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About the talk
You think it is easier for Citrix IT leaders to launch products and delivery services because they work at Citrix? Just the opposite. Hear directly from Citrix IT leaders on how they approached transformational efforts with the internal launch of Citrix Workspace. Learn how they crafted a vision of success, overcame major roadblocks and developed innovative solutions to transform how products and services are delivered at Citrix. This peer-to-peer session is one you don’t want to miss!Note: This session will be available for on-demand viewing post-event on Citrix Synergy TV.
Thanks for joining us tonight or today folks feels like night. Wow. Hopefully in next 45 minutes will walk you through a story that we think is valuable and it's the story of house insurance. Is it organization really has transformed itself and approach this journey of getting to the Citrix workspace. And certainly I'm sure with the excitement coming out of safe key note. There is probably really good dialogue to have here around this Foundation that's needed with the Citrix workspace in order to get to the intelligent work space and all the other great new
features and services that we heard about this morning. So just to start off let me introduce myself and give you some brief background. My name is Joe vet around me. I join Citrix about about a year-and-a-half ago. I was a different customer for almost 20 years in the financial services industry. So I was a customer intimately involved with the technology sitting on your side of the the table. If you will for quite a long time. I was also fortunate to be part of their customer Council will do a little bit of where's Waldo for men with their that's me about 5 years ago. In so you don't
through customer Council really got the opportunity to work with the executives and other customers to look at Citrix is portfolio. And so through that time really became really close with the executive team and white folks like stand black who about a year-and-a-half ago became our CIO and CSO and asked me to come over to which I should have said. No I said he was crazy, but it's been a really really great ride to be honest. And I hope we walk you through a little bit of what we've done and in that Journey I've had the fortune ability to come to work for Rene
Flores in team. Is Joe and Reporting in to stand at Citrix about 11 years, and I've worked in various functions within such a pain about a year-and-a-half ago. I choose to be 2 years ago in July stand and I had And he said he don't have his vision for an IT organization and it needs to be different than the way we're doing today. And part of that is is I wouldn't have bringing a competency that is not existed in that surround employee experience and engagement. And so I've been working with our customers customers like Joe to help it professionals look differently at how to approach install
problems specifically around the end-user and Dan said stop doing that for them and come do it for me. We're going to we're going to change things up. I said, yes, too and it's been an amazing ride because there are some people sitting here in the audience that are part of that leadership team and it's all of what we're going to talk about his not just what Renee and Joe have done. It's what we have all done within GTS to decide to make these changes and actually move forward with them. You know why? I think we are looking at this is us and all this card has been image
of the shootout know if you guys know the story of the shoemaker's children write the Shoemaker made these beautiful shoes that the entire villages to wear and prance around with and it was beautiful and everybody thought this was the needs and the Shoemaker was just the best ever and then you know, you walking to the shoemaker's house in the shoes did his own children's didn't quite have the same shoes that he was putting on the villagers and I think when you think about Citrix and I T was Cinco, they must have everything and it's perfect and they're ready to go and we
know we are Outsiders going to come in as wow. We really have some work to do in order to be prepared for where is Citrix is going as we're changing our model and what we're going What we're about to do and also as we look forward to more sophisticated product like workspace. So the first thing we wanted to do is look at in front of us. What what problems do we need to stop these problems are not you need to Citrix. I think that as an IT company we Face some of the same challenges that other IT company to write our releases were heavily driving by the
product and engineering team. There's nothing wrong with that right lead to early exposure to the technology. The challenge was that a lot of the process really wasn't developed because of that product engineering build something the core it organization kind of adopted it engineered it and put it out into the environment how they did that who they did it two or four really was driven by relationships. It wasn't formal structure process or rapid tone as a result of experience wasn't really that great. There was some folks Develop for that'll probably work very well for the
majority organization really were just being handed new technology. How many was almost what was written on the 10 right as any Technologies in the room knows it's not just about what the technology can do. It's what you make of it based on new user requirements in the business demand. And so when you're not focus on end-user experience and you don't have those formal process, he's it's not really the fault in the technology. Is she really not doing the rest of the pieces of work that are needed and so really, we're much more of an R&D organization kind of just delivering new technology for
the sake of getting exposure to it and giving that feedback back to the product engineering team has the results if you're sexy also wasn't really a strategic business partner. We were kind of the doors but stop by the business to hear about what the technology can do for them or to share their challenges and understand how technology can Canna Drive their business and you know when it's all said and done Didn't really make Citrix it look a whole lot like yourself or an operated. We are in structure and we certainly wearing delivering away a customer would be and so with
that we kind of made a conscious decision to make a major transformation into where we are free with customer won both in the way. We were aligned the way we engage with the business and the way we actually approached ring on new technology. Both Citrix is as well as any other third-party products that were necessary and ecosystem because I've had the opportunity to work with other customers and a lot of those pain points in Roblox were very familiar with a conversations. I've had with other eye to organizations and we really
started from scratch. So it wasn't just take what we have and keep going with it was going to make a real concerted effort here to think differently. And what we did is we brought in about a year-and-a-half ago not just our leadership team to figure out what we want to do or how we're going to do it. We brought in stakeholders from across the business to here with his vision. We brought an end users to give us feedback on the things that we were proposing. We brought in employees from the it organization to look at the work we were doing as we were doing it in order to make sure that we
were going to deliver something that made sense and was I just a ball and would deliver what the expectation was. So we worked on a new three-year vision statement and Joe alluded to that upfront already, which is we will act as a customer for Centrex. We will do that due diligence so that the product that we consume is ready for our customers to consume and we're going to do it in a way any other customer would it was an important shift or not secondly is we have to change from being in a traditional it deployment type of organization in to be much more Consulting driven and
that is been a pivot for us to be able to look out to the business and instead of reacting to the things that they asked us to do. We take a much more consultative approach upfront and defining problems understanding what needs to get saw there. During those and then delivering them and then thirdly it was really about putting much more effort into our people on we believe that our people will be the key differentiator many of you know, skill-sets are so important when it comes to it. So I was looking and make sure that we were putting on that effort behind the team was critical.
I'm so you don't just talk about Edition. You also have to change the way you operate and our operating principles are the foundation of the scaffolding by which what we are now calling global technology and security work and this is a this is a foundation that all of our employees can rely on when thinking about how are we going to do things in the future? And these are the five that we came up with and the first one that came up with designs. I should say. I'm in really thought through in the first one that I would have put out his influence Revenue you think this is important?
Play Shannara say what is your superpower? And what do you bring to this organization? And in our case being customer 14 Citrus product? It puts us in enough. Everybody says, how did you do it Citrix? How do you do it? And we have to be prepared to answer that and it helped our customers be more successful and we have that opportunity we get in ABC's we get it through Linkedin we get asked regularly, please help us do it. Well, let us learn from the mistakes that you made and that in turn will help you do it as well. So big big push on that I want to talk about operating as one unified
are we were a highly fractures and organization and people's likes kind of stayed in their swimming like they did this and that's all they didn't we really didn't span across breaking that down. I think it's one of those critical changes that we've made and still today. I'm looking at some of the leaders on the team. We are all in this together. There is not a ripple a chink in your armor that anybody Can find we are unified against this Vision that I brought up earlier and without has been extremely successful on how we're going to do this and the third thing in prison, what about us
becoming seriously and user-centric? Of course, that's what I do know, the reason I want to talk about it is because it is a game-changer to make that pivot from being a very Inside Out organization very like we've deployed we're good. We're done to flipping out around and being much more outside in your employees expected your biur leaders expect it and it's not a typical competency, but to have everybody within our organization know how important it was to operate this way and change it's not just about me doing it. It's about everybody across the organization shifting how to
do it. So very very critical. So is is Renee talked about it? Right? I mean, I think transforming the organization is the foundation. I we needed these principles we needed alignment. We needed to really be operating the way other customers it organizations do in order to really genuinely approach something like adopting workspace. The one of the first things that we notice coming into work spaces. I'm sure you all have by now is work face isn't another product certainly not virtualization. Not on its own is a lot more complexity to doing work space
than what we are all as you know, traditional Citrix domain experts really accustomed to approach a Really what that was about is that as domain experts in the citric space whose very specialized for the most part right of the products and services. We delivered really fit around Citrus virtualization environment. And so nothing works face, really. Translate into of the pivot from being a specialized organization and discipline to really wonder on general-purpose. We actually talked about the company's model and Market position changes changing the
general purpose, but that transcends into the technology spaces. Adopting something like workspace really get this into a general-purpose model where we really talked about a lot more cross-discipline engagement and certainly a lot more Integrations across your environment. Then we would have traditionally been looking at are ahead of us when we're doing something like storefront. There's an opera xendesktop or even than mobile. There's Integrations in there, but the amount of cross-discipline Engagement you can even see the day when we talked about intelligent work space and armor
client and things it's well breached the domain that we've all traditionally be in demand in the virtualization space. And so we looked at that we should look you know, the traditional it silos that have existed for years really aren't going to suit us well anymore and it doesn't mean everyone got to redefine their organization, but it means you have to appreciate that doing something like work space and that Foundation that you want in order to get into all the better though the goodness around intelligent work space and so on that Citrix is going to deliver Involves at least
collaboration across these teams in integration that hasn't in the past and I was just mean technology integration process. I mean relationships and everything that Renee was talking about as well as also at more of a technical level. We looked at work space and we went through and said one of the Integrations are really going to need to look at that. We hadn't traditionally needed to to do some of the the citric platforms that we have done in the past about identity. You know, this isn't just a I want to connect netscaler AAA against Radio Service. This is truly looking at how you do
identity how you're doing multi-factor authentication of that into work space and other cloud services have a unified authentication experience. It's not your desktop barkitecture physical virtual on-prem. You going to put videos in the cloud or are you going to put them only on Prime you going to put brokering in the cloud is all these integration components that are very different than when was just standing up kid on Tramp. SAS the sandwich that was ever a part of our world is virtualization experts was in a publishing a URL write-ins a nap. Now fast is an integration is deeply
embedded in workspace. Where is your Samuel provider? Who the IDP are these are all elements that I would I would venture most of the Citrix domain experts in the room. Don't even own within their environments. Not your purview. It lives in a different world with nit the back that previous lied about I-80 Silo if you have to build those relationships and start to work across them in a very different way cuz developing sassy integrating it in a meaningful way to drive experience is going to revolve deeper integration. Do we have in the past or
not? Right sister files is an aggregation point from a uin experience perspective. But whether you have files on Prom off pram three different clouds are not deeper Integrations are necessary here in order. Building a more valuable service for your customer. And so what we did it right punchline siffords it we've deployed Works in production is running across the company today. So how we do it. traditional endpoint clients as you would expect the cross trust an untrusted platforms byom corporate, whatever terms you like to use leveraging workspace app leveraging our on-prem
netscaler infrastructure our existing IDP and our existing multi-factor off class 1 Workspace workspace as you seen it advertised and publicized with all of its goodness, right analytic Services behind it Access Control secure browser service the embedded browser service SAS integration. Aggregating all the resources that we talked about but not just the new ones on Prime all of our traditional virtual app and desktop Services. We have some that are brokered on Prime with full Farms with some that are
broken such as Cloud for all they're all in one place. They're all accessible through the same authentication model. So this is what we're running today. This is our reference architecture. It's off. It's running across the employee days trailer successfully. I think it actually starts to drive a really good story with customers like yourselves in terms of how can we do this? Now 5 years ago this presentation will be done. Does IT professional to be delivered right we left but that's not really the case anymore nor should have ever been it's about now the closed feedback loop and
how do we ensure that we delivered actually made sense. Did we know we were talking about did we deliver was valuable since we have to really focus on those aspects as part of the life cycle and Ray will help us talk about. Yeah, I eat when I started in GPS and I'm actually looking at one of our team members in the audience and I said how do you know you're successful when you relieved because I released I'm good. Are you okay? I wonder if our employees in the business would say the same thing as no, I mean clearly now our employees are looking to be
productive. They're looking to be efficient and what they do, they're looking to use the technology that we deliver in a way that makes sense to them in a way that they consume. Back going back to the keynote in the whole thing around employee experience, which of course was everywhere on this morning is more real than ever because everything becomes more and more transparent and people have choices the people who are talented have choices and it's up to us to make sure that we were taking that top talent. So let's walk through this little bit. So I just had a session on end-user
experience of others. I saw a handful of you go from this one to this one's a little little redundancy here, but it's important to bring it up again the consumerization the expectation of our employees to turn something on and it work without a manual is real and is it professional to that a shift out for being that will they have to consume this because I'm giving it to them into let's create something that they love they not the light and that difference and I differentiate ER is aspirational and it's okay to have that operation because it'll make
the difference between What you have been doing and what is right for your actual end-user on top of that I talked about the digital natives that is who is walking into our organization from college that that's a true term digital natives definition of that person is that they have never not had an iPad in their hands from the day. They were born they've worked on app their entire life. I can't believe it's true that went to middle school and high school and college and didn't have textbooks.
They're expecting that they can be productive anywhere. They want to be in a very seamless way without having a lot of baggage around them. Right? Why can't you deliver that to me game changing and we talked about the different various iterations coming in. This is One Pilots scares me the most I'm so what does it mean? How do you know them because it's one thing to say? Okay, they're coming but then it's like how do I get to know these people? What do I do about it? We you know what, I want if this is what we've done with work space in this is how we do things
though establishing and knowing where are they and what are they? Where are they with in our environment? Are they in there today? Are they not in there today? Have they logged on haven't they logged on are we retaining them? Are they coming back to us? Okay, these types of insights are critical to be able to share across the business. They get very curious about this is one of these pieces that you say I know more than you do that. You're busy. I know what your end users are doing on a daily basis when it comes to technology important to establish this secondly, what we've done is we've
built personas in Persona is have been key for us to understand. How did the dead various people across Citrix consume informations. Where do they consume information? How do they want to digest technology? How do we know who we're even dealing with whenever we build anything? We think about these people hate that's the one thing is that we do dish up technology, but we are serving people and people have emotions. They have sent them in they think about things and not one person is the same across any organization and I don't just mean by function
a function or personas. That's my sales guy and then I got my I don't know Mark HR person and then I've got in there all different personas. Well, let's run across from Innovative mindset in a jar and he's not Innovative mindset to engineering how you going to have people over here who really don't want to see the technology until things are in really good shape in engineering. I never thought that I owe and I've got people in HR who are like give it to me now,
so it's really important to know who you're serving. So you have a keen insight into them. And then layer on top of that their feedback now surveys are very typical width in it will survey send out a survey and tell us what they think I know they don't we just got date. I just read it the other day 70% of employees will not be on its on on a survey that's been out by an employer. They don't tell the truth. So how do you find that out because you want to know what's going on inside their head? Why are they met? He knows decisions and then how do they feel so we launch workspace?
Yeah, this is actual sentiment that we just collected this past week on on workspace. So when we get this type of data, we give it back to product so it's not closed loop but not just about are they using it numbers great cuz people can be on a cuz they have to be that's not success in our world success in our world is are these are our boys all smiley faces and do they feel good about what they're using every day and that's a drastic difference from just looking at uses. I talked to Joe, I think I was
a tacos in my last session but I was saying, you know, if you're at a restaurant right in the manager comes over and says, how's your dinner tonight? What you always say, it was good to write. It was good. I don't know about you, but I wish you wait till they walk away. And then that's what that's that's what you need to get to write. What are they not telling you that they're thinking in those soft bubbles in their heads as end-users that they don't share with you in the survey or a various other times. They near the stable. How do you do
that? Right? That's how do you get inside people's heads. You have to make yourself open to hearing from them and that's looking the other way talking to somebody. How do we do that? So we do we use methods that are not going to be familiar to i t a i don't even know what you're talking about with a journeyman. That's the key differences. Think about what competencies do you need to have within your it environment in order to do things that this is actually a journeyman food aid for a roll
out of work space What do we do if we brought in I should have did it virtually I use their products and online product and we were actually Journey math 20 and he's nervous around the globe to understand how they would approach a new product line. Nike go back way over here. So what would happen here and then would happen and then what happened and then what happened we would get their thoughts feelings and emotions at various stages of consuming technology on a lunch like this understanding things by moments that matter. What is that moments that matter what we identified four four
places within the string method if we didn't focus on that it wouldn't matter what we did on this lines. We would lose our end user along the way. Things like Journey Max and you listen and you hear them live there in the room with you or they're doing it online with you and they're telling you those thoughts bubbles cuz they start to trust you cuz you care and next thing, you know, they're willing to do that for you and that is gold and then imagine you have it and users and bringing some of your business partners that have them listen in on this stuff is awesome.
The other thing we did is we create a frictionless ways for our end users to give feedback frictionless. Meaning you don't have to go to this place. Click on this thing feel something in hit send on to give feedback we did so we just opened up a slack channel on the community and we said go when we launched our first environment out to Citrus we had over 6,000 verbatim to feedback on our Sac channel that we extract we take them off the slack channel into CSV files, even if it's manual and we start tagging seem so we can get to that
sentiment. This is becomes the place where people talk it became a new water cooler for our end users around this product. But again, very frictionless easy for them to get to what about of course I T would be like, let's set up a process to give the feedback right? Let's put it in service now and then Exactly. So thinking about what how would they how would they best be served in order to give that feedback back to us very important channel for us. So just summarize it all up. It's
really about shifting how you thinking approach whenever you're going to do a lunch like this. It's not about getting it out and getting the check mark. It's really about shifting to this outside in approach and starting with the end-user. We did Journey Mass. We did all these things before we launched. So we had the Insight private along so we knew it could be more successful. And so did you look back at some of the lessons that we've learned first and foremost not on here for an IT professional and you want to impress her experience counterparts use words like Journey map and
sentiment get you a lot of big points. Until I asked you what it means and then you're sorry. I can't help you there. So I'm certainly we learned a lot going through this right we talked about it most of the week and you continue hearing it understanding your end-users is absolutely critical. You can't deliver technology. If you haven't first understood what they need and I don't like kind of sounds a little bit obvious, but I think anyone is honest with themselves as an IT professional not always really been the way we've approached things and that's not always been a bad
thing right on the infrastructure side, even in the end user Services side of his face right technology, was technology for a very long time and live with black and white. We talked about experience choice and security and you talk about the types of technologies that today we're trying introduce and that they're really being driven by with a cut when employees walking in the door telling you they want to work with you have to understand what they want to use. You have to understand the way they work. You also have that buying across the organization cuz if one party organization is
changing but others are in this is going to be even that much more difficult that cross-discipline engagement is critical if it just has to be there I'd I would venture a guess there is not one organization to tending Citrix a little in this room who show monolithic that an individual's going to win every piece necessary to do this. So that crosses one engagement going to be absolute for you whether it's simply that the identity folks don't work in your team or the application developers. Don't that owns ass right in on the Samuel Services you have to have that so you have to have that
buy in across the organization. What we talked about this really looking at your organization's maturity. It's a good time to look at that and think about where are we in are we ready to have this conversation across your company because the general purpose solution is in chest and virtualization. Maybe only be a small subset of the people that you serve and they are looking at work spaces going to go all the way across are the relationships table in the business. Are we ready to do? This is our organization ready to to be successful. The
last part is this shift. I'm I just kind of went over it enough to be able to position ourselves and and make that shift from to the outside Inn. And Joe said it perfectly employees are they don't understand why they can't do things and they're going if we don't necessarily have all the answers anymore. I'm so how is it that I T will be valuable in the future. What are you going to deliver that that's a business? Turn on Deezer doesn't have already. I'm so those sauce I think are important to delve into about. How do you how do you deliver value back to the org? And I think
that that's the rock Rachel. That's that's our journey, right? That's our story and again that you know, the punchline is not simply that we need to play work space. It can be deployed fully supporting integrated into your existing Enterprise ecosystem where customer one right that gives us access and opportunity to drive the availability of Technology Solutions that then in turn allow us to do this which should mean that you can do it. And the rest of what is gone around here in the story is is just to share that it's not just about taking a new technology out of the box and
wrapping it walking through to technology features in integration. They're really does involve a transformation around your company, or at least know I like the way you approach to technology. I think with that, you know, I think we have a good amount of time here and would love to hear from the audience and take any questions. Wow, you're that and I don't think you were that every point. I don't think it's all about the journey journey mapping sentiment
in the room who runs all of our operation for Citrix it so there's a lot of brainpower stand black is here. So we have is any questions good time to ask We needed can you give me my Citrix? Is there a good feedback loop? It's a really powerful relationship that we have with product and Engineering right now anything that we do and we Monitor and measure and get that feedback. We Loop it right back either into the design of what if it's something that we've launched because all that feedback should keep going back in to redesign and making it a rating and making sure that we're
getting it right or you may even identify from that feedback is sediment in new opportunity how we're working it with work space and I'm pointing back there cuz there's somebody from the engine rebuild a really strong collaboration. So anytime our employees that they are giving that rapid feedback as customer wants and we're putting it right back into pot. Engineering and they're actually that's wack channel that you saw has product in engineering people looking at it all the time. That's new. I need that type of tightness of collaboration across the organization is is
it's awesome. I don't even know how to say this. It's long overdue and it's been brilliant to watch because it's only going to make you as customers be more successful with our product since we split up the environment to look like a customer it puts us in a position to beat, you know to be there first and to help get all of that any insight about you know, how the end-users feel back into the people that make those changes. So it is likely for that purpose, right? If we don't back to the challenges we discussed in the beginning if we
don't look and feel and operate the way you do is a customer then there's no value of saying we would be able to do it. And so we made a very pointed effort and partying or product engineering to say look we're going to do we need to do with the way in Enterprise customer does it would be kind of know we can do it if we got a break all those rules cuz we are Citrix but that's not going to help anyone. So we work diligently to build the environment completely integrated into the Enterprise ecosystem. And that's why I made a point of pointing out in the reference is on its are
third-party multi-factor off right? It's our existing netscaler Investments the tower on Prime resources, right we had to work closely to get their the idea of being right in the punchline is so that you can write but we did that leveraging our proximity with the team's to outline. What are the pieces that are missing that an Enterprise would need in order to be able to build this thing integrated into existing environment and not have to do these these massive lift and chips. And so that's really been the premise behind customer Juan and Luggage. It's not easy because If we were able to
click through it you could have right but we had the opportunity for the proximity to team in the relationships to kind of turn very quickly with the feedback process through the pieces that were missing and then bring them into a production environment. And by the way, we don't run anything in production. It's not a g a piece of code, but this isn't all you have Alpha code or you have whatever we don't we only run GA code in production. It's what I say were able to run this. I mean we're going to run it and happy to show any level of detailed architecture with being in that
clobbered of relationship with engineering a product. Yeah, and you kind of answered my question as it relates to when you guys were formulating your success criteria going into this project you think about the creation of that criteria and you weren't Citrix and there were Legacy applications involved. Would it be the opportunity of someone who sells your your Solutions out to the world where there have been an opportunity to have a dragon some additional Citrix products and Technologies into the solution. You talked about during the challenges faced.
I honestly think we needed the foundation because we're doing exactly that now, right? We we built this kind of normalized environment. If you will that I think we feel more comfortable as representative of a customer environment. And so we look at security challenges. We look at Experian challenges. We now can genuinely look at things like the embedded browser. We look things that secure browser service and MDM and Jen we look at how those Citrix services are going to meet those requirements across the company. What are the challenges we talked about was in
Paris where we had done that in the past. It was last for the sake of solving a business problem or just simply for the sake of getting exposure to the technology which from an architectural perspective clearly is the wrong direction cuz what's your success criteria right is not the business problem. Kind of gas, but now not back when we were kind of in a very challenging kind of place environment and you don't take anything out is like becomes like the ugly
house that you had a really good band Asian at some point, but you just keep putting stuff in there and things get a little messy, doesn't mean any functions a lot of functions do that. And that's been a lot of this past year-and-a-half to is D is really streamlining what we're doing and removing and stop doing a lot of complexities that we ourselves have been guilty of putting into the environment, which is allowing for us to also have a nice clean approach to delivery. Cancer that I don't know and Have Nots TWP any question with
a dive going to sit right for two weeks and prior to that. I was on the other side of the fence. And this question. I could come from that side of the fence you touched on it during the talk around specifically integration. Did you find any challenges internally with trying to aggravate them in I mean in my in my experience in the outside world, those who own work they are not those who wander are not those who own in a filling and did you have to convince people to give up some level of controller to print you to agree to come into the unit experience. So, I think it's a it's a
it's a combination of old Rene's World in mind to be honest because I think I think the experience side has driven. What we want the experience to be with those Services special man get into intelligent workspace, but more generically from an architectural perspective obviously knowing who the owners of the platforms is one thing but it was really a transition of publishing application in publishing. It is basically making it look like it works on a desktop right to really doing the infrastructure in a grave where is saml authentication. Where is my FB initiator of my
IDP education more and integration workflows because you're leveraging things like nephew Gateway sermons and so wasn't so much find out who it was really that that relationship needed a lot more than simply hey we're going to We're going to put your URL in browser on a server and publish it right. It was more they need to be part of this delivery model and his experience now of accessing your service more natively for the work fast and I think to add to that that yes, and on that is us the engagement and my title is not just
engaging end-users. It's all so engaging the business back into I am working hard to make sure that our relationships are is fortified as possible. So going out into all hands making sure that we sit with the different leaders and and not so much like to be around Mercier. I'm all the more about making sure that they know they can come to us if they need us that we've given them and we have an open Avenue with them and an open dialogue. So it's not something you find out later because it's going badly. How do you establish those relationships? So it's a pic. It's like hey, I've got a
problem and please help us come fix it. So that's all. Part of the engagement strategy is working across the business more closely Josh so that we can deliver knowing knowing earlier rather than later. All y'all make is for those of you approached the mobile space already the intimate kind of Engagement necessary with application owners to get them to work in MDM platforms how to draw a crude analogy that when you talk about work space, it's not just what we as Citrix domain experts have done for years of kind of publishing in Citrix xenapp.
I think we have time for this last one. So as one of your operating principles of metrics around I influencing Revenue. We just talked a lot. So we looked at we would look at Amelia and Dozer engagement. So how often do we find ourselves in front of customers in EBC executive briefings? How often does the sales organization call a sin in order to be the expert to help move a deal forward. How do we we looked at? What are deals before it for them? If we're not in them things like that, and that's the the critical pieces of that. Are we at the
table are we not at the table if we're at the table? What does that mean to the deal or what is happening with that customer? Part of it's also a and it's it's probably inappropriate to call him that track but I think it's it's looking at the cultural pivot, right? But I send using the same language in they're embracing the operating models that we've put in place for them. We're enabling them to deliver products that in turn affecting the growth of the business. Yeah. There's more empirical where Sal says look we were only able to
sell because I can do this. That's more empirical when they say I couldn't make a deal but once I was able to actually just open on my laptop and show the work face. I can make a deal that's affecting. The bottom line is the show don't tell pieces huge and being as fast as getting it out onto for salespeople and Nazis to be able to demo it out or not demo. Sorry wrong word Jackson show actual production after using it every day is critical to Our Success. Shifting from doing
demos which anyone has been on the other side of a Citrix account manager and seeing the demo is said yay. That's great. But does it really work right shifting from demo to no? No. No. This is the way I work, right? That's right. That's what kept us in the meetings. That's what is the perception that closest Hills in Italy tell her story like we are right now and being able to say this is where we are without, you know, kind of jumping around that that any customers so important that
word, you know, where the same as as many of you and face the same challenges and we're more than happy to talk through that with you guys and then help you be more successful when you're looking at these things.
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