 So, please give a warm welcome to Chris Genoine, come on up. Perfect. Thanks, Linda. So, first off, I am not going to sell any Oracle software today. So, I'm not on the sale side. I'm internally within IT. A little bit about my background with Oracle. I've been with them for about two years. I oversee the service management disciplines within the IT organization. Interface across, you know, really the broad range of the different business units within Oracle. I've heard a lot of consistent themes, you know, over the past... the clicker's not working. Over the past couple of days, change has been pretty consistent. And the other night I was having a couple of cocktails and conversations with folks, and we were relating really the era that we're in right now is that pivotal state that if you go back to the Industrial Revolution when combustion engines came in and kind of changed the dynamics of the workforce, we're seeing things like Agile. We're seeing things like DevOps. We're seeing things like no-code IT, where our business is getting more and more accustomed to leveraging services like AWS or Oracle or, you know, any one of the major cloud companies that are out there and developing their own solutions. And we have a challenge within IT. That challenge is that, you know, we want to enable the business. We want to partner with the business. But in a lot of ways, we want to limit, you know, what type of development they do on their own, which is why I've been so interested in frameworks for the past 10 years, looking at how we can further integrate with the business requirements the business needs and empower them when and where that makes sense. But secondarily, let them leverage IT to help them be more agile, get their products to market quite a bit quicker. Looks like I'll be doing this. So a little bit about myself. About 20 years in IT, previous to that I was with retail operations where I oversaw the delivery of services and came into my previous company with that background, not even on the IT side. I got to play a unique role with them and I could relate the business into IT and understand what IT impact had to the overall business. Started out with the mainframe engineering group about 20 years ago, and then through that time worked all across IT, whether that was distributed systems, whether that was integration, project program management. And for about 10 years of that, I was focused on innovation. I was partnering with companies like IBM and Sun Back of the Time and others to help co-develop products because I was working in a company that really touched the majority of Americans with the products and services that they had. One of the things that we were able to do during that time frame is change the model of the company. We went from a very large grocery company to a technology company. And we invested more in technology than we did in a lot of the products or services that we supported. And a lot of that was to bring revenue into the company. And grocery margins are exceptionally small. So you have to leverage technology to grow your consumer base to get them to buy more products, to understand their shopping habits so that you can bring that into the stores and get them to buy more. As Linda had mentioned, I've gone through two implementations of IT for IT and both of the use cases around those implementations are dramatically different from one another. So I'll talk about the first one just real briefly. There was something the other day somebody asked that I brought forward into this presentation just to give everybody an idea on the two different ways that we look at IT for IT. So I'll start this one out with a story. I was sitting at my desk one day and I get a phone call from the CIO. And he said, in 30 minutes I need you to join me in the CEO's office. Never a good conversation. You know, you need to worry about, you know, what is the CEO thinking at that time? What did IT do wrong? So I walked across the street over to the mahogany office and sat down at the conference table that the CEO had in his office. And he posed a simple question. He said, we're spending too much on IT. What can we do to fix it? And it was a unique challenge that we had, you know, lots of ideas that we could have done. At this point we had already transformed more into a technology model than the grocery model. And I asked him to quantify his statement a little bit more. He said, well, you know, we spend more on IT in this company than we do in the rest of the business. We spend too much on software. We spend too much on the employee base. They're high cost resources. What can we do to bring some of that back in so that we can reinvest in our business at the time he wanted to remodel all of our stores and come out with some new concepts within the stores? So I thought about it. And I understood the concept of spending too much on tools. Part of my responsibility at that time was I had ownership over all of the IT tools. I had responsibility for automation and the environment. And there was a lot of things that we were starting to do but nothing that was really bringing benefit or value back into the overall company from a tooling perspective. So I suggested, well, we can take a look at the tools. We can see what we can reduce. We can definitely automate more in the environment but I didn't have a solid plan and that's not really what the CEO wanted to hear at the time. So I reached out to a couple of people in the industry to get their thoughts. And there was actually a CTO of HP that said, hey, there's this brand new framework that we're starting to collaborate on and contribute to which was IT for IT. And at that point in time I said, all right, well, teach me a little bit more about it. And I got connected with some of the people in the room here and started talking about what is this framework. I've never understood how an operating framework may apply in this situation, but hey, I'm open for a conversation. So we started down the path and what we realized was that we had an abundance of tools. We surveyed all 1200 IT employees. We did discovery on their laptops. We looked at things like the CMDB and we came out with 1300 tools and IT applications that were used with MIT. Just a tremendous amount of software. Now granted, some of those were IDEs that were used by developers and some open source stuff that maybe we didn't have control or were spending money on. But at the end of the day there was no way that we could be efficient with 1300 tools. We had 1500 business applications. This is a company with about 220,000 employees. Yeah, you expect that. And they weren't only a grocery company, they did manufacturing, they did supply chain, they did banking, they did pharmacy. So each line of business had its own unique software and applications. So after going through the initial conversations with some of the folks from HP and people that represented the open group we came up with a plan. We said we want to reduce or rationalize the tools that we have and we could use the IT for IT framework to do that. We could map every application or every tool that we had specifically to IT against the value streams within IT for IT. We could come up with a plan through that rationalization effort on how to return money back into the company. And we could look for opportunities for automation. It wasn't a scenario where we wanted to say we want to change the way that we operate, apply IT for IT towards our processes. Rather, it was a way that we could bring value back into the company. So as a result, and some of the statistics that you can see up here is we were able to reduce tools by 40%. We were able to reduce the business software by 30%. We were able to find gaps in our processes, kind of an outcome of going through the whole exercise and bridge some of our processes together. We thought we had a very solid ITSM and ITOM framework, but we found gaps and we were able to improve on that. We were able to get 100% of our processes aligned back to IT for IT. Something that we struggled with as a company for years to really understand how does this one particular tool relate to change management? How does change management relate back into incident management? We were strong in ITEL, but understanding why something needed to be integrated was not something that we were exceptionally strong with. At the end of the day, and to date, they've saved close to $70 million and that figures from about a year ago, last I checked, I knew that they were doing another effort around this which would have ended up saving them probably another $20 to $30 million after I left the company. This slide gives you an example around how we relate it and I apologize, the graphic came out a little small. What we did was we looked at every tool specific to the value streams and then the components within the value streams. We were very heavy in a couple of sections, things like service monitoring, which is the one at the bottom. We ended up having 285 give or take tools just in service monitoring. So this is a situation where we went out, we bought the best of breed products and then realized, you probably don't need duplicate tools that are out there. Can we change our business process? You can change certain things so that we don't need 285 service monitoring tools. Things like change management, we had one tool in place, that's great. Those are all things that you want to investigate. So we overlaid that on top of IT for IT and then what we did was started mapping it and we can see how everything related in terms of our tooling back into that and then we found areas of deficiency. Maybe we had to go invest in a tool or in some cases we can look at this to say where could it be automated. When you break it down at the tool level we can see each color represents a different tool and this is showing detect a correct here because that was probably our biggest problem area. We invested so much in monitoring, so much in problem resolution, so much in automation but we never offset tools as we brought new ones on. So the bottom one, service monitoring there, that was a result of probably 10 different managers coming into the department all having their own budget buying tools that they liked but never retiring it. All right, so this last slide here on our first implementation shows the end result. We built an ITOM model that was all based on IT for IT all based on our tool cleanup and where we could see the integration not only of certain pieces of IT whether that was service management whether that was automation whether that was CMDB or business management all of it became interrelated. This was our foundation for understanding the roadmap for automation going forward. By the time that this was implemented about 60% of IT processes were automated and available through a service catalog so any business user if they wanted a compute environment click of a button they could get it, it would all be charged back to their cost center. So let's look at Oracle. Who here has not heard of Oracle? Okay. Oracle is a pretty large company. We have about 152,000 employees and contractors and we touch about 500,000 customers worldwide. Internally, and I have some statistics up there even though we have a core IT organization of about 7500 people being a technology company a big chunk of our business is around technology so 40,000 developers we have 110,000 I'm sorry 160,000 people that are dedicated to supporting our customers. Our model here is really around developing those products getting those products to market and then supporting our customers as well. We also do a large amount with the education system so we have three and a half million students worldwide that we sponsor either through technology programs in a school or through scholarships and education on our corporate campus we're in the process of launching a brand new high school where it's completely technology focused trying to teach the youth things like programming and kind of these modern skills that are coming up. If you look at where we play in the market it's just about everywhere and that presents a unique challenge for us because we're in the process right now of moving from a software company to a cloud company now we will have all of our software in the cloud but we realize the industry is changing all of our customers are changing they're going to cloud, they're going to agile and they don't necessarily want to manage their own infrastructure anymore we're seeing a decline of overall data centers across the world we're seeing more investment in cloud 10 years ago when I first heard cloud I thought oh great this is the next big buzzword but it's come to reality and in truth cloud even though it is a marketing term it's been around since the 60s with mainframe MBS and some other things but it's getting widely adopted right now because it's cost effective, it's fast and it enables you to get your products out to market much quicker so if I look at Oracle 10 years ago and before I joined 15 years ago they were in this mode of doing massive acquisition and during that time well and we're still doing acquisitions today but back then it was really significant acquisition so that they could grow their portfolio of software we built ourselves into a corner that we would go out and buy all of these companies but each company had a unique ERP system each company had a unique email system each company had kind of their own ways of doing things and that ended up resulting in kind of an epiphany if you will that internally in IT we had to get our arms around this we would not be able to survive as a company if we had to manage 2430 ERP systems so on and so forth not only from an infrastructure perspective was it very costly but from a supportability perspective it was as well so then ITEL came along and we said ITEL great we're going to implement ITEL we're going to standardize things we're going to build out these robust service catalogs we're going to give our customers the best in class solutions the problem there was we had no conversations with the business we had no idea around what they needed so this was IT developing all of these solutions we consolidated 30 ERP solutions but we never went back to the business to say how does this impact your business process as we're doing consolidation if we standardize what does that mean to you so we had another challenge it wasn't that we had 30 ERP systems out there we had one at this point or multiple email systems but now we became almost inflexible because we've standardized even though the intention was to give our customers more freedom we thought that we could react quicker the reality was is that we slowed ourselves down and when we slowed ourselves down we ended up frustrating ourselves or alienating ourselves from our business they again thought IT is just another expensive cost center within our company maybe we need to go out and look at other solutions so during that time frame as we were consolidating the business started creating their own IT organizations and it wasn't pseudo IT they were full IT organizations so we ended up having these massive IT organizations that then competed with one another but the business did it out of necessity they did it because they had to get their products developed get their products tested get their products out to market because in a software company or a technology company like Oracle is if you're not the first to market you're not being competitive and you're losing market share so we had to rethink around how IT was doing IT we started seeing explosive changes in the industry we talked about cloud a little bit cloud was one of those big things we saw big data there was kind of this trend about 6, 7 years ago where all of these things were hitting us at once and a lot of our customers and what we heard from our customers were they were considering these ideas but they didn't know how to implement them so they were going to wait to see what happened in the market then you had growth of AWS you had growth of Azure you had growth of ServiceNow and some of these other really big companies that just kind of get a hold of our customers not our customers being Oracle but all of ours we would all start evaluating what are they doing why are so many people going to AWS we saw the adoption of cloud we saw agile come to market DevOps come to market and because of that a lot of the technology companies had to start shifting how they supported how they did IT internally and how we operated as a business we saw things such as continuous integration so our ability to put code in manage and leverage other people's developed code continuous delivery come out in the market we saw an explosion of open source tools that came with this and companies were getting more and more comfortable around either deploying to an internal cloud maybe it was a VMware stack or starting to reach out to public cloud offerings there was still if I look at five years ago six years ago there were still some concerns about clouds what's the security of a cloud how can I make sure that my data is protected how can I make sure that the cloud itself is not going to go down I mean we've seen AWS go down several times over the past few years we've seen Azure go down you know that's common things that that you hear from folks out there but things are getting more stable they're learning about HA designs they're learning about elasticity and in the most recent couple of years there's the explosion of containers so things like Docker using Kubernetes using swarm to be able to have a serverless or stateless compute environment these are the types of things that are driving the industry right now and as I started out saying you know we're at that pivotal point a place in our lives where we'll never see technology switch like it is right now going from traditional models to these agile models looking at how can I deliver code in minutes versus weeks, months or in sometimes years we've looked at how do we get away from monolithic type projects cloud is changing a lot of things one of our CEOs spoke recently around his thoughts on cloud you know in some of his predictions five years ago people were using cloud only for dev and test now people are very comfortable with putting production into cloud or using cloud in a hybrid type of architecture where they're bursting out to it he predicts within the next few years 100% of dev test will be in cloud there's going to be no need to run dev and test on your own data centers you'll spin it up when you need it, spin it down if you look at things like containers or even cloud PAS or SAS environments where you're paying based on utilization you know why have a server running full time to support that just spin it up as you need to Oracle's big shift right now is to get our customers out of the on-prem business and we realize there's a lot of our customers that are running very expensive software in their data centers on top of very expensive hardware in some cases if you're running Exadata or Exologic or one of those big iron boxes to where we're incentivizing our customers we're giving them basically a way to get out of the data center business cheaper licensing in our data center we'll even do management of your Oracle database environments two weeks ago at OpenWorld Larry Ellison announced a new database platform that's leveraging AI that tunes itself it upgrades itself it patches itself all without a DBA involved we see these times changing there's a lot of investment you know across all cloud companies on those capabilities and we're starting to see all of these companies compete with one another trying to get these new capabilities out to market so if we don't respond and responses either to hands everybody has an iPhone now they can get an iPhone application in seconds there's no instruction manual associated with it our business wants solutions to be intuitive but they want it in minutes if we can't do that IT's going to die if we're not able to recover from an incident in the environment they're going to look at maybe a solution provider to help out with IT if we're not able to provide the capabilities that they need for the business to be successful because it's not only IT that's going at a much faster rate today the business is going five times faster and if we're not able to adapt to that they're going to look for other avenues and we'll see the emergence of more shadow IT especially leveraging those no code type of solutions so as I said in the beginning we've heard a lot of things about change just a couple of quotes that I really like here change is hard because people overestimate the value what they have and underestimate the value of what they may gain by giving that up we've talked a lot about how IT is changing and people get scared when they talk about IT when you tell a network engineer guess what in two years you will no longer be a network engineer you're either going to be writing the automation or you're going to help with the DevOps pipeline they get scared they don't understand those traditional roles are changing into infrastructure developers more than anything else we see software to find data centers so your network is now considered code your application is considered code your operating system is considered code every discipline that we know as IT especially in the infrastructure areas has now been reclassed and you manage an operating system just like you manage an ERP application you know it's all code and it's all bundled together so I'm going to go into a little bit more of the details around our transformation so about a year ago another phone call from the CIO and he had said I don't think that we're supporting our business well enough that we're not moving fast enough we need to look at other ways to operate as an IT organization and one of the reasons I joined Oracle a couple of years ago was that I could help do things like this that I could help influence change the CIO at the time was very interested in my background with IT for IT he was very interested in what I had done with automation and tools rationalization some of those more recent activities and he knew that I was familiar with a lot of the concepts up here and we had a conversation should we follow ITEL anymore is ITEL still relevant in a modern IT organization or should we be looking at things like agile should we still do waterfall in some cases and the concept of DevOps so I started taking a look at the overall process model within IT and within Oracle and this may or may not shock some of you but we were very dysfunctional inside of IT we did change management we did incident management event management kind of the core things but out of the 26 ITEL processes we had about 18 that I would say we had defined and were actively executing but the problem was is that we only had one or two processes that were actually talking to a central repository and it wasn't even a CMDB it was an asset management solution and across processes nothing was talking with one another so the first thing that we wanted to do through this transformation was change the way that we physically operated as an IT organization we knew that we had to integrate our processes we knew that we had to deploy a CMDB we knew that we had to make our processes as agile like as possible we looked at methodologies like agile like lean we looked at IT for IT and we said what's going to be the right thing for Oracle we know that we have to start out with a basic process model and make it a little bit more mature and by the time that we're done just like the other drawing I was showing up there we have to have everything talking to one another you have to have a relationship model on all of your processes which then spawn into your procedures which then spawn into your organizational structure so being a big fan of IT for IT as I am I brought this forward and I had a small group that was working on the process definition I said this is what I want to do I want to take the overall reference architecture for IT for IT and lay all of our processes on top of it so as we start looking at how those processes are interconnected we want to make sure that we have these types of relationships built out I then said processes a great start but we have to have a vision around what is that business model going to look like in business model being the IT business model and it was gained on a company called CEB where they had a new model that they were pitching out there called the digital enterprise model and it pulls in a lot of things from Agile but it also looks at some of those traditional approaches as well but it is really built around efficiency within your IT organization and then we knew that we wanted to become more Agile like and we looked at a handful of Agile methodologies out there and we said well, scaled Agile looks right it allows you to operate in a multi-modal fashion you can still have traditional infrastructure and DevOps team and still manage the overall lifecycle and delivery of those capabilities and the first thing that we did when we looked at IT for IT was the value streams we said here are the major processes that we want to deal with and how do we align that to the overall value streams we started with a small set of processes we looked at seven initially configuration management test management release management, change management and what we did during this process was we scrapped all the flowcharts and all the process definitions that we've had for years and we rewrote them from scratch we said in order to survive the future what do these processes have to look like we then moved into the second wave of processes filling it out a little bit more in detail this was going to give us the secondary ones that built on top of the primary processes and again having all of those interconnected having them agile like having them lean and as every process was developed the sub points within those processes every single one was aligned to a tool or automation so if we take a look at how these all overlay if we look at strategy 2 portfolio for example we were able to align that specifically to the initial engagement piece with agile we were able to say this is the roles or these are the roles and here's how they'll operate based on the overall process definition as with any activity that we wanted to do with this we never designed or selected tooling until after the process and the overall operating model was completed too many times in IT we'll buy a tool and then try to fit your business model around it this time around we actually wanted to do pure process definition and have it guide the organization I'm running a little short on time so I'm going to skin through these a little bit here's another one where we're looking at requirements to deploy where agile has a pretty robust model there and then we can overlay the tools on top of that as well as each one of these becomes a little bit more detailed you see tools that are in there and one of the things that you'll see surprisingly is that most of these are not Oracle tools we went out to open source tooling for the majority of this we wanted our tooling model to be just as modular and flexible as our process model itself here's another one looking at fill and the last one is detect a correct one of the big things here that we implemented was this loop back model we've heard that a couple of times this morning one of the things that we've never done well at internally in IT is getting issues getting incidents getting inefficiencies reported back up so as part of this we've abandoned the problem management process completely and we've only implemented the defect management process so that anytime an incident happens or an event that needs to be corrected then it goes back into the overall back look gets addressed so we only expect it to happen once this slide here shows how we've then taken IT for IT and align that to the overall organizational model in a matrixed format so we have some line management which is going horizontal things such as automation things like risk things like your overall platform support those are all horizontal in nature and then just like the last presentation we saw that we have specific portfolios or value streams that are aligned to this those are either technology capabilities or specific lines in my last slide here looking at the result so as we have it implemented now we are about a year into a three year journey we have our first part of IT up in live using IT for IT using scaled agile which incorporates about 600 configuration items about six services and here we can see 64 agile developed applications it also incorporates the traditional non-agile traditional data center applications in there as well things that we've incorporated into this things like CAB change-approved boards has been completely eliminated so as we made the process more agile like more lean we track all changes through automation through master data management those types of things so we still have the record but nobody has to go and file a change we've seen efficiency gains so change management went from a 10 day process basically down to 24 hours server deployments or compute environment deployments have improved by 500% just by transforming the way that we work and aligning that to IT for IT and turn it back to you I see you have a quote just like a previous speaker did you want to put some context to that? on this one I think as we were talking about change there's always that point of uncertainty so this quote in general is really about accepting it and understand that if you're not in for that long haul if you're not willing to weather the storm then you could have consequences does anyone else feel like one of those last slides was hitting the Holy Grail? it was pretty amazing to just think eight years ago that when we were investing so heavily in the advice, change advisory boards and locking them in just the things on your slide are things that I hear customers trying to achieve why don't we sit down and talk about it a little more because you have a very vast number of questions that people want to hear about from you let's start right from the beginning I knew this would come up people were pretty impressed by the numbers you showed in your first use case with your former employer and so the question here was can you give us a feel for what time frame they realized those big numbers in savings you said 60, 70 million to date about 70 million to date and the overall execution of that effort started well we did planning for nine months and so the actual execution the tools rationalization started about three and a half four years ago gather that he got his his story models just thanks to that that's excellent okay let's see another really good one is in the again on that first use case people are asking questions about the actual methodology so I think we could maybe take this at the high level because am I correct you're available on the lunch hour and on the coffee break today for people to find you for details so here's one that you could dive very deep on but you can stay at the high level what methodology did your organization use to find out the process gaps with respect to IT for IT so back when you showed your map application rationalization exercise so there were a couple of methodologies that we actually leaned on so some of those were introduced through enterprise architecture we did a pretty close engagement with them through that journey so we had to understand capabilities we had to understand business alignment and then in terms of the overall discovery approach we followed very much an agile like type process everything was done in very small iterations it was all done through kind of intimate type sessions to really understand what was out there we didn't use a formal industry methodology until we actually aligned to IT for IT and then our business partner at the time helped us through that process and then I think we had a question here related to that as well which is that your horizontal bar chart over there was showing tremendous duplication of apps that you called out in your session but it also looked like it showed some gaps so people were asking was there something that came out that was actually missing or? No, great question so in some cases we offset tools with more of an enterprise platform and in other cases we offset them with automation there were gaps as we found throughout that process and that was actually deciding factor to say why don't we go from 1300 tools down to basically 140 service platforms so we went with some bigger platforms in some cases but we tried to automate as much as we could if that was possible. Excellent, so then moving on to the Oracle case study the question is do you use IT for IT to support your current offerings on the cloud arm or in your internal IT operating model? So a little bit of both right now the primary focus has been around internal IT and we're in year one of a three year journey we've introduced our cloud business to IT for IT and they're using a couple of different methodologies today but the intention is over the course of the next three years that they'll be more heavily consuming IT for IT we're also introducing TOGAP as part of this whole journey it's my first implementation of TOGAP so it's going to be interesting going through that but I'd like to apply that to them as well. Maybe you can come back and talk to us about that next year with some outcomes. Excellent, let's see do you how did you realize the balance between freedom in agile DevOps teams and avoiding an explosion in test automation tools in R2D? Give them that rain don't they go out and get their own stuff just like you had back with... They can but I think the intention is to have it more controlled so in terms of our testing methodologies we've changed our development practices where actually we developed a test cases so the testers instead of having all the empowerment at the end and choosing what they wanted to use actually had a lot of the contribution up front and that kind of helped with that model but I think more importantly we were actually developing the right way and we got more standardized on testing approaches and tried to get fully automated we're not there yet but over time the anticipation will be that we're developing 100% of our test cases through automation Outstanding and I think that's excellent that you took the feedback at the front end so that your constituents didn't you know felt like they had a say rather than you and we've seen that with a lot of things as well so for example knowledge management which is always typically at the last part of a project is now in the very beginning and knowledge is developed with every sprint versus waiting for production turnover we've got a work group for you and IT for IT these are some of the issues that we're working with and you know I noted you said you eliminated problem management these are some of the concepts we're working on and some of the IT for IT work groups out of the 26 ITEL processes through this journey in Oracle we've actually eliminated 8 processes okay something to speak to him about on the break close with this one at what level in the organization did the buy in for IT for IT start and how did that influence the pace at which you were able to succeed in these beautiful goals that you shared with us so with my previous company it actually started in the very front end so once I had an idea around how I could save the CEO money I said this is the framework I want to use it was immediately adopted within Oracle I took a different approach I did not tell anybody I was using IT for IT except those that were working with the process and had to understand how everything interconnected and it wasn't until basically we were selecting operating models so the CEB one that I showed up there did I say oh by the way we used IT for IT as our process framework and part of the reason there is that ITIL has left such a bad taste in people's mouths at Oracle and they have such an inversion to methodologies so I was able to basically build it without them knowing how it was being built and then we said oh by the way here you go and now that they understand it they love it that's an interesting idea that you've shared because so what you're saying is just do good work and show good results and later you can share what your secret sauce was exactly I mean you can't go wrong with the process at all so these two journeys the last one got you called into a CEO's mahogany office to start when are you getting the call from Larry Ellison um hopefully you preempted that hopefully after he sees the benefits from all this excellent alright can we please all give Chris Genoine from Oracle if they can thank you so much