Blake Morgan, Customer Experience Futurist 

ServiceNow’s Perspective on Customer Experience

Industry Voices
Headshot - Blake Morgan
Side-by-side photographs of host Blake Morgan, Customer Experience Futurist, and Chris Bedi, CIO of ServiceNow, as they discuss ServiceNow’s perspective customer experience.

How ServiceNow walks-the-talk when it comes to customer satisfaction

ServiceNow Chris Bedi, CIO of ServiceNow, says his company strives to “be our own best customer.” Find out what that means, and hear how the ServiceNow and Juniper collaboration is delivering strategic solutions and quality of experience for employees and shared customers worldwide.

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You’ll learn

  • How ServiceNow makes the world of work, work better for people 

  • How the Juniper and ServiceNow partnership benefits ServiceNow employees and customers 

  • How Juniper AI technology has driven a 90% reduction in issues reported by ServiceNow employees on wireless 

Who is this for?

Network Professionals Business Leaders

Host

Headshot - Blake Morgan
Blake Morgan
Customer Experience Futurist

Guest speakers

Headshot - Chris Bedi
Chris Bedi
CIO of ServiceNow

Resources

Transcript

00:05 all right we're getting to our next

00:07 interview now with chris betty cio of

00:09 servicenow chris welcome

00:12 thanks blake great to be here hi chris

00:14 nice to see you looks like you're

00:16 literally in the office today

00:18 i am powered by juniper's miss

00:21 technology on my wireless you have all

00:23 this strategy behind you is that all

00:25 customer strategy no i don't my core

00:28 strategy isn't on the wall it's just

00:30 some chicken scratch

00:31 uh from brainstorming yeah i'm just

00:34 gonna zoom in after this and watch it

00:36 i can see it says hi chris so that's

00:39 um all right so your motto

00:41 i've heard is being your own best

00:43 customer helps us make all of our

00:46 customers more successful so can you

00:49 launch us into this interview by

00:51 unpacking what does that mean

00:54 sure we're our own best customer of our

00:55 own technology and for the folks on the

00:58 line who don't know what servicenow does

01:01 our core purpose is to make the world of

01:03 work work better for people

01:05 if you think about that

01:07 that's ranges anywhere from

01:10 you know helping the country of scotland

01:12 with its vaccine management and

01:14 distribution

01:15 to partnering with disney plus in terms

01:18 of helping their hundred plus million

01:20 subscribers have a great customer

01:22 experience which you and neil were just

01:23 talking about

01:25 or partnering with att another big

01:27 carrier as they transform their

01:29 operations

01:30 and as we're doing all of those things

01:32 for our customers

01:34 it's really really reliant on our global

01:37 cloud services and our global cloud

01:39 services are really reliant on juniper's

01:43 technology so our mission is to provide

01:46 the most reliable performing and secure

01:48 cloud services and we partner with

01:50 juniper on that to directly answer your

01:52 question all the technology

01:54 that we make available to our customers

01:56 we use ourselves and we use it ourselves

01:59 to

02:00 you know drive great customer

02:02 experiences for our customers

02:04 provide our own employees a great

02:06 employee experience whether it's virtual

02:08 onboarding as they ramp up to coming

02:11 into the office using our return to work

02:13 apps

02:14 and i think over the last couple of

02:16 years we've proven we've driven over

02:18 about 300 million in productivity

02:21 internally leveraging our own techs we

02:23 use it all internally we're really proud

02:25 of that but even more proud of the way

02:27 our customers are transforming and

02:29 leveraging it

02:31 it reminds me of eating at a restaurant

02:33 chris where it's the chef has to try the

02:35 food if the chef hasn't tried the food

02:38 you it probably doesn't taste very good

02:40 so i think that you really beautifully

02:42 illustrated that um there's been

02:44 increasingly more research that there's

02:46 a link between what we're talking about

02:48 today customer experience and actually

02:50 employee experience

02:52 and even my husband wrote this book

02:54 called employee experience advantage and

02:56 he found researching with hundreds of

02:58 companies that

02:59 companies that invest in employee

03:01 experience are actually 4.2 times more

03:03 profitable than companies that don't and

03:06 that's jacob morgan's research my

03:08 husband

03:09 let's talk about employee experience

03:12 what does employee experience mean to

03:14 you and how is the partnership between

03:16 servicenow and juniper really benefited

03:19 your employees in addition to your

03:21 customers

03:22 sure and i do believe blake the two as

03:24 you stated are very much linked together

03:28 and if and in that service now we really

03:31 put the customers at the center of

03:33 everything but we know

03:35 if we can't deliver a great employee

03:38 experience for our own employees

03:40 they won't be able to do really what we

03:42 want them to do to serve our customers

03:44 in the best possible way

03:46 and when i think about employee

03:48 experience and i think the pandemic has

03:50 accelerated this it's really the

03:53 employee at the center of everything in

03:55 control of where they want to work how

03:58 they want to work whether it's remote

04:01 hybrid or a mix like today i'm in the

04:03 office

04:04 in workflows that surround the employees

04:06 that help them digitally onboard

04:08 digitally ramp up digitally connect

04:10 digitally get help

04:12 all of that is really reliant on a

04:15 network that can support that

04:17 so we use um for our 17 000 employees we

04:21 use juniper's wireless products the

04:24 missed product set of products to make

04:26 sure that we are delivering a stellar

04:28 experience to our employees they really

04:30 can work from anywhere it might be in an

04:32 office

04:33 could be in a collaboration space and

04:35 could be at home but the whole point

04:36 being it's a seamless experience and the

04:39 employee never has to think about where

04:42 they are they know they're always going

04:44 to get always on reliant service

04:46 and for the few times that you know

04:48 there are issues really a drive to

04:51 proactively helping it organizations

04:53 proactively resolve those issues so an

04:56 employee never has to think about it and

04:58 we we partnered with um

05:01 juniper with their own ai technology you

05:04 were talking earlier about ai

05:06 and we've we've driven a 90 reduction

05:10 in the number of issues reported by

05:12 employees on wireless and think about

05:15 that like they're not wasting time

05:17 thinking about the network thinking

05:18 about kids a wireless gonna scale or

05:20 perform they're doing what we want them

05:22 to do which is further the strategic

05:24 objectives of servicenow

05:27 absolutely it makes perfect sense and it

05:29 sounds like innovation has been a pretty

05:31 important part of how you evolve with

05:34 the times and enable your employees to

05:36 really do what they need to do

05:38 would you say innovation has been a

05:40 pretty big part of the partnership and

05:41 what you're doing

05:43 absolutely and we've really enjoyed um

05:45 the partnership

05:47 with juniper on innovation and the ai

05:50 solution i mentioned our engineers were

05:52 literally

05:53 um in a room together maybe a virtual

05:56 room right figuring out how our how our

05:58 technologies can complement each other

06:01 and and not only for us here that

06:03 solution that we proved out here

06:05 together

06:06 is serving our joint customers worldwide

06:09 as well and then we partner with juniper

06:11 and actually

06:12 um two or three different ways one was

06:14 on the employee experience blake which

06:16 we were just hitting on but at the

06:18 beginning of our conversation i talked

06:20 about our services and how critical our

06:23 always-on cloud services are and with

06:25 juniper delivering that you know those

06:28 services which are highly performant

06:30 highly reliable highly secure that are

06:33 growing with us for our production

06:34 network which we call our cloud services

06:37 and then the third area of collaboration

06:39 is really

06:40 partnership on the product and go to

06:41 market side

06:43 so we partnered again with juniper on

06:45 their missed vble technology and

06:47 servicenow's contact tracing

06:49 applications to really provide a joint

06:52 solution that can help our customers

06:55 worldwide

06:56 leverage the power of mist and

06:58 servicenow workflows for contact tracing

07:01 to ensure employee safety

07:04 so sometimes it can be hard to make

07:07 everybody a priority at work chris

07:09 customers and employees it's a lot

07:12 and

07:13 obviously sometimes we have to

07:14 prioritize one group over another

07:17 or

07:18 deal with silos that

07:20 we're not working on both ex and cx at

07:23 the same time seems like you've been

07:24 pretty successful in managing both cx

07:28 and ex so what do you think cios like

07:30 yourself can do

07:32 to really break down these internal

07:34 silos between cx and ex

07:37 well blake i think it really starts with

07:39 declaring that they're not silos

07:42 and and and strategically um making sure

07:45 the enterprise can see how they're

07:47 connected i think traditionally customer

07:49 experience has been really focused on

07:51 that

07:52 front-end engagement layer it could be a

07:54 portal or something like that or it

07:56 could be customers calling in and neil

07:58 was talking about some customers don't

07:59 want to talk to anybody but i think

08:02 the gap has been that front end

08:04 engagement layer to

08:06 some organizations may call it the

08:08 middle office core operations customer

08:10 operations whatever name you put on it

08:13 that's where the employees are doing the

08:14 hard work of serving you know those

08:16 customers and trying to be proactive so

08:19 linking that front end

08:21 all the way to the middle office

08:22 operations all the way down to the

08:24 technical operations we think is super

08:27 critical here at servicenow that's how

08:29 we treat it and i think more and more

08:31 that's what we're seeing in our customer

08:32 base as well whether it's telco

08:35 operations whether it's banking

08:36 operations insurance operations where

08:39 it's not enough to just focus on that

08:41 front end layer it has to be the front

08:43 end tied to those middle office

08:45 operations tied all the way back into

08:47 the technical operations

08:49 absolutely and it sounds like you're

08:51 moving toward this idea of total

08:53 experience as you think about all the

08:55 moving parts and how it works together

08:57 can you tell our audience what that

08:59 means to you total experience and how

09:02 you get support for that

09:03 yeah absolutely and and total experience

09:06 i think is a great term and there was a

09:08 while where when cios like myself when

09:11 they would engage with partners like

09:13 juniper we'd talk about things like

09:15 quality of service

09:17 and i always thought that that was such

09:19 like a tactical thing and that evolved

09:21 into quality of experience and now today

09:24 we call it total experience so what that

09:26 means to me i'll say from a customer

09:29 lens is regardless of how a customer

09:32 wants to engage with you it could be on

09:34 a mobile app it could be on on a portal

09:36 as you were just talking about the

09:38 stadium experience it could be

09:40 via a chatbot but regardless of how a

09:42 customer wants to engage you the

09:44 experience the quality of the network

09:46 the security of the network it should be

09:49 completely consistent and the same thing

09:51 for employees and with partners like

09:54 juniper we are able to deliver

09:57 that total experience to our customers

09:59 employees and partners

10:02 yeah because everybody has a high

10:04 expectation and it's all related right

10:06 if your employees can't do their job

10:08 then it impacts the customer experience

10:10 if the customers are

10:11 mad and angry then your employees are

10:13 out of a job so it's this funky cyclical

10:16 thing and everything is important so i

10:19 mean that's very challenging for

10:20 everybody watching um chris let's talk

10:23 about the value in digitizing cx and

10:26 why do you think cios were such early

10:29 advocates for digitizing cx

10:33 well i think part of it is we see what

10:35 an impact that the experience can have

10:39 firsthand with our employees and when

10:41 that with that employee experience how

10:43 much more engaged how much faster things

10:45 are operating

10:46 and i think it's just taking that same

10:48 mindset how do we how do we how do we

10:51 transform the customer experience which

10:53 can really help help enhance top line

10:56 revenue there's been countless studies

10:58 you mentioned ones earlier that show

11:01 that leading with nps leading with that

11:03 customer experience creates a level of

11:06 brand loyalty

11:07 that will generate future top-line

11:10 growth

11:11 and i think as organizations accelerated

11:13 the pandemic have leaned into more

11:16 digital services more digital

11:17 experiences cios are playing a bigger

11:20 role

11:21 so whether it's a company like pepsi

11:23 that's going direct with snacks.com

11:26 heineken is going direct but even

11:28 organizations like honeywell creating

11:30 sas platforms to sell software as a

11:32 service that customer experience is

11:35 landing on the desk of the cio to say

11:38 how are we going to digitally enable it

11:40 because the non-digital customer

11:42 experience is becoming a smaller and

11:45 smaller part of the equation

11:48 right and thank you for

11:50 citing a company in my roi framework i

11:53 shared earlier about honeywell it's

11:55 great to hear that co is like yourself

11:58 or i mean you're very much involved with

11:59 your own company but you're also aware

12:01 of innovation like pepsi going direct to

12:04 consumer and it seems like you're very

12:06 much keeping your finger to the pulse of

12:08 what's happening with your entire

12:10 industry let's talk about data

12:14 and employee access to data has that

12:16 been a pretty big part of

12:19 your success you think giving employees

12:21 access to

12:22 data absolutely i mean data

12:25 it's been long written as the fuel of

12:27 the new economy and why we were talking

12:29 about it earlier leveraging the power of

12:31 ai and ml

12:33 and so so we need um all employees and

12:37 neil talked about you can't have a data

12:39 science team and call it a day everyone

12:41 has to be versed in machine learning and

12:44 not just people in technical

12:46 organizations right the whole concept of

12:48 citizen data scientists and the new

12:51 generation entering the workforce they

12:53 want to get their hands on it they want

12:55 to participate in digitizing their own

12:57 work using modeling to figure out how to

13:00 you know further their own objectives

13:02 and i think this marriage of leveraging

13:05 data and citizen development via low

13:08 code no code tools i think we're under a

13:11 really big i'll call it

13:13 revolution here where it won't just be

13:15 the central tech organizations that are

13:17 driving digital transformation all

13:20 employees getting their hands on the

13:21 data becoming conversant with how to

13:24 digitize their own world to again

13:27 accelerate the overall digital

13:29 transformation of their enterprise

13:32 so the chief information officer chris

13:34 has a tough job

13:36 i think that any customer thanks for

13:38 saying that

13:39 [Music]

13:41 sure it's it's a lot of pressure

13:44 um i mean just think about what um you

13:47 protect and uphold information i mean

13:49 information has become number one in

13:52 society no matter who you are

13:54 um can we talk about

13:56 how you are successful in getting

13:59 advocacy and buy-in from your colleagues

14:01 in the c-suite because

14:04 customer any customer program it's hard

14:06 to get people on board

14:08 getting the right investments recruiting

14:09 the right people

14:11 what advice do you have for everybody

14:12 watching this who are really trying to

14:15 secure support and advocacy for for

14:18 their programs

14:19 sure i mean it's all about tying all the

14:23 initiatives

14:24 to an outcome the company cares about

14:27 um at at the right time right at any

14:30 point in time the company has to care

14:31 about a thousand things some things are

14:33 going to be more important than the

14:34 others i have seldom found that

14:37 if an initiative or a program can really

14:40 move the needle on customer experience

14:43 can really move the needle on speed to

14:45 serve

14:46 or reliability or security

14:49 that it won't get my peers attention

14:51 here at service now

14:53 the art i think is in making sure that

14:56 one can draw that line

14:58 and tell the story

15:00 about how all these programs link to

15:02 that better outcome and then obviously

15:05 execution

15:06 um then creates that flywheel effect so

15:09 and i think machine learning you were

15:11 talking about earlier is a great example

15:12 of where there may be skeptics will

15:14 machine learning really work is it

15:16 really better than humans and so i think

15:19 experimentation

15:20 rapid pilots and proof of value

15:23 internally

15:24 really help then it's a little bit of

15:26 glo go slow to go fast

15:28 get the pilots demonstrate the values

15:30 show that the innovation can work and

15:32 then scale like crazy

15:35 yeah the advice you're giving us it

15:37 sounds like some other advice would get

15:39 in life which is when you're trying to

15:42 make an argument tell a story illustrate

15:44 the value to the people that care that

15:47 would care

15:50 test and then show the results do quick

15:52 tests

15:53 fail fast and so i think what you're

15:55 saying a lot of us can relate to and

15:57 learn from let's go back to this

15:59 discussion of total experience what do

16:02 you think is the future of this idea of

16:04 total experience as we think about the

16:06 evolving role of the cio

16:09 i think um

16:10 when i think of the role total

16:13 experience it's really saying who are

16:14 the key stakeholders and enterprise

16:17 cares about and we talked about

16:19 customers a lot

16:20 but partners are a key stakeholder for

16:23 some organizations with a deep supply

16:25 chain it's going to be suppliers

16:27 so really looking at those end-to-end

16:30 experiences across those

16:32 because that's how we're going to serve

16:34 our customers the best right how do we

16:36 get an end-to-end experience across

16:38 those remove the silos remove the

16:40 friction from those operations and as

16:42 things as we also think about you know

16:45 the network

16:46 what what does it look like at the edge

16:49 where we need more compute power at the

16:51 edge what are the possibilities right 5g

16:54 might create

16:55 for us in terms of delivering experience

16:58 to all of those different stakeholders

17:00 so total experience to me means looking

17:02 at all the stakeholders looking at

17:04 horizontal experiences across them that

17:07 really serve the end customer in the

17:08 best possible way

17:10 chris i think so many of us watching are

17:13 struggling to balance the pressure to

17:16 innovate to grow while also continuing

17:19 to deliver on the experience our

17:21 customers are expecting now

17:23 what do you think has made you

17:24 successful in balancing these two

17:27 difficult pursuits of innovation but

17:30 also customer focus

17:32 i think um with growth

17:34 comes you know scale there's there's

17:37 more to do with growth more customers to

17:39 serve maybe more suppliers to manage

17:41 more people to onboard

17:43 and i think

17:44 left unchecked the manual work that that

17:47 can create

17:49 will bog down an organization it's like

17:51 tiny little boat anchors that start to

17:53 weigh down the organization drag down

17:55 speed

17:56 and i think the answer is a continuous

17:59 and relentless focus on digitization and

18:02 digitizing all of those core processes

18:05 those workflows internally so that the

18:08 organization doesn't get bogged down

18:10 with a thousand little boat anchors and

18:12 can really as it's growing still

18:14 maintain its focus on innovation and

18:17 scale because when when that doesn't

18:19 happen

18:20 the day to day and the tyranny of the

18:22 urgent consumes like 80 to 90 percent of

18:24 the resources and there's very little

18:26 time left for some creative blue sky

18:29 thinking about what's next and we all

18:32 know we have to do that and make room

18:33 for it but there's not going to be room

18:35 for it unless we

18:37 get rid of the

18:38 the routine the mundane things that we

18:40 can automate

18:42 it's kind of like in our own lives i

18:44 mean as you're talking i'm thinking

18:45 about both of us as people and everybody

18:47 watching we have to continue to

18:49 keep everybody happy families and and do

18:52 our job but also always be working on

18:54 ourselves to be better to try harder to

18:57 grow and expand our minds and i think

19:00 there's a lot of parallels between

19:04 building character as an individual and

19:06 also even an organization

19:09 and i'm sure you can relate to that

19:11 because i can tell i mentioned earlier

19:12 you're clearly a cio that reads that

19:15 gets out there that is watching pepsi

19:17 and honeywell and other companies

19:19 outside of your industry and constantly

19:20 working on yourself would you say that's

19:22 true

19:23 absolutely and i i have the unique

19:25 privilege um servicenow serves about 80

19:28 of the fortune 500

19:30 of of talking with and working with all

19:32 of the cios to make sure they're getting

19:35 the best out of the platform our

19:37 platform but not only that but also

19:40 exchanging ideas on digital

19:41 transformation because there's no

19:44 industry which has been left untouched i

19:46 was talking with a

19:48 healthcare provider their number of

19:50 video appointments pre-pandemic was

19:53 about 5 000 a month and this was after

19:55 about of you know close to a decade of

19:57 pushing it

19:59 without even trying in about four months

20:01 later they were averaging 350 000 a

20:04 month

20:05 so

20:06 think about that acceleration of

20:08 transformation

20:09 but um for maybe the more

20:11 network-focused colleagues uh watching

20:14 this think about the pressure on their

20:16 network that that must have created and

20:18 whether it's that example

20:20 could be governments with more

20:22 direct to citizen type services which

20:25 servicenow is helping out a lot of our

20:27 federal customers state local um etc so

20:31 when you mention in tune with the

20:33 industry it's really the privilege and

20:36 and it's a result of service now serving

20:38 all of those organizations

20:40 well wow you definitely have your work

20:43 cut out for you but it sounds like you

20:45 guys are doing a great job and and thank

20:47 you for talking with us today and i've

20:50 learned so much from you today chris

20:52 um and we'll continue to follow your

20:54 success and the success of servicenow as

20:56 you guys continue to serve the world's

20:59 best companies and it's really been a

21:01 pleasure interviewing you blake it was

21:03 really fun talking with you as well

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