[Title slide 1. Blue CAI company logo with tagline “We power the possible” appears in middle of screen. Company website www.cai.io appears at the bottom center of the screen]
[Title slide 2. Multi-color background with text centered in the middle of the screen that reads: “Virtual Event: Building CMDB collaboration: A CAI client success story”. The white CAI company logo appears underneath of this text towards the bottom of the screen]
00:00:10 - 00:01:00
Karen Murtagh
Hi, and welcome to the second session of a two-part CAI learning series, CMDB Considerations: The Why and How of CMDB. Today's session focuses on one client's success in building CMDB collaboration across the enterprise while keeping leadership invested and engaged in the long term. I'm Karen Murtaugh, a Senior Client Executive at CAI. CAI is a global technology services company with over 40 years' experience running and delivering IT services. Fun fact, my background is not actually IT, but luckily, I had a very smart recruiter who told me 12 years ago that ServiceNow was the next big thing, and I've been working in various roles on the partner side of the ServiceNow ecosystem ever since. My start with CAI was four years ago, and these days, I spend my time helping clients solve problems via our Enterprise Service Management practice, including service desk, infrastructure, and of course, ServiceNow.
00:01:01 - 00:01:41
Karen
I'd like to encourage you to ask questions during the live session using the integrated chat, and we'll try to answer them as they come up. Be sure to visit our website cai.io for more answers, articles, client success stories, or to set up a discussion with someone on our team. Onto today's content. We're going to talk about ServiceNow in the CMDB, and we've invited Kim Allison from Newell Brands to share how she and her team adopted and aligned projects to achieve measurable outcomes from the CMDB. We also welcome back Will Young, IT operations manager from CAI, who has over a decade of experience leading IT asset management practices and architecting ServiceNow ITOM and CMDB-related features. Welcome, Kim. There you are.
00:01:42
Kim Allison
[unintelligible 00:01:41] How are you today?
00:01:42 - 00:01:43
Karen
Hi. Great. How are you?
00:01:44 - 00:01:45
Kim
Good, thanks.
00:01:45 - 00:02:08
Karen
All right, so in the last session, we talked with Stacey, one of your team members, about the how of implementing a trustworthy CMDB from an operational perspective. By the way, we're going to be putting that link for anybody who wants it in the chats. Look for it there. But now to today, we're going to be discussing the why of CMDB from a business perspective. So, well, before we get into that, first, let me ask you a little bit about you and what you do at Newell.
00:02:09 - 00:02:26
Kim
Sure. So, I'm the Director of IT Service Management for Newell Brands. Included in those responsibilities, I am the ServiceNow platform owner. I'm also responsible for our 24 by seven global service desk, our network operations center, and also our disaster recovery program.
00:02:27 - 00:02:30
Karen
Great. Before we go any further, would you mind telling us a little bit more about Newell?
00:02:31 - 00:02:51
Kim
Sure, sure. So, Newell Brands, we are a leading consumer products company. We have a portfolio of some great iconic brands like Graco and Coleman, Rubbermaid, Sharpie, Yankee Candle, and on and on. We have about 28,000 employees worldwide, and we work hard to make everyday moments special for our consumers.
00:02:52 - 00:03:01
Karen
Newell is definitely a cool company. In fact, I didn't have to look too far to find something of yours here in my desk. Got a little orange Expo marker. And they're all over my house, I discovered, once we started working together.
00:03:02 - 00:03:03
Kim
Everyone has something.
00:03:04 - 00:03:14
Karen
Yeah. Well, so let's talk about ServiceNow, okay? Give us a little bit background on your involvement with ServiceNow. What did that look like?
00:03:15 - 00:03:53
Kim
Yeah. Newell Brands, we began our ServiceNow journey just over five years ago. The CMDB and Discovery were definitely part of our initial scope. At the time, there was a significant merger going on between a couple of very large companies we were bringing together. And because of that, and there were a lot of new players and different people involved, we didn't really have a good sense of what was in our environment, or we had camps of knowledge. And so because of that, out of necessity, I guess, we sort of said, "Let's open the fire hose and see what we get from a discovery standpoint." And that did yield us a lot of good information, but it also created a lot of noise.
00:03:54 - 00:04:34
Kim
So, in the beginning, or initially, something in the neighborhood of 19 million records in our CMDB. And at a certain point, we realized we had to take a more targeted approach, and that combined with some... I'll just call it noise in our environment was sort of the tipping point of focusing on our CMDB. We got to, like, "Enough is enough." We kept hearing, "We can't rely on the CMDB, it's not good, we don't believe it," and just had a lot of naysayers at a certain point. And in fairness, there were some issues, but I finally got fed up with it and said, "We have to fix this. We have to focus on this and do something different."
00:04:35 - 00:05:34
Kim
So, we came up with really a very structured approach, and Stacey mentioned that on our last session here. But we went through, and we kind of decided to identify the classes that were really most important to us. For each of those classes, we identified class owners, and then we went through this very, very structured, rigid kind of process of ensuring accuracy. So, we started out with roles and responsibilities to make sure that people understood that they had a stake in the game and not that it was just data that belonged to the ServiceNow team. And we just kind of walked through these, asked a lot of questions about the data. Was it the right data? Where did it come from? Where does it go? Et cetera. We called these health checks, and we've done about 35 of them in the course of the last 12 months. And walking those teams through that ownership really kind of helped orient them to, what is this really all about? What does it take to keep it clean? Why they could believe in it. And now we can start focus on how we use it.
00:05:35 - 00:05:54
Karen
That's great. Yeah, I remember, this is... Actually, hearing about those health checks, that was the reason I wanted to do this session in the first place. We were at Knowledge together, walking around, talking to people. I kept on prompting you, "Tell them what you're doing. Tell them what you're doing." Because I don't think that's necessarily something everyone is doing, and it seems to have built you success. So, again, thanks for being here so we can share this story.
00:05:55 - 00:05:58
Kim
Thanks for having me.
00:05:59 - 00:06:53
Karen
So, I'm going to pivot a little bit. I think it might be time to bring Will Young in. I got to tell you, I'm very grateful that Will Young's team was up to the challenge of bringing you value in this CMDB journey you've been working on. But I want to also ask Will, if you would step back for a second, because the Newell organization, I've known them for three years, they're very mature in their ServiceNow space. Kim provides great leadership. She's got a great team around her. We've been happy and lucky to partner with them, but it's not always the same level as everyone out there. There might be some folks who have just implemented ServiceNow and are thinking, "Next stage, let's go to ITOM." Or maybe they tried the CMDB to be once, twice, hopefully not three times, and didn't find success. So, for those organizations who might be thinking, "We've tried and failed. How can we possibly get this done?" Any thoughts on how to approach them and what they should be doing to get the operational support they're going to need?
00:06:54 - 00:07:53
Will
Absolutely. And I'll be honest, it's really common for us to work with clients and just in the industry who have to restart, who get this dedication, they get this great tool that they want to work on, and they move down that path, and it kind of fizzles. So, it's not uncommon to see once, twice, sometimes three times that you have to start on the CMDB ITOM journey. Part of that is because different partners have different strengths. The partners that helped implement, typically ITSM is the first use case, may not have all of the skills and all of the knowledge they need to do the ITOM CMDB, which is a little bit more in depth and technical. And it's also difficult to get those teams engaged. We have this great idea, typically in a service management team or a ServiceNow team, and we want to get all of those infrastructure teams, those operational practices, brought in, but everybody has their own tool. They have their own process, and so getting everybody to the table, everybody having that same conversation, same sheet music, is difficult.
00:07:54 - 00:08:51
Will
We also see a turnover with the stakeholders. The initial stakeholder who thought that there was value in the project maybe doesn't get the results that they were hoping for or even isn't able to measure those results in a way that is meaningful, and then it cycles through another stakeholder who gets excited about it and picks it up and starts over again. So, pretty common to see this go through multiple phases, multiple stages, and what we see a lot, too, is there's a few different ways that people typically get this going. One is solving adoption challenges, making sure that all the teams have the knowledge and the capability. There's also mindset challenges. Do the teams know the value of using ServiceNow and having that same sheet of music? And then, of course, there's always the leadership mandate of, "You will do this, this is what we're going to do, we're going to be very structured and organized about it." I'm curious, Kim, in your world, which one of those strategies or all of those strategies were at play in how you got teams on board?
00:08:52 - 00:09:34
Kim
Yeah, so in our environment, that last option, the stick, definitely doesn't work. Our leadership is much... They don't want to take that kind of approach. We're much more carrot people than stick people. And I can't say that we're in a perfect place, but we've had a lot of successes, and we've just kind of focused on those successes and tried to take one step at a time. I think we really had a turning point. One thing that was very valuable to us is we implemented business continuity management and disaster recovery. And I talk about that a lot, because we had a lot of different successes with that, and from a lot of different perspectives, it was a very valuable thing to do.
00:09:35 - 00:10:32
Kim
One of the things that happened with talking about those kind of infrastructure people who have their own tools that they like to work with, and, "What's this ServiceNow thing, and why do I care?" When we started running our disaster recovery tests on the ServiceNow system instead of in a spreadsheet, which was really painful, it only took a couple cycles before people started to become really impressed. They were like, "Hey, this is pretty cool. This is very organized. This is really streamlined, and it really works." And so, that was a really great group of people to get excited about it, because then it started to make sense in other areas, too, and they really started to see that real value of us all working in the same system from an operational standpoint and those kind of aha moments that they had. This really helped us turn the corner, and then we kind of came right back around with these health checks, and so they already had a bit of a stake in the game, so that was a really good success for us.
00:10:33 - 00:11:00
Karen
That's great. So, you're at a pretty good place right now. I think we can say that safely, but it's a journey. There's no end, right? You're going to keep moving through, and there's always more to do. We're going to get into that later, right? What's next for you. But right now, since you are getting measurable value out of your CMDB, and that's a goal for lots of people who are watching today, I'm sure, let's pretend you had to start this all over again, this journey. What would you do differently this time?
00:11:01 - 00:11:57
Kim
I mean, I think... You always don't know what you don't know when you start, and it can feel very overwhelming at the beginning. At the very beginning, I was like, "Oh, my gosh, how are we going to get our arms around this?" Right? I talked about those 19 million records, and there was all this noise. We started to realize that of those 19 million records, we didn't really care about a bunch of them, and sometimes, we didn't even know what they were. So, I think if I could, I guess, give any advice, it's don't worry about all this noise. But the piece of advice we got along the way was like, identify your principal classes, and that was probably one of the best decisions we made, because we said, "Okay, this is what's important to us." And then, you can take one step at a time to reduce the noise or decide these other things aren't important, so we just don't have to pay attention to them. And you can take your time about it then and focus on the things that are important.
00:11:58 - 00:12:30
Kim
The other thing that I would say that we did is we thought about measurement up front, but we got so excited when we got into these health checks that we kind of forgot to get things set up, and now we're struggling a little bit to go back. We know we've had value, we know we've made improvement, and in some ways, we can prove it, but some of those measurements... So, my advice would be to put those in place first. Really think about that, because that was a little bit of a misstep on our part.
00:12:31 - 00:12:32
Karen
That's a shame.
00:12:32 - 00:12:33
Kim
We're kind of in [unintelligible 00:12:32] now, though, but it took a little bit to get there.
00:12:33 - 00:12:35
Karen
That's good. You took a little bit of the harder path sometimes in some places.
00:12:36 - 00:12:37
Kim
Yes, that's correct.
00:12:38 - 00:12:52
Karen
Will, based upon your experiences, you were a client previously, right? You've done some of this work yourself, and then you're always helping out folks both in the public and the commercial side of business around here. Anything to add? Anything that you've seen that... Same or different?
00:12:53 - 00:13:37
Will
Yeah, I think, again, what Kim's talking about is very common in the industry, particularly when it comes to the metrics. A lot of CMDB metrics are prebuilt. We have some of the health dashboards and things coming in, but really being able to measure it is a success, and be able to convey that to leadership in terms that they really can appreciate, do you boil that down to financial savings or cost avoidance? Do you have efficiencies that go with it? I also think that Kim's team did a really good job of walking a very fine line in the CMDB and discovery world. There's kind of a couple attitudes, and one is the open the spigot, drink from the fire hose. Turn on discovery, get everything in there and see what it is.
00:13:38 - 00:14:18
Will
And that can be very overwhelming, but there's kind of this opposite camp of thought, and that is one at a time. We just want one thing that we know it's there. We put in that IP address, and it gives us the inventory, but now we're no longer using it as a discovery tool. We're just giving it a single IP address, and we're not getting that full value out of the product. Either way you slice it, the CMDB is a huge investment, and a lot of clients struggle getting those measurable outcomes, and I really liked Kim's comment there, is if we could set those measurements up front, those metrics up front, and have those to measure to as we go along, it definitely makes things a lot easier.
00:14:19 - 00:14:28
Karen
Makes sense. And I'll plug a little bit here, those are things that you guys help with, right? Sometimes, getting a partner earlier rather than later might be helpful with that area. Is that fair to say, Will?
00:14:29 - 00:14:43
Will
Yeah, absolutely. And I think that's really one of the values that a partner brings, is we have that experience with multiple clients. We've done this in different organizations and can bring some of those metrics, some of that information, what to watch for, which paths to avoid, to the table.
00:14:44 - 00:15:06
Karen
My customer success background hates seeing clients struggle. So, we're going to go back to you, Kim. Business value. We keep talking about that. What were some of the ways that you were able to show that business value back to your larger organization? What are some of the use case or problems that you solved to justify the resources needed for the work you were doing that seemed to be enriching it?
00:15:07 - 00:15:35
Kim
Yeah, so I never really did, or at least haven't yet, a post-implementation formal business case or anything or presentation to say, "This is the benefit," but a couple of different things happened. One thing that happened was that the CIO just stopped hearing a bunch of noise. He was hearing it just as much as we were, of all the, "This isn't working," et cetera, et cetera. And then, at some point, it just stopped, and that was very valuable for him.
00:15:36 - 00:16:18
Kim
And after that, he started connecting the dots that this team is really doing some good work in this area, but across the whole ServiceNow platform. One of the things, again, back to the DR test, not only were we getting that buy-in from the infrastructure teams, we were actually able to cut two full days out of that whole cycle. It used to take us a full five days to get through our test, and once we got the implementation underway and had that orchestration, we got that down from five days to three days, so that was a big benefit. And they could start to see the agility we get from that common system and having common data.
00:16:19 - 00:16:56
Kim
One of the other things that we do is we participate in the ServiceNow benchmarking program, and this is not just in ITOM space, but really across the whole platform, and that's enabled us to see over time how far we've come. I actually did a presentation recently to our CFO, and I just gave him a pre-read, and there was one slide that just had the metrics of where we are today and then where we started five years ago. And when we got into the meeting, he's like, "We don't even have to talk about it. I saw that slide. You're doing great. Now, let's talk about some other good stuff." So, that was exciting, because it was just very visible and very obvious. I didn't have to explain anything, so that was great.
00:16:57 - 00:17:23
Will
I'm curious, Kim, there's my favorite four-letter word out there right now, CSDM. You've probably heard of this. It's something that we struggle with, we get a lot of questions on. I'm curious how your team, if your team incorporated the CSDM. It's one of those things that's just this huge concept, and wrapping your brain around it, I think everybody struggles with it. Did you struggle with it? Did your team incorporate the CSDM? Is that something that you do?
00:17:24 - 00:18:00
Kim
Yeah, so we try. Of course, we sort of understand the concept. We realized that in the beginning of time, ServiceNow time, they weren't super prescriptive about what to do and how to handle your data. And then, why they needed to do that, why they began to realize that the data has to be in the right place for people to leverage it. And so, as a team, we understand it conceptually, but even days we still struggle with it. We have one woman on our team, Sarah, who is great, she really understands it, but it's so abstract sometimes that other people really have trouble latching onto it.
00:18:01 - 00:18:38
Kim
Our team, if nothing else, we have a lot of tenacity, and so we just kind of keep trying. We keep showing it in different ways. We keep explaining it. Lately, we've started to take the tack of, let's stop trying to explain this, because it is too abstract, and it's really not helping. Let's just start doing some use cases of, "Here's what we can do with it," and then let us on the ServiceNow team worry about what the CSDM means and where the data lives and why and really just do some proofs of concept. Show them, "This is what we can do. Does this help you?" And that's been a little bit more successful.
00:18:39
Will
Great.
00:18:40 - 00:19:05
Karen
I can tell you, as a non-technologist, I'm always happy... What you're doing for a team, they're not getting them too deep with the CSDM. I'm sure they would appreciate if they knew what you were doing for them behind the scenes. But not everyone and not every team has the level of expert that you have on your team. Stacey... we should be naming all the names. I'm sorry I'm not here, but I know Stacey best. But they're top-notch, right?
00:19:06
Kim
Very lucky.
00:19:07 - 00:19:26
Karen
Yeah. I want to talk a little bit about what a partner can do for you in filling the gaps, right? I think sometimes it's be questions about when you bring a partner when you shouldn't, how much you have it internally. And not everything works for everybody, but I think we've had a successful relationship, so I'm kind of wondering, where for you did you find the success in bringing a partner?
00:19:27 - 00:19:54
Kim
Yeah, so in general, the partnerships, the partner ecosystem is definitely helpful. You guys in particular, you really helped me keep the eye on what's coming. Our team is very in the trenches, and we have a process, and we try to pay attention to what's coming, but having you guys really keeping an eye on that ball helps us. You can give us that wider lens. You can bring us recommendations that we might not have thought of.
00:19:55 - 00:20:42
Kim
ITOM is also a space that can be very technical and complex, and so it's good to have someone to call and someone that you trust, we've vetted through. We know you guys know what you're doing. Because when my team gets deep in a problem, I know they're deep in the problem. I know they've already exhausted a lot of the answers, and we really need somebody who is ahead of us on path. I would also just say in particular, CAI is a great partner because of your flexibility and your transparency. If something's not a good fit, you're not afraid to say it, but you've also worked with us so flexibly over time that we're usually able to find a fit or find a solution or help us find a solution. So, it's been a valuable experience for us.
00:20:43 - 00:21:40
Will
Yeah. One thing I was impressed by when I started working with your team was I felt a little bit like I was being interviewed to join your team. I imagine that you've probably been through a few different partners and engagements and work with ServiceNow, probably some better than others, and wanted to make sure that you had the right staff, the right people working there with you. And I would say that's probably a recommendation that I took from our engagement, is if you are a ServiceNow client and you're considering partners, making sure that you're asking those questions, that you hold their feet for the fire and make sure that the experts... and that's what you're paying them for. I really felt like your team did a lot of that with me, is kind of vetting the answers that I gave you and making sure that, "Yes, we are on the same page. We do have that technical expertise to draw on." So, I really appreciated that about you guys. Did you have a lot of partners or work with other organizations as well, trying to get the CMDB to the right place?
00:21:41 - 00:22:13
Kim
Yeah, well, just in general, right, we've been at this for a while, so we tend to be in that trust but verify mode. And because we've learned over time that, as you said, different partners specialize in different things, so one might be good at one thing and might not necessarily have the expertise in another. Generally, I think it's good to have multiple perspectives when possible. So, a lot of times in our CMDB or ITOM space, we work with you guys, you guys gave us a lot of suggestions on our mid-server architecture.
00:22:14 - 00:22:48
Kim
You also helped a bit with the people aspect, of where are we on the maturity curve? Do I have my people trained properly? Am I organized properly? All of that. And then, we also did some work with ServiceNow directly and had the opportunity to work with some of their professionals, and that was also very helpful. That was a different lens. And then, internally, my own team, we worked a little bit more on the process side and the RACI and the roles and responsibilities. And so, together, with all those different resources combined, we've come out the other side with a lot of really good solutions.
00:22:49 - 00:23:11
Will
So, really running it as a true business process, not just the technology, not just the staff. I mean, it's the age-old 20% technology, 80% people, right? Making sure that process is in place. I think that's true here as well. You can't have a CMDB, you can't have configuration management, if you don't have the right trained staff, the right expertise, there to run it.
00:23:12
Kim
Absolutely.
00:23:13 - 00:23:55
Karen
So, I'm hearing good leadership, great leadership, good people, some planning, and a little help from a trusted partner, and you got perfect CMDB. Is that right, Kim? Perfect? All right. Just kidding. I do actually remember from our last session with Stacey that there was a bit of manual work that went to this. There was no magic, even though you spent some time in the people and processes. But the landscape has changed since Stacey first started down this path. I know you're doing some of the machine learning capabilities with service mapping and discovery, the tags that it does, but I'm interested in your thoughts, the extent to which you think that automation will have an impact on the CMDB.
00:23:56 - 00:24:58
Kim
Yeah, I think it definitely... Obviously, it can help, right? It can automate, it can improve, it can make things go faster. I think lately, there's so much noise in the media about generative AI, and it's a shiny new toy, and everybody's all excited about it. And I'm a little old-fashioned, because I think some of it's just a little overstated. I think some of the things that people are talking about really are going to happen, but I also think we already have a bunch of tools like the machine learning and predictive intelligence that have been in the platform for a long time that we can take advantage of and leverage. So, that machine learning and the service mapping and health log analytics that has some predictive intelligence built into it. It's really helping us, I think, focus again on the tools that we have, helping us move more to a model of prevention than reaction, right? In the beginning, we were in a very reactive mode. We got to now reacting faster, and now we're trying to figure out how we can focus on prevention.
00:24:59 - 00:25:20
Karen
Will, what are your thoughts on how to leverage AI automation [inaudible 00:25:04] ITOM space? I'll say, one of the things I've loved about joining CAI is the access I have to our automation practice and the thought leadership in this space. So, wondering if you've learned anything that influences how you're thinking about ServiceNow, automation, the CMDB.
00:25:21 - 00:26:14
Will
Yeah, I think Kim had it right. There really is this big conversation going on right now about AI. AI this, AI that, it's going to do all the things for us. It's going to solve world hunger and simultaneously end all of humanity. And I don't think any of those things are going to happen. I think we're still learning what is the business value of AI, and we kind of get myopic in the way that we look at it sometimes. We are very much ServiceNow focused, tool focused, technology focused, in the world. And we need to take that step back, and instead of saying, "Well, how is ServiceNow going to adopt AI? How does the automation in ServiceNow," we branch that out and say, "How can we integrate ServiceNow even further with some of these automation opportunities? How do we give AI access to what we're doing in the CMDB and all those capabilities that we've developed to make it more effective and to get something better and drive that business value out of it?"
00:26:15 - 00:27:07
Will
I'm glad that you mentioned the automation team that we have at CAI. I work with them closely, and we have some integrations that come in. I run the asset management program at CAI, which includes delivering asset services to clients as a service, and one of the things that we did with the Remote Process Automation team, the RPA team, is use a bot or an AI, a form of AI, to go out and retrieve data and bring it into ServiceNow and keep it fresh. For example, when we go out to our vendors, we get our vendor part numbers and prices and inventory levels so that as those asset orders come in, we tie them up to the vendor pricing. And we're using not necessarily the ServiceNow AI, but the combination of AI and ServiceNow capabilities to really, again, driving that business value, turning AI into something useful instead of just a conversation piece about what if or what could be or what might be.
00:27:08 - 00:27:12
Karen
Very interesting. I'm looking forward... We'll have to maybe have a separate topic on this, Will. I think there's lot to and cover there.
00:27:13
Will
Lots.
00:27:13 - 00:27:19
Karen
All right. So, Kim, what else are you planning to do with your CMDB? What do you have next?
00:27:20 - 00:27:56
Kim
Well, so in the last year, we've put a lot of energy kind of going back to basics and getting it clean, and I feel like the next step now is to focus on getting it useful, right? And those use cases are going to begin presenting themselves. I think Stacey talked a little bit in the last session about we're using service operations workspace, or I think we're still on operator workspace, but where our service desk can go and look, if they're starting to hear noise about a problem, they can go in and say, "Oh, yeah, I see there's a problem. I see where the problem is, and now I know who to reach out to in minutes instead of hours or instead of having to pass it on to another team."
00:27:57 - 00:28:29
Kim
And so right now, that's really where we're headed, is this next continuum of operationalizing the CMDB and how we use the data in it so that it's second nature and useful, right? It's not kind of kludgey and clunky and, "Well, now what do we do?" And then, we'll begin sort of thinking about what those other use cases can be for us. And again, moving from reactive to a shorter timeframe of reacting to how can we prevent things from happening to begin with. So, I think that'll be our focus here in the next year.
00:28:30 - 00:28:39
Karen
Fantastic. Will likes to talk about the CMDB unicorn. I know there is no CMDB unicorn, but you're getting closer to that mythical creature, so that's pretty cool.
00:28:40 - 00:28:41
Kim
Thank you. We try.
00:28:42 - 00:29:23
Karen
All right, great. So this is the end of our day, our session. Looking forward to hearing more stories in the future, and I'm just really grateful for your time, for both of you sharing information about your journeys and your thoughts in this space. I think we've already put your links to your LinkedIn profiles, if you don't mind. Folks might reach out to you, ask you further questions, connect, and everyone can certainly do the same for me as well. I'm going to offer a big thank you to everyone here, the audience, for watching this session. If you want to learn more about CAI and our thought leadership and ServiceNow Asset Automation, anything else, go ahead and check out CAI. You can find this recording there and lots more. That's it. Have a great day. Thanks, everybody.
00:29:24 - 00:29:25
Kim
Thanks for having me.
00:26:26
Karen
Take care.
[Closing slide 1. Blue CAI company logo with tagline “We power the possible” appears in middle of screen. Company website www.cai.io appears at the bottom center of the screen]
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Watch this on-demand webinar to understand how Newell Brands’ IT team – with CAI’s partnership and guidance – adopted and aligned projects to achieve measurable outcomes from their configuration management database (CMDB). And if you aren't sure if you are ready to embark on your CMDB journey, schedule an enterprise management health check with us to gauge your readiness!
