff. 00:33:43.103 --> 00:33:46.083 Duke: I would have preferred having vivid charts, but crystal reports was nice. 00:33:46.693 --> 00:33:49.353 And I just decided I took a whole bunch of time off hours. 00:33:49.393 --> 00:33:53.973 I built a beautiful single crystal report that took the best ideas of everybody. 00:33:54.628 --> 00:33:57.792 And put it on one chart and it showed them , here's the, your super 00:33:57.792 --> 00:34:01.092 mega ultras that you got to worry about, or everybody's fired, right? 00:34:01.112 --> 00:34:03.312 Here's other stuff you might be interested in. 00:34:03.322 --> 00:34:04.922 Here's some lightweight trending. 00:34:05.632 --> 00:34:08.002 And it was just game breaking. 00:34:08.148 --> 00:34:09.668 they were so amazed by it. 00:34:09.852 --> 00:34:11.752 but I didn't get there from nothing. 00:34:11.772 --> 00:34:15.835 I had to really think about what makes a good report, a good report and. 00:34:15.907 --> 00:34:17.977 you know, I moved a gigantic mountain with that. 00:34:17.977 --> 00:34:20.950 I don't know where I'm going with this, but essentially, it's just if you want 00:34:20.950 --> 00:34:26.407 to go from somebody who's just filing ad hoc reports to being the driver of 00:34:26.427 --> 00:34:31.617 other teams being super satisfied with being able to build their own case. 00:34:32.522 --> 00:34:34.992 You know, for anything, here's why we're doing awesome. 00:34:35.192 --> 00:34:38.782 Here's where we're lacking extra managerial energy or resources. 00:34:39.212 --> 00:34:42.512 You can't do that with a whole ton of forethought and I'm going 00:34:42.512 --> 00:34:43.552 to teach you the forethought. 00:34:44.412 --> 00:34:45.812 I just did a whole second pitch. 00:34:46.162 --> 00:34:46.512 That's awesome. 00:34:46.612 --> 00:34:48.372 But it's my podcast, so I don't feel sorry. 00:34:51.857 --> 00:34:56.123 CJ: So, one of the questions that I wanted to ask is, , how did you all decide 00:34:56.143 --> 00:34:57.743 to throw a digital conference, right? 00:34:57.743 --> 00:35:00.663 , this doesn't seem to me like something that you do on a whim, 00:35:00.663 --> 00:35:04.040 nor does it seem to, be something that, is a small endeavor. 00:35:04.550 --> 00:35:08.100 So I'm just wondering, like, you know, how you woke up one day and said, you know 00:35:08.100 --> 00:35:09.760 what, we should do a digital conference. 00:35:10.340 --> 00:35:10.530 Thank you. 00:35:11.240 --> 00:35:12.560 Ashley M: no, that's a great question. 00:35:12.620 --> 00:35:15.230 well, I mean, the first thing I'll say is, , obviously our whole product. 00:35:16.310 --> 00:35:19.880 Positioning proposition is built around efficiency, right? 00:35:19.880 --> 00:35:23.080 And being able to do things digitally and in real time. 00:35:23.400 --> 00:35:26.230 So I feel like it really played into kind of our core mission and what 00:35:26.230 --> 00:35:29.720 we're after when we talk about the value that we provide our customers. 00:35:30.130 --> 00:35:33.870 But really, I think the impetus goes back to knowledge in May. 00:35:34.200 --> 00:35:37.670 Um, it's my first time attending ServiceNow's knowledge conference in May. 00:35:37.680 --> 00:35:39.050 We brought a large team. 00:35:39.280 --> 00:35:40.810 We got a ton of value out of it. 00:35:41.045 --> 00:35:44.485 Simply because you gather all of these really amazing people on their service 00:35:44.485 --> 00:35:46.755 and service now community in one space. 00:35:47.095 --> 00:35:51.065 But I was really blown away with the level of speakers that they 00:35:51.065 --> 00:35:54.345 were able to pull in and have speak on a variety of different topics. 00:35:54.615 --> 00:35:59.155 And as much as we were there to build brand awareness and show people why 00:35:59.185 --> 00:36:02.145 Vivi, you know, why and how Vivi charts could help them in their business. 00:36:02.445 --> 00:36:06.455 It was also great to sit on some of those sessions and just learn a ton. 00:36:06.855 --> 00:36:09.345 And so as a business, we are really focused on. 00:36:09.405 --> 00:36:11.585 Providing value back to the community. 00:36:11.875 --> 00:36:16.015 And I felt like what a low tension way to get a bunch of people together 00:36:16.225 --> 00:36:19.345 and continue to build the service now community and position vivid charts 00:36:19.355 --> 00:36:22.465 in the center of it, then to have this digital conference where we get 00:36:22.465 --> 00:36:25.025 all these amazing people together who are going to speak on different 00:36:25.035 --> 00:36:27.505 topics and provide a ton of value. 00:36:27.605 --> 00:36:30.235 , to our current and hopefully future customers, right? 00:36:30.545 --> 00:36:34.255 To your point, it's not a small endeavor, but it's absolutely been a labor of love. 00:36:34.505 --> 00:36:38.695 And I just think that the gains from it will continue far beyond the event. 00:36:38.905 --> 00:36:41.175 There's going to be so much content that we're going to be able to put out 00:36:41.175 --> 00:36:44.445 into the world to help people learn how to better utilize their service. 00:36:44.465 --> 00:36:46.845 Now, data, it just will continue to give back. 00:36:46.895 --> 00:36:48.595 I believe long after the conference. 00:36:49.735 --> 00:36:50.485 CJ: Yeah, I'll be honest, 00:36:50.795 --> 00:36:51.195 Duke: go ahead. 00:36:51.205 --> 00:36:51.265 Thank you. 00:36:51.735 --> 00:36:52.765 CJ: Let me start that over. 00:36:53.795 --> 00:36:54.355 I'll be honest. 00:36:54.355 --> 00:36:58.545 This is the 1st digital conference that I'm actually looking forward to, right? 00:36:59.265 --> 00:37:00.715 You know, that like most of the time. 00:37:01.155 --> 00:37:04.415 , you go to a digital conference or you, or one, , attempts to put one of these 00:37:04.425 --> 00:37:10.965 things on and , the level of content versus, um, it, it just doesn't seem like 00:37:10.965 --> 00:37:16.205 they've thought it through in the way that you all have, this feels very cohesive. 00:37:16.555 --> 00:37:19.665 It feels like you have something for everyone, no matter what part 00:37:19.665 --> 00:37:23.735 of their career they're in or what type of career they're in. 00:37:24.135 --> 00:37:27.455 And I feel like it's going to answer a lot of questions around. 00:37:27.895 --> 00:37:32.292 Not only vivid charts, but reporting and outcomes related to reporting 00:37:32.382 --> 00:37:33.802 and why all of this matters. 00:37:34.262 --> 00:37:34.522 Ashley M: Yeah. 00:37:34.712 --> 00:37:36.842 I mean, those are such thoughtful compliments, two 00:37:36.842 --> 00:37:38.112 cliches that come to mind. 00:37:38.452 --> 00:37:40.502 One is content is king, right? 00:37:40.502 --> 00:37:44.612 It's really easy, especially as a marketer to get preoccupied with how things look 00:37:44.612 --> 00:37:46.532 and how you're presented and positioned. 00:37:46.762 --> 00:37:49.822 And yes, of course I care about those things, but if the content wasn't going 00:37:49.822 --> 00:37:51.372 to be good, people weren't going to come. 00:37:51.422 --> 00:37:53.672 And then the other cliche is that a rising tide. 00:37:53.982 --> 00:37:54.792 Lifts all boats. 00:37:54.802 --> 00:37:55.082 Right? 00:37:55.082 --> 00:37:55.962 I think I got that right. 00:37:56.332 --> 00:38:00.242 And simply that means is we all learn together and grow in our understanding 00:38:00.242 --> 00:38:01.802 of how best to utilize service. 00:38:01.802 --> 00:38:06.572 Now, obviously, hopefully vivid charts wins in terms of showing people the value 00:38:06.602 --> 00:38:08.632 that comes with not letting your service. 00:38:08.632 --> 00:38:11.812 Now reporting be an afterthought, but it also just helps to educate 00:38:11.812 --> 00:38:15.772 people to your point at any area of their any stage of their career as 00:38:15.772 --> 00:38:19.122 far as service now goes, to better educate themselves on these topics. 00:38:19.172 --> 00:38:21.142 So we are really thrilled. 00:38:21.470 --> 00:38:24.050 Duke: right, we are at 40 minutes of record. 00:38:24.093 --> 00:38:26.353 Rob, Ashley, any last words for the audience? 00:38:27.057 --> 00:38:27.897 Rob W: for real time. 00:38:28.082 --> 00:38:28.472 Ashley M: Right. 00:38:30.352 --> 00:38:31.192 Gina is going to be a party. 00:38:31.532 --> 00:38:33.002 CJ: Yeah, so where can we find it? 00:38:33.317 --> 00:38:35.673 Duke: we'll put the links in the, in the description below. 00:38:35.750 --> 00:38:38.460 and also wherever you see this posted on social media. 00:38:38.780 --> 00:38:41.420 So we'll show both the links for the real time event. 00:38:41.650 --> 00:38:44.393 And, Ashley, if you could also send me the resource calculators you 00:38:44.393 --> 00:38:47.233 were talking about earlier, we'll put that in the description below. 00:38:47.468 --> 00:38:50.198 Ashley M: I will say that if you head to vividcharts. 00:38:50.218 --> 00:38:51.998 com, it's the first thing you're going to see. 00:38:51.998 --> 00:38:55.268 There's a banner at the top of every single one of my web pages right now with 00:38:55.268 --> 00:38:57.218 a link to take you directly to register. 00:38:57.248 --> 00:38:59.608 So if you don't want to go searching for other links, that's 00:38:59.608 --> 00:39:00.708 a really easy way to find it. 00:39:01.338 --> 00:39:01.738 CJ: Awesome. 00:39:01.960 --> 00:39:02.330 Duke: All right. 00:39:02.330 --> 00:39:03.430 I guess we're going to end it here. 00:39:03.440 --> 00:39:04.950 Rob, Ashley, such a pleasure. 00:39:04.950 --> 00:39:06.480 Thank you for making time for us. 00:39:06.763 --> 00:39:08.993 Rob W: Corey, thank you so much for having us. 00:39:08.993 --> 00:39:09.943 This was a blast. 00:39:10.108 --> 00:39:10.828 CJ: That was amazing. 00:39:10.828 --> 00:39:12.568 Really, really appreciate you all's time.