 Sacha, great to have you here and one virtual welcome for Sacha Misra of HCL. Over to you, Sacha. Thanks. Greetings, everyone, and thank you for joining today. I see a large number of people joining across the globe. I'm really thrilled to be part of this virtual seminar now. I'm going to present, like Steve said, how to drive your digital transformations with a high speed delivery model, especially in a jazz world, which is anything and everything as a service, especially when you use IT for IT reference architecture. So today, in the next 25 minutes or so, what we're going to talk about is what is really changing in IT service management with respect to digital transformations. And then we will talk about the four pillars of the digital service management. And then we will also touch upon how and why the IT for IT is more important from a digital transformation perspective. And then we will talk about where to start if you want to start implementing IT for IT journey. And at the end, we will touch upon a case study as well. My introduction has already been done. I'm currently working in head still technologies and having engaged in doing a lot of development work in terms of products and services in the jazz service management in IT for IT open IT for IT open group. I'm part of the steering committee and adoption group. And that's about my short descriptions and let's get going. Just to very briefly on the digital transformation, as you can see in this slide, it depicts that some of the statistics about digital transformation and its adoption level in various industry verticals. The study indicates that some of the industry verticals such as media retail, telecom insurance and banking, they already have started adapting digital transformations. But some of the industry are in the process of starting out, they are in mid of deciding about their transformation journey. But what is the interesting fact is that the study reveals that 70% of such digital transformation initiatives will not reach to the stated objectives. And then 16% of such initiatives has given performance benefit. You know, all such indicates that the digital transformation is not so successful and why it is so, right? It is very important for us to understand. Well, while the business sees the opportunities and adopting the digital transformation, but at the same time, business alone cannot achieve it in isolation. So the IT has to be partner to it and they also need to adopt a new way of working in order to support this digital transformation. And this slide actually talk about how the IT paradigm has been shifting and how the service management is coping up with those, you know, development or changing in the technologies. So back in the year 2000 when, you know, the most adapted framework of service management ITL was implemented, right? That time the IT operating model was more technology centric, you know, and the CMDB remained the center of the universe of IT service management. Slowly, slowly the technology emerges, the business wanted more collaboration with IT and that's where we entered into a business centric IT operating model and the service portfolio based IT service management system was introduced. And but if you look at the current status in the digital transformation or digital world, right, we need a consumer centric IT operating model where the service catalog remains the center of the universe. So all your, you know, traditional or traditional service management framework is not going to be relevant anymore. So we need to adopt a new service management framework, which is more digital in nature and something like IT for ID and progressive service management concept will help you to establish that I mean to carry the same argument forward. You see that the traditional IT service management has given very little focus on the IT service fulfillment systems. You know, if you put some mathematical calculation, it will come around 4%. But when you compare that to any of the digital service management framework, it has given a complete quadrant of 25% to the request to fulfill or request management systems. That's how the things have been changed in the digital service management. It is more consumer centric and it allows the anything and everything as a service concept, much more in practical sense. Now to implement a digital service management. What are the guiding principles? How do you enable the digital transformations when and what are the key attributes of a digital transformation digital service management as a framework? Like I said, first of all, we need to transform from the technology or business centric IT operating model to a consumer centric IT operating model. And for that, the jazz service management remains one of the very, very important and critical aspects. So you need to have the entire your fulfillment system based on jazz service management operating model and the velocity becomes another important aspects. So your processes needs to be more agile. They need to be more, you know, adapting to the to the to the fulfillment systems and support how quickly you can think turn of the turn on around the things into the productions, but not by compromising the compliance. You need to ensure that the compliance are met. But all your policies are not IT centric. It is to be business centric and the velocity can also be achieved by having the technology capabilities such as the emerging technologies in the sense that the chat ops or the cloud native tools or features will enable your jazz systems more agile and more quick as the business is expecting us to deliver. Now, there is a database of working is another important thing. The moment we think about it. The first thing that comes to our mind is DevOps, but DevOps and IT service management cannot really in a work in silos or two different islands. We need to have a harmonized process working together in tandem to deliver the services. The taxonomies the terminal is is that we use in the rules that we have in different process framework or that needs to be harmonized and to have a common unified process model. And at the same time, to have a consumer centric IT operating model we need to have an integrated catalog. You know, that's that's remains a fundamental of consumer centric IT operating model because unless you have your products and services hosted in the catalog systems, it won't be available to the consumers to consume it. So it essentially mean that you need to consolidate all the services and products that is offered from your not just from the IT but also its partner and suppliers to have one consolidated systems. And it should allow the consumer to select the services which is more appropriate and fit for the purpose and and go ahead and and order for the service. But it also need to ensure that your catalog should should also facilitate the insights like you say charge back show back IT financial management, etc to ensure that your system is completely supporting the system of engagement. And then another important aspect is the automations, because until you have the automation in place in your entire fulfillment lifecycle, you will never be able to achieve the the the speed that the that the business wanted us to deliver the services. Now, in, in, in, in the mean of doing the automations or the automated fulfillment, we also need to ensure that the compliance is not getting compromised something like the tagging policy of virtualize it or this is just an example but there are so many things that you need to take care while doing the process automations. And when we talk about a ZAS environment, it we end up having multi supplied environment right when we have more than one supplied supporting to your services in such a situation the service integration and management and your orchestration engine has to work in tandem to ensure that your full end to end in a fulfillment system is completely orchestrated across. For example, let's say a consumer comes and asked for an entire environment, you know, provision in a click up a button. And how do you ensure that you need there might be a dozens of activity that needs to be triggered. So all such activities are to be algorithmically fit into your orchestration engine and trigger it on a click up a button from the engagement portal so that it has a seamless fulfillment system as a background process. And now having all that done is not sufficient what you need to do is also establish a governance and a management framework and which is very, very imperative from from a total inside perspective and from a cost perspective. Right, you want to reduce the number of approval approvals you know you don't want to put a lot of decision gates and make the processes bureaucratic you want to have them as thin as possible and also enables with the inside that the consumer and the business can see what are they subscribing for and how much of them is more relevant so that they can surrender the irrelevant subscriptions. Well having said that what is that you need, you know to establish a digital service management. I say that there are four ingredients which is very, very important that you need to adopt from a digital service management perspective. The first thing is that, like I said you need to have an operating model which is totally aligned to the jazz where everything is available to its consumer as a services. And the second thing that you need is DevOps. DevOps is nothing but an enabler for the jazz model. It will ensure that the idea is converted into a product and services as quick as possible in an iterative way. And then automations remains the heart of it because until you do the automations and to end up of your fulfillment systems, it will delay the delay the fulfillment life cycle. So need to ensure that automation plays a very vital role in all your cloud native or jazz native automations tools are integrated to each other. And then finally, you also need to have an AI of once the services are offered consumed and is available in the operations and tie your operations also needs to be digitally transformed that essentially mean that your operations can sense. Automatically the product to events and you know resolve it automatically by using the capabilities of machine learning artificial intelligence cognitive assistance, etc. So this is how you can drive your digital transformations. Now in order to do that, what is exactly you need right you need to have a process framework such as DevOps and I tool for will help you to create a process which is designed for digital and both of them together needs to be implemented. That essentially mean that you need to translate it into the into the tools and it for it is the reference architecture which provides the prescriptive guidelines which you can stitch all your all your data points to create a system of record in terms of your entire you know taking the requirement to run the services. Right and it for it. Those who are new to it for it. It's a it's a it's a value streams based it reference architecture which provide which enables the it to run is run as a business and it has four value streams started into portfolio works as in the planning level takes the requirement from business. And you know enterprise architecture and policy and get them the requirement now handed over to the DevOps for the development of the production services. Before it hosted the catalog item in the request to full full where the consumer guns and consume that services in from the catalog and then it becomes ready for one. It is consumed then becomes you know an operation items where the detector correct run the operations in a long term right so so you know if you have decided to implement the it for it. It for it to allow you to build your ecosystem in a more pragmatic pragmatic approach where you can actually it means that you may decide that what is more priority. What is that is more resonating to the to the current issues. What is the target area you want to you want to resolve first right what is the current CIO problems which you want to resolve. So you can choose what you want and deploy that in its delivery model. Let me tell you that what is more important as to be is a logical start but it's not very imperative from a CIO perspective because it's it's something that can that can be done later. But R2D is something that is being taken care of in the once you have implemented DevOps to see you can have it in any form of ideal implementation or a ops that can be achieved. What is more disruptive in a ZAS environment or a consumer centric IT operating model is R2F R2F was not present in any of the previous framework. This becomes an absolutely imperative to start and becomes a natural choice of selections. Let me take you through a case study. So HCL has done many projects of implementation of IT for IT based solutions. So let me quickly take you to one of such interesting case study of a retailer of global giant who has you know who is like 25 million revenue as presents across almost everywhere in the globe as different business unit accessing the IT services. They have engaged the HCL to redefine their IT operating model to have a cloud office which will drive and control and establish governance to maintain the transparency and traceability of the cloud services that has been offered to its consumer. And the customer has already deployed DevOps in some form and they already had a traditional IT service management. They have a defined strategies of cloud first and one day to production strategy but despite having those ambitious strategies their operating model is too much of traditional bureaucratic. And the ways of working is not aligned to the HCL ways of working. The DevOps consumers are really struggling to get the meaning to get the right services from the IT. Now when we actually zoom in to their problem statement in little detail we found that the catalog is totally distributed. The consumer has to actually browse through multiple catalog items in a different database. The chargeback showback was a daunting task because the call center is not really mapped to the resources. There is no defined process of doing a chargeback to the business. There was no clear meaning of what is direct cost, indirect cost, what is shared cost and the actual subscriptions. Then there were multiple channels and protocols where the consumers can come and consume the services. It's like the engagement with the consumer is again very distributed. The KPIs were very traditional. There is no measurement of cloud specific KPIs and lack of fulfillment, transparency and traceability because in the sense that the consumer has to actually chase multiple fulfillers for a single services and they are really confused in that area. So there were a lot of many issues that were recognized in their current systems. So how we achieved HCL and we do it in almost every engagement. So we understand the customer pain points, we do a thorough pre-study and understand the gaps within the current operating model, understand what is the need of improvement with respect to tools, processes, governance, people. And then we try to resolve them one by one in approach which we call that as build as a product and deliver as a service. So in the sense that what we do is that whatever the real adjustment that needs to be done with their existing products and services, we do that adjustment there and there and also bring our own products and services to make the customer implementation done and to end. Well, after the implementation, this is how it looked like. Let me quickly take you through the how their reference architecture works in tandem. So when we talk about a cloud office, it is the consumer is really DevOps users or application development communities business user or IT architect. They have been facilitated with an engagement portal and that is, you know, having all the facilities that you usually see in e-commerce website. For example, a shopping cart or they can compare the services coming from or source on the different cloud service provider. They actually compare from a cost perspective attributes perspective, utility warranty perspective, which is more fit for the purpose they select the one and then go ahead and order that services. If they do not find that service in the catalog, they can really embark or get an engagement to the catalog manager and do a rapid add with the help of a cloud architect. The cloud architect actually can go to the market and see what are the various options available as an external service provider or internal private cloud. And then and rapidly add that services. If that is found as a solution and made it make it available in the catalog, then the consumer can access the services in order for the services that they need. This is one entry point. The other entry point that we had is that the business directly coming to the service portfolio manager and asking for a new service or enhancement to the existing services. In that case, you know, the portfolio manager takes that business requirement, add those policy requirements in terms of your cloud policies, organization policies, legal policies, statutory policies and the enterprise architecture input of the requirement into the business requirement and make it a holistic end to end requirement before it is handed over to the DevOps team. DevOps team picks that pick that requirement runs the development life cycle convert that you know English requirement into a product or services and with the help of catalog manager hosted into the service catalog. Then it is available for the consumer to consume it. The consumer then accesses that the services and with, you know, once it is submitted, the order routing engine actually takes that request, decompose it and make it a sub request, you know, for the full fillers to fulfill that services in between the that order engine will use the fulfillment execution, which in turn use the automation engine in the orchestration to orchestrate the multiple activities and spread across multiple suppliers to fulfill that service as a background processes without being the consumer has to approach to the multiple service full fillers. And also it is important that we should provide all the insights with respect to the minus subscriptions, you know, one of the insight which the consumer can use it to see that what are the subscribe subscriptions that they're currently using. The service uses will tell you the capacity perspective the higher limit lower limit the uses in terms of the the compute as well as the cost and charge back show showback will really enable the it to actually charge back to the business that they are consuming for. And once it is consumed it is handed over to the operations for to run the services in the productions. Well, this is a typical the it you know the reference architecture how it looked like after the implementations. And this is what is the key outcome of post the implementation we achieved one day productions. Then the we have developed a cloud service catalog which is an aggregation of all the services that was offered from the various partners and it themselves. We changed that processes we cloudified their existing processes we also developed new processes by incorporating the various rules of the cloud supply chain and also developed the functional requirements specifications for the various tools across the supply across the fulfillment cycle to ensure the interoperability is being achieved and government is reporting becomes another important aspects to ensure that the proper insight is given to the business and consumer to, you know, to take the corrective actions in terms of the cost optimization. Accounting and cost optimization becomes another important aspects with respect to charge back and showback and which establishes a complete systematic approach where the where the it has to recognize the need and then you know transfer or charge back to the business for the services they are using for that's how you achieve. The it to run as a business eventually what we achieved is that one touch fulfillment for all these consumers for the variety of services that it is to offer. As a result of which we had a lot of qualitative quantitative benefits. The unaccounted cost reduced by 100% every resources are now accounted tagged and is available for accounting purpose 100% of the cloud service request now attract and trace and the disability and transparency was achieved. Reduction in the opera OPEX and CAPEX and as well as the consume the consumer efficiency was increased by 50% there are many other. I took little more than the allocated time. That's really it from my side at this point of time. Thank you so much for very many. Thank you so much. So much and it's great to see the case study and and and talking through the relevance we have for it for it in particular. We have a couple of slides I'll be quick so that we don't eat into last is time too much but first question it came in quite early slide 10 shows many areas that we need to deliver in order to enable digital transformation. For organizations who are just starting this journey. Is there a suggested priority instead of all at once. It all depends that what is the CEOs, you know, main issues or they are facing and what is the priority. So it for it is a completely pragmatic approach. So what we suggest is that it becomes a natural choice if you're doing a digital transformation because a lot of the abilities of converting the services and make it available as a package solutions and offer to the consumers. You know it for it enables that very quickly. Right. Okay, thank you. And very quickly, what is the difference or can you say some of the differences between it for it and safe version five. I'm safe version five and it for it. I'm not an SME for the safe but you know it for it is is definitely one of the reference architecture which impresses all is next in concepts. For example, if you have any DevOps or is a concept of like safe as well. You can actually run that into any of, you know, if you have implemented it for it is safe as well becomes very easy for the implementation. So it ensures that your record of references created and all your integration is established to ensure and to support your safe as well implementation as well. Okay, great. Thank you. We're we're right on time such a thank you for your presentation today and for your work inside the open group and and particularly the it for it for him so virtual round of applause for such a misery. Thank you.