Automating Customer Service for a $90 Billion Business

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STANLEY TOHGLOBAL IT DIRECTOR, ENTERPRISE END-USER SERVICESBroadcom Limited

Automating Customer Service for a $90 Billion Business

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Speaker Introduction

NAME: Stanley Toh ([email protected])

TITLE: Director, Global IT

FUNCTION: Enterprise End-user Services

COMPANY: Broadcom Limited

EXPERIENCE: Head of Enterprise End-user Services reporting to the CIO with a career of over 20 years spanning across application development, support services, end-user technologies and IT transformation. Lead a team of core IT members introducing leading edge plus disruptive technologies to transform and enhance end-users experience. Key Strategist and Program Manager for Broadcom Limited major acquisitions Day 1 IT Collaboration Services transformation.

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Agenda

• History of Broadcom Limited

• Strategy

• Execution

• ServiceNow @ Broadcom Limited

Corp Directives

Growth AcquisitionChanges with Time

Technology

Broadcom Limited Global IT Transformation Journey

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Heritage of Technology

1961 1981 1996 1999 2002 2005 2007 2009 2014 20161991

IPO

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Global PresenceTo Serve Our Expanding Customer Base in over 130 Countries

Design Sites (>100 employees)Headquarters RF and Optical Fabs

Bangalore, INHyderabad, IN

Orange County, CA

San Diego, CA

Seoul, KR

Shanghai, CN

Penang, MY

Taipei, TW

Beijing, CN

Shenzhen, CN Hsin-Chu, TW

Fort Collins, CO

Colorado Springs,CO

Allentown, PA

Mendota Hts, MN

Breinigsville, PA

Richmond BC

Longmont, COAndover, MA

Durham, NC

Austin, TX Atlanta, GATel Aviv, IL

Bristol, UK Munich, DEMechelen, BE

Bunnik, NL

Athens, GRZürich, CH

Glasgow, UK

San Jose, CA

Singapore, SG

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Broadcom Limited at a Glance

Broadcom LimitedFY2016 Net Revenue of

$13.3B. Financial Analyst consensus forecast FY2017

Revenue of over $16.5B

One of the industry’s broadest IP portfolios

with ~30,000issued/pending patents

World’s leading

DIVERSIFIED COMMUNICATIONS SEMICONDUCTOR company

WORLD-CLASS ENGINEERS and a culture of

SUPERIOR EXECUTION

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Strategy

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Broadcom Limited – Total Cost of Ownership Model

MAINTAIN EFFECTIVENESS OF NON-CORE FUNCTIONS AT LOWEST TOTAL COST

CORE

• R&D

• Engineering

• Sales

• Marketing

CRITICAL NON-CORE

• Information Technology

• Finance

• Human Resources

• Global Operations

• Facilities

• Legal

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Global IT Strategy

DRIVEN BY CEO DIRECTIVES

• Do more with less

• YoY decrease in IT Spend

• Faster, Better, Smarter

• Agile

• Scalability

IT OPERATIONS STRATEGY

• Good enough is great for non-core

• Eliminate non-value adds & inefficiencies

• OPEX focused spending culture - Buy vs. Build

• Simple & easily measureable goals

• Alignment to corporate & division goals

M&A STRATEGY

• Adopt & Go

• Integrate & Optimize

• Time is critical

• Simplify, eliminate & integrate

• Focused on Financial benefits – Revenue, GM, & OM

• Scale is not an issue

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Broadcom Limited IT Founding Principles & Architecture

Tenets (3 S’s) Strategies (3 C’s)

Simplify

Common ProcessCommon Technology FootprintEase of User Adoption

Scale

ReliabilityAvailabilityUpward/Downward Scalability

Secure

Proactive ActionContinuous MonitoringTransparency, Non-Intrusive

Cloud First

Saas/IaasMulti-tenantPay-for-Use (price per user/device)

Computerized

Effective AutomationEnabling Communications & CollaborationsEmbracing Multiple Devices (BYOD/CYOD)

Current All

UpgradesSupported Hardware & SoftwareTechnology Innovation

ORGANIZATIONFlat, enabling faster decision making

PHILOSOPHYFaster, Better, Smarter

INNOVATEBe disruptive, but accountable

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Execution

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Execution of Transformation Strategy

Broadcom IT

Core Team & SMEs

Cloud & Sourcing

Best of Breed & Outsource Service Partners

Innovation, Value & Business Differentiation

Scalable & Flexible Operations, Projects, &

Deployments

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Cloud First Strategy

2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017

csm

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1.690 1.484 2.093 2.336 2.364 2.520

4.307

6.905

13.292

16.550 17.590

18.706

53.0 47.2

38.8 38.3 31.9 31.9

63.6

79.9

168.4

155.0 144.0 139.4

-

50.0

100.0

150.0

200.0

250.0

0.00

2.00

4.00

6.00

8.00

10.00

12.00

14.00

16.00

18.00

20.00

2008 2009 2010 2011 2012 2013 2014 2015 2016 2017** 2018** 2019**

Ava

go IT

Bu

dge

t ($

M)

Ava

go r

eve

nu

e (

$B

)

Revenue ($B) IT Spend ($M) ** Forecast, Broadcom Limited by Analyst Consensus

+ LSI

+PLX&

Emulex

+ BRCMCorp(2 ERP

Systems)

Global IT Spend ($M) vs. Broadcom Limited Revenue ($B)

3.14% 3.18%

1.85%1.64%

1.35% 1.27%1.48%

1.16%1.27%

0.94%0.82% 0.75%

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ServiceNow @ Broadcom Limited

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Why ServiceNow?

• It’s a Platform – opportunity to consolidate multiple legacy applications into ONE platform

• Easy to integrate – quickly & efficiently onboard legacy footprint during acquisition

• Reduce overheads – eliminate on premise architecture & traditional DC support effort

• Reduces support resources & eliminate redundancies

• Alignment with IT Architecture Strategy – the 3S’s & 3C’s1. Simplify footprint

2. Scale out & expand

3. Secure

4. Cloud First

5. Computerized – with automations & support on multi-platform devices

6. Current – with annual “Alphabets” upgrades

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Broadcom Limited ServiceNow Journey

2014 2015 2016 & 2017

SEPTEMBER 2014Core Modules Phase 1• Incident•Problem•Service Catalog•Communications•Basic CMDB CI

OCTOBER 2014Core Modules Phase 2•Change•Project Requests

NOVEMBER 2014Core Modules Phase 3•Project Approval Funnel (PAF)•Contract Mgmt

NOVEMBER 2014Asset Mgmt•Altiris Integration for Client HW

JUNE 2015Solarwind Integration•CMDB CI• Incident Tracking

SEPTEMBER 2015Custom Apps•Legacy apps (MRI) replacement

FEBRUARY 2016On-boarding Phase 1•Trigger from WorkDay•Orchestration: Auto Acct creations

NOVEMBER 2015Twillo Integration• Paging and SMS for

High Pri Tix

JUNE 2015CMDB ServiceWatch• Infra Relation Map

JUNE 2016Consolidation cBRCM ITSM•Legacy Remedy tool replacement

JUNE 2014Start ServiceNow Relationship

AUGUST 2016HR Module Phase 1•HR Modules for HR Global Ops team

APRIL 2017CSM•Replace cBRCMCSP Tool

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Broadcom Limited ServiceNow Footprint

10 14 16

>20..??

2014 2015 2016 2017

Modules / Custom Apps / Platform

200 350

550 > 650

2014 2015 2016 2017

Fulfillers

3,500 6,500

18,000

> 200K

2014 2015 2016 2017

Users

+ LSI

+ Broadcom

+ MRI(Custom

App)

+ CSM

36 10

>15

2014 2015 2016 2017

Outsource Service Partners

+ CSM

+ CSM

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ServiceNow Efficiency for M&A Transition (ITSM Core Modules)

Day 1 30 Days 60 Days 180 Days

On-boarded

>14,000 Employees

2-in-1Helpdesk

1Service Requests Portal

1IT Support Model

1Support System **

** Obsolescence of classic Broadcom Remedy System

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Broadcom Legacy Customer Support Portal

• External Facing

• Unified platform for engineering customer engagements

• Serves multiple Business Units & Functional needs

• Controlled access across all applications

• Comprehensive security & regulatory compliance

• Scalable platform to support Broadcom growth

• Available 24x7

Broadcom TeamsIssues

External AppsInternal Apps

Docs/Software

Files

Knowledge

Boards

Discussion & Forums

Simulate

Broadcom Limited

Customers

LinkEye

Forums

Board Configs

Knowledge Base

Uploads

docSAFE

Product Cases

Simulation

Collaboration

Board Workflow

Knowledge Mgmt.

Software Delivery

Broadcom NDA & SLA

Issues Mgmt

Gain AccessBroadcom NDA & SLA

Account, Access + Support Level

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• Objectives– Simplify the architecture

– Simplify the support structure

– Cloud first

– Enhance Users Experience …current “feel”

• Key Drivers– Move away from on premise solution

– Multi apps consolidation

– Registration pain

– Administrative nightmare

– Resources intensive & dependent

Why Move to ServiceNow CSM?

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Transformation of the Legacy CSP to ServiceNow CSM

Corporate Websitebroadcom.com

New / Registered Users

User Screening Self-registration

Account Creation

Knowledge Management

Issues Management

Workspace Group File

Sharing

BroadcomNDA / SLA

DocSafe SDS Forum LinkEye

Master DataCompany, User Group, User, Product, Licenses

• Consolidated multiple on-premise platform into a simplified & integrated Cloud service platform

• Simplify both the architecture & workflow

• Enhanced end-users experience

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What We Migrated

8 BUSINESS UNITS

2 LEGACY APPS

• Customer Service

• Knowledge Mgmt

10 INTEGRATIONS• OKTA (Single Sign-On)

• WorkDay

• LifeRay

• Box.com

• +6 Jira Services

REGISTERED USERS

• 130 Countries

• > 16K Companies

• > 192K External

• ~ 10K Internal

HISTORICAL CASES• ~ 770K Cases

• ~ 6M Work Notes

• ~ 1.4M Attachments

PROJECTS• ~ 4K Products

PRODUCTS INFO • >7K Products

BANDA/BASLA• ~ 35K NDA

• ~ 16K SLA

SIMULATIONS• ~ 20K Simulations

• ~ 25K Sim Files

SNOW PS EFFORT

• 9 Months

• ~ 1800 Hrs for CSM & Data Migration

• ~ 660 Hrs for Jira Integration

ARCHITECTURE

• On-premise to in the Cloud

• Cloud SSO

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Lesson Learned

Are there challenges?

YES, it’s a complex change!

Sponsorship• Get stakeholders

acceptance & sponsorship

Timeline• Develop realistic

project timeline:–Development–Testing & UATs–Remediation–Data Migration–Validation–MTP

Test & Re-test• Committed resources

for testing• Multiple UATs and

Sign-offs• Data Validation• Fallout &

Remediation

Users Adoption• Communications• Training &

Documentation• On-line videos• User guide• FAQs

Data gathering• Scope from all the

multiple BUs• Agree on must have

vs nice to have• Develop complete

stories• Size of Data

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Benefits with ServiceNow

ITSM Modules• Manage multiple vendors effectively • Single-source of truth (SLA Metrices) • Dashboards & visibility of operational

effectiveness at all levels• Ease of end-users adoption • Easy to on-board vendors• Multi & Mobile platform• Continuous innovation

CSM• Went live April 17th

3 Weeks Score Card

Placeholder

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Broadcom Limited ServiceNow Roadmap

Q3 2017HR Portal Phase 2• Payroll Benefits

Q3 2017Self-help Portal• Knowledge Search for Self-help

Q3 2017On-boarding Phase 2• Auto Provision

Collaboration Services

Q4 2017Agentless L1 Portal• Remove L1 Helpdesk Support

Q4 2017CSM Phase 2• Additional functionalities

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Top Takeaways

1

BETTER, FASTER & SMARTER

PLATFORM TO THRIVE ON

Short development timeline to simplify &

replace legacy applications

2

EASE OF TRANSFORMATION

& MGMT OF CHANGE

Well received by end-users

3

EVOLVE SERVICENOW TO GET MORE VALUE

OUT OF IT!

It’s not just an ITSM Tool anymore!

WHY SERVICENOW IS PART OF BROADCOM LIMITED IT CORE STRATEGY?

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Stanley Toh

Global IT Director, Enterprise End-user Services

Broadcom Limited

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Automating Customer Service for a $90 Billion Business

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