 Live from Las Vegas, it's theCUBE, covering Knowledge 16, brought to you by ServiceNow. Here are your hosts, Dave Vellante and Jeff Frick. Hi everybody, welcome to ServiceNow Knowledge. This is Knowledge 16, no, hashtag no 16. We're here in Las Vegas at the Mandalay Bay Hotel. Jeff feels like our second home. It is Cube season and conference season. This is day one actually of our coverage, really day two of the conference. It kicked off yesterday with a lot of the technical sessions but the keynotes started today in the general sessions. We heard Frank Slutman laying out the vision of ServiceNow. Yesterday I happened to sit in the financial analyst meeting. This is a billion dollar company. They surpassed a billion dollars last year. It grew in excess of 60%. They're on track in my view to do a billion and a half this year. ServiceNow has laid out a vision by 2020 of it being a four billion dollar company. Jeff, we've been covering ServiceNow since the early days when they were a relatively small company with large ambitions and they've been executing nearly flawlessly on the vision that they set out and they continue to expand that vision, expand the total available market, bring out new products, bring on acquisitions. But the real story of ServiceNow is around the customers. The core customers, what Slutman calls our peeps, the IT folks within the heart of IT, bringing service management discipline not only to IT but throughout the organization. The other big vector of stories at any knowledge conference, of course, is the founder, Fred Luddy and his core team, the team of innovators that we're in the keynotes today. I swear, Fred Luddy was coding on his laptop. He loves to code. The guy's a programmer by heart. But you're seeing things like elegant design. We saw the announcement of a ServiceNow smartwatch today, a wearable device, basically an enterprise system to predict, to be informed, to take your favorite KPIs and bring them right to your wrist. So, Jeff, it's kind of more of the same, just bigger and batter this year. They just keep clipping along, right? It's just like you said, it's an execution game. I talked to Chris Pope a little bit in the hallways this morning during breakfast and he said kind of what's the magic and it just gets stuff done, right? People can just get their job done using ServiceNow and as you said, Frank loves to talk about the IT pros as their peeps, but he made an interesting comment in the keynote that there's a lot more IT functions, discipline, execution outside of the core IT team structure. So that obviously bodes really well for ServiceNow. But again, like you said, this is our fourth year here, running to the same customers every year. The passion keeps growing and then, you know, the other thing I think is interesting, looking at the little service providers that are no longer little service providers, Cloud Sherpas and fruition partners, both now part of Accenture and CSC. So when you see the big E&Ys here, service integrators, they don't make a play unless they see a really big opportunity. Yeah, they like to eat from the trough as it were and so the trough is getting larger, but I remember, Jeff, the first ServiceNow knowledge, we went to Knowledge 13, which was here in Vegas, one of the smaller hotels, and it was at the Aria. And we walked the floor at that time and we were sort of asking ourselves, well, where is Accenture? You know, where are the big SIs? And we saw Cloud Sherpas and companies like fruition who had a big presence there. Both of those companies were acquired, Accenture acquired Cloud Sherpas, CSC acquired fruition. The other thing I want to point out for those of you that may not be as familiar with ServiceNow, the company started with this sort of help desk mentality, really trying to automate and improve on help desk. Frank Slutman said years ago, he said at one of these conferences, desk is a four letter word and he got some booze because people are hanging on to their help desk. But it started with a relatively sort of legacy, attacking a legacy business, you know, back then Gartner Group was talking about how this is the end of that business, it's kind of going to go away. And you know, Slutman came in and really was the right guy for the job, helped energize the vision that was set forth in the early days by Fred Lutty. But what you've seen consistently is the company has expanded its total available market, going from problem management, change management, help desk, et cetera, expanding that out into IT service management, IT operations management, now bringing service management across other parts of the enterprise. What ServiceNow laid out today in the general session was essentially you had the first software estate was ERP. And that was brought to fore by the likes of Oracle and of course SAP. And then the next greatest state, we're skipping over some of the states, we're sort of fast forwarding to, you know, the open systems world, but the second greatest state was really that brought on by CRM and won by Salesforce. And what you're seeing ServiceNow is positioning as service management across the enterprise for everything in between back office operations and the sales and customer engagement like facilities, HR, but touching upon sales and marketing and some of the back office stuff. So they are laying out a vision of the third greatest state, which is ServiceNow, everything is a service enterprise service management where IT is the backbone of all of those operations. And Jeff, we're seeing that. I mean, IT, we've talked for years. IT touches every part of the organization, but increasingly companies are becoming cloudified and satisfied across the enterprise. And that's really a tailwind for ServiceNow. Yeah, it's a theme we talk about over and over. Every company has to be an IT company. It's just what services or products do they wrap their IT around. So important for competitive advantage. And I go back Dave to our day at the ARIA, a couple days at the ARIA, and I rewatched our interview with Fred, our day two interview, we did a couple with him. And he talks about the story of this platform vision that he had from day one and talking about to the initial investors. And they said, well, what does it do? Well, it does everything. What do you want to do? And really kind of a classic platform application play where then he built the application around a very specific use case and go to market. And now you're seeing that vision that he had back then as the platform capabilities expand to do so much more. And the other thing I remember from that interview with him was talking about the copy room and all the papers, the different color papers in the copy room. I need a vacation. I need a new laptop. I need to do this thing. And really enabling everyone to build those little processes that we're all encumbered by over and over again using this platform. Yeah, so I remember again, going back to the early days, we had walked the floor in the early Knowledge 13 days and said, wow, look at all these companies in the ecosystem, that's the key to this, is watching the ecosystem grow. And specifically trying to understand which of those companies in the ecosystem service now is going to require. I remember we had asked Fred about acquisitions and do they have to fit in? Do they have to be already running on the ServiceNow platform? And he said, well, that's kind of interesting. And what we've seen now is, and he really answered the question back then, but what we've seen, because he didn't want to show his cards, what we've seen is when ServiceNow makes an acquisition, like they did with ITAP and some others, they brought in ServiceWatch with another company. They purchased the GRC capability. They completely replatform the company, the software into ServiceNow, same UX using the CMDB, using the same user interface, everything is the same experience. So that's huge. Now, I want to dig into that a little bit and see how much, how does ServiceNow do that so quickly? I mean, because basically it's taken, I don't know, a year to replatform these, maybe nine months, 12 months, 14 months, but it's not the nine years that we see with, for instance, Oracle Fusion, which is sort of everything rewritten in Java. So it's going to be really interesting to see that. What else, Jeff, should we be looking for? The other piece that I picked up from Frank and the keynote was really kind of the different engagement models. He specifically contrasted CRM versus a service management approach. And you take care of the problem. He keeps going back to that I've fallen and I can't get up use case over and over. So that's kind of funny, but he takes it to the next level within a service management, which is to do the analysis and to do the root cause analysis so that you don't have these things repeating over and over. So it's a very different way to kind of approach customer engagement. I look forward to kind of digging a little bit deeper with Frank on that. Great, all right, keep right there, everybody. We've got wall-to-wall coverage, three days of coverage from Knowledge 16. Check out, well, the hashtag is no16. Check out crowdchat.net slash no16. We've got Bert Latimore documenting the CUBE interviews in there. Keep right there, everybody. We'll be right back after this brief word. It's always fun to come back to the CUBE because...