We’re proud to announce that Steve Walters, senior vice president of federal solutions at LIKE.TG, has been named to the 2024 Federal 100 list. Published annually by NextGov/FCW, the list recognizes outstanding individuals who went above and beyond in support of federal IT in the previous year.For Steve, the accolade is much bigger than himself. We sat down with Steve to learn more about the award and its significance.What does the Federal 100 award mean to you?I’m honored and humbled by this award. It recognizes 100 individuals from the federal community who have a passion for improving the government’s mission and helping it deliver value to its constituents. When you look at the list, it’s pretty impressive. It’s humbling to be included on this list of technologists, leaders, and innovators.But I don’t see this recognition as something about Steve Walters. I really see this as a reflection of the great work that the LIKE.TG federal team has done in partnership with our customers, of the impact we’re making across the federal government.I also think it’s a recognition of the evolution that LIKE.TG has undergone over the years. It’s not just about IT Service Management. It’s about the LIKE.TG platform and the mission outcomes that we’re delivering in partnership with our customers.What's the state of public sector digital transformation?There’s never been a better time than right now to accelerate the digital transformation journey that our customers have either started or are about to embark on. We’re at an inflection point where the big goals that our government has for digital transformation and the capabilities of the technology are starting to come together.There’s been a big gap in those two principles for some time. So when we talk about accelerating digital transformation, that time is now. What are some of the big challenges federal agencies face?One challenge is mission resiliency. It’s not just about completing your mission. It’s really about how agencies can continue their missions when there’s digital disruption—a catastrophic event, systems going down, the next pandemic, or a cyberattack. How does an agency continue to function when something like that happens?Another thing agencies are dealing with is how to improve the employee and constituent experience. How can they provide world-class employee experiences from day 1, when an employee starts, and throughout their employment? Do they have the very best platform to achieve their mission or their task for their constituents?The last piece is around modernizing legacy systems. In many cases, the systems work, but the experience for employees and constituents is from like 10 to 15 years ago. So, how can you modernize that very quickly without introducing more technical debt, reduce the overall risk to the government, and then increase time to value?How does LIKE.TG help address these pain points?We bring people, systems, data, and organizations together across the entire enterprise, and we bring that back in a consumable manner so that leaders and employees can then take action. We do that through our digital workflows and hyperautomation.Much like the iPhone revolutionized the mobile consumer experience by bringing technologies back to a single platform, we’re doing that at the enterprise level for the workforce on a single platform, the Now Platform. That’s how we can help address those three challenges.For example, a large federal agency recently realized it needed to modernize the veteran onboarding experience. The agency’s HR system did what it was supposed to do, but not having connectivity on mobile devices or being able to tie into other systems was a huge gap.LIKE.TG was able to partner with another company and modernize that experience while keeping the HR system in place. This reduced the risk and improved the experience in less than 12 months. The agency got the time-to-value piece and didn’t take on additional technical debt because it didn’t have to rip and replace.What role does AI play in the public sector?As in the private sector, there’s tremendous interest in AI and, more specifically, generative AI (GenAI) in the public sector. The opportunities and the interests are huge.It’s important to understand that disruptive technologies have come and gone before. What's different about GenAI is that it can accelerate digital transformation at a much faster rate than any other disruptive technology in history.The key piece here is that if you’re really going to harness the opportunities of GenAI, it can’t be treated as a single disruptive technology. The real power comes when you combine GenAI with a platform like ServiceNow. Those together are what really accelerate transformation around the mission and around the employee-constituent experience.As I said, we’re at an inflection point. The federal government has a lot of very big goals. And it has access to technology that can meet those goals. It’s not just about digital transformation anymore. It's about accelerating the transformation journey. That’s really what’s ahead of us.Find out more about how LIKE.TG helps federal government simplify workflows and accelerate digital transformation.

Trust means different things to different people. From my point of view, it always involves four key factors: consistency, reliability, security, and honesty. If the government can embody these factors, at both the state and national levels, then it can earn the credibility to lead.As the Indian government strives to deliver its eOffice model and become a $5 trillion digital economy by 2025, digital trust and credibility are crucial.India has the world’s largest electorate: 1.4 billion people with diverse cultures, languages, religions, and perspectives. Because of the variety of life experiences—all being served by a single national institution—citizens’ trust in government is critical to the country’s success and stability.Let’s explore what digital trust looks like for India—and how we can strengthen it in the four key areas of the e-governance framework.1. Government to citizens (G2C)Perhaps the most important part of the framework is building trust with citizens. Government needs to have user-friendly systems that allow citizens to access high-quality resources consistently and reliably.It also needs to deliver vital services in times of crisis or disaster. At the outset of the pandemic, for example, governments had to act within days, not months, to keep their citizens well informed and safe. Those that succeeded earned the trust and respect of their people.LIKE.TG worked with a government organization to do exactly that, enabling 18,000 city employees to work from home and launching a fully functional COVID-19 test appointment app within 72 hours.From a technology perspective, building trust with citizens means optimizing data centers with high-availability architecture, integrated systems, and efficient workflows. That way, government is poised to respond proactively when citizens need it most. 2. Government to business (G2B)Creating a positive environment for businesses to prosper is another way government can build trust. That means cutting red tape and allowing the entrepreneurial spirit to thrive. This is especially true for vendors working directly with government: They want fast licensing, procurement, permits, and revenue collection.Making the government easy to work with helps businesses view it as a dependable partner for the private sector. This is possible by incorporating consumerlike experiences, eliminating burdensome processes, and building digital channels for communication.For example, optimizing procurement through enterprise resource planning (ERP) modernization and portfolio management technologies can simplify the government back office, reducing bureaucracy and streamlining processes.Standardizing forms, reducing required fields, and providing online content repositories for self-service can provide a better user experience.3. Government to government (G2G)Intergovernmental operations are also ripe for improvement. Citizens want transparent, trustworthy public services that run efficiently. Government wants to be a better steward of taxpayer money through better planning and management across departments.To build digital trust, government must focus on smart governance that uses modern technologies and agile project management. That means implementing effective project portfolio management and role-based access controls. Together, these help government ensure projects progress across silos with accurate and secure data sharing.LIKE.TG is working with government organizations to deliver these kinds of results. In one city, we deployed our Strategic Portfolio Management solution to help the local government manage major projects and provide reports for executive scrutiny. We established centralized IT standards and best practices and helped IT teams use resources more cost-effectively while fast-tracking their activities with confidence.4. Government to employees (G2E)The final focus area is establishing trust with employees. If government wants to be efficient and effective, it needs to attract and retain smart, talented people and empower them to get their work done. That’s the foundation for achieving India’s digital strategy objective by 2025.A powerful ERP solution can give employees the visibility, control, and access they need to deliver projects effectively across all arms of government. Boosting productivity and allowing people to participate in the mission of government can also help improve employee satisfaction and retention.An integrated pictureLIKE.TG understands the importance of building trust with all stakeholders in government. That’s why our global, multi-instance infrastructure employs progressive security layers and rigorous security practices to protect data.Using the Now Platform—which connects people, processes, and technology organizationwide—government can achieve secure, responsive, effective, and transparent work across departments to earn digital trust.Find out more about how LIKE.TG helps government deliver digital experiences.

Have you heard the tale about the blind men and the elephant? A group of blind men who’ve never seen an elephant touch different parts of the animal and try to figure out what it is.The first man touches the elephant’s side and says, “An elephant is like a wall.” The second touches a tusk and says, “An elephant is like a spear.” The third touches the trunk and says, “An elephant is like a snake.”Without seeing the full picture, it’s impossible to truly understand the world around us. We can only see the truth by comparing and combining different perspectives. In India, the government has a new “digital elephant” to decipher.Wrangling the dataAs part of the Digital India by 2025 strategy, the Indian government is in the middle of an enormous digitization project involving all departments, agencies, and states. This digitization will create a lot of data.The Open Government Data (OGD) Platform, which aims to aggregate all public sector data, contains data sets from 165 departments across 33 sectors. That’s an enormous amount of information—and it’s growing every day.Recording all that data is only one step of the digitization process. Government organizations also need to standardize, analyze, and report on the data to make it actionable. Getting a clear picture of progress on digital projects across state lines is currently difficult, for example.How can leaders track their disaster recovery management and solve problems quickly? How can they report on Early Harvest Programs? How can they understand the amount of BSNL fiber being laid across the country? How many villages have been connected as part of the remote auditing project?To answer these questions, government leaders need a single source of truth that provides visibility into the status of their digital projects and the IT assets enabling them end to end (or trunk to tail). Having a clear picture can help leaders make intelligent decisions about strategy, allocate funds efficiently, focus on priority projects, and quickly shift budgets when needed. End-to-end visibilityWhat does that look like in practice? As with the elephant in the story, a lot of parts need to come together to create a full picture: Consolidating technology systems across government to provide a consistent user interface Integrating applications and data sets to increase visibility into service workflows Breaking the barriers between departments, agencies, and state governments to streamline data sharing and collaboration Implementing governance and compliance structures such as role-based access controls (RBACs) to ensure information security isn’t compromised Many departments are already attempting to deliver parts of this program. To hit the 2025 target of the Digital India strategy, the government will need to work with best-in-class technology partners.That’s where LIKE.TG can help. When it comes to delivering visibility in complex IT environments at speed, without compromising security or compliance, we say yes.See the full pictureWe work with government organizations to integrate systems, simplify user interfaces, increase visibility, and accelerate digital projects. As the foundation for all digital workflows, the Now Platform can connect people, functions, and systems across any organization.Our solutions help organizations make better sense of project data with RBACs, dashboarding, drill-down views, and real-time data visualizations. That means everyone in government can access the level of information they need through a single interface— and have the power to put that data into action immediately.Because LIKE.TG protects sensitive data using platform encryption, meeting regulatory requirements is never a concern for government agencies.Find out how LIKE.TG can help any government visualize its “digital elephant.”

It’s no secret that government agencies are facing increasing restrictions and compliance regulations as they strive to ensure effective data governance and protection.“Agencies have a lot of regulated information that needs to be governed, and they need to make sure it’s not compromised,” says Corey DuBois, senior advisory presales solution consultant at ServiceNow. “There are a lot of checks and balances they need to have in place.”Because of these stringent requirements, agencies are typically restricted from leveraging out-of-the-box solutions. This often creates more challenges, such as finding the right people with the right skill sets to build the solutions and coming up with funding. Strict security and compliance regulations also limit agencies from taking advantage of the scale of the cloud to bring down the total cost of ownership.A new world of possibilitiesAll of that is about to change. Technology leaders are investing in achieving the right certifications to support government agencies. This can provide governments with better access to innovative tools and help ensure their ability to meet necessary security and compliance standards.“By leveraging a government cloud, agencies can consume cost-based applications more frequently, enabling them to meet the demands of their customers and their mission,” DuBois explains.LIKE.TG and Microsoft are helping enable this new level of innovation for government.Partnering to embrace the cloudAt Microsoft Federal’s National Security Symposium 2022, prominent defense, intelligence, and security leaders came together to explore the latest trends, insights, and innovations.In a partner panel discussion, DuBois highlighted our recent achievement in securing US Department of Defense (DOD) Impact Level 5 (IL5) Provisional Authorization for the LIKE.TG National Security Cloud (NSC).This makes the LIKE.TG NSC one of the few software as a service and platform as a service (SaaS/PaaS) offerings built and authorized to meet the rigorous DOD Cloud Computing Security Requirements Guide at Impact Level 5.Through NSC, the DOD, its mission partners, and select federal agencies can move highly sensitive data to LIKE.TG cloud-based solutions hosted on Microsoft Azure Government. This includes controlled unclassified information and unclassified national security systems. Source: Microsoft Federal National Security Symposium, May 2-3, 2022, Washington, DCSupporting mission-critical workLIKE.TG and Microsoft are aligned to help customers in the federal market move into private cloud, shared cloud, or trusted cloud offerings so they can realize the benefits and value of cloud services. Agencies can then accelerate key initiatives, such as security and zero trust, while leveraging analytics and insights directly within their cloud instance.“There are a lot of activities to keep track of in any one instance,” DuBois says, “so being able to get insights into all the capabilities of that environment and automate that process is extremely valuable for government agencies.”NSC enables agencies to take advantage of the benefits of the Now Platform® within a secure, trusted cloud environment. They can integrate everything on a single platform, digitize workflows across systems of record, and power innovation with low-code apps.By connecting people, functions, and systems across the organization at greater speed and agility, agencies can spend more time focusing on mission-critical work while helping to reduce cost and risk.The right cloud environment can make government more resilient, flexible, and responsive—all while keeping security at the forefront. ​NSC puts innovation and security hand in hand, giving you the ability to achieve your goals and meet necessary compliance standards.Find out more about how LIKE.TG and Microsoft are shaping the future of government.

Strengthening and empowering the federal workforce is a key tenant of the President’s Management Agenda. Considering that, as well as an aging labor force and the critical need for people with cybersecurity skills to combat increasingly sophisticated cyberthreats, now is the time for government agencies to reevaluate how they view employees’ skills.Moving to a data-driven talent strategy can enable agencies to uncover hidden talent by matching the right people to the right work at the right time—and enhance employee experience and engagement.Progression not promotionThe first step is realizing that skills do not equate to titles. For too long, career success has meant moving up General Schedule (GS) pay-scale levels or titles. But a change in title does not necessarily mean an individual has been or will be exposed to new experiences or gain new skills or responsibilities.The growth that comes with new challenges can help keep employees fulfilled. One way to promote that is to allow employees to move into positions across the organization. Sideways needs to be the new up to keep valuable employees engaged in government missions.Keeping talent in governmentPeople enter public service because they want to work for an organization with a mission. They don’t leave because they stop believing in the mission. They leave because they don’t receive opportunities to grow and develop.Talent sharing across agencies is long overdue. Hoarding talent within an organization does nothing for government goals or individual growth.Government employees need to see career path options outside their current organizations. Where can their skills make an impact in another office or agency? Seeing a growth path can keep talent within the government ecosystem rather than losing it to commercial companies.Diversify the workforce you already haveA data-driven approach to talent can go a long way toward driving out bias and growing equity. Across government, opportunities abound for people to get involved in steering committees, pop-up projects, and short-term initiatives.We assume people will seek out these options. But employees tend to network only with people they know. This limits what they’re exposed to. Employees miss opportunities every day that are tailored to their skills and career goals.With an automated, data-driven approach, opportunities can be pushed to employees who meet specific skills and capability criteria. Those employees can then engage with a digital workflow, allowing them to quickly and easily break into a new network within the organization.Technology then becomes a proactive, enabling force in finding the best fit based on skills, not on position or education. No longer are we dependent on who we know.Personalize the journeyThree-quarters of employees who’ve made a move within an organization have a higher likelihood of staying, according to the 2023 Workplace Learning Report from LinkedIn. Providing a dynamic career path backed by training and mentoring opportunities is a way for government agencies to demonstrate commitment to employees.A one-size-fits-all training program ends up fitting no one. Employees have come to expect a personalized experience from the brands they interact with—music recommendations based on their tastes or reminders to order toothpaste based on their buying habits. They expect the same personalization from their employer.Agencies need to become data-driven to better align their training with both employee and mission needs. Knowing potential growth areas for employees allows for more targeted efforts in offering reskilling and upskilling opportunities to the people who will most quickly benefit from the training. This will result in a more customized experience, giving employees programs and training they want to participate in and learn from.LIKE.TG is proud to support organizations ready to make the leap to a data-driven, skills-based model. Watch our webinar for more details on how you can move away from spreadsheets and emails to manage skills in an automated way that works for everyone—HR, agency leaders, supervisors, and employees.Find out more about how LIKE.TG helps government deliver better digital service experiences.

Government continues to trail private industry in its ability to meet customer service expectations. The American Customer Satisfaction Index Federal Government Report 2022 scored government service at 66.3 out of 100, below the average customer satisfaction index of 73.2.1 It’s not all bad news, though.Thanks to customer experience (CX) being a focus of the Biden-Harris Management Agenda, this year marked the first uptick in customer satisfaction since 2017. With more than $500 million in the White House fiscal 2024 budget proposal earmarked to support the improvement of government CX, the hope is for a continued upward trend.To realize this hope, and the promise of a government that works for all its people, agencies need to be strategic in how they invest in improving the CX journey to benefit both citizens and their workforce.

Financial services is one of the more respected, highly-trained, and revered departments of any business. Accountants (both management and chartered), actuarial professionals, and financial professionals of all disciplines generally take on several years of post-graduate studies that put them in line for a potential slot in C-suite management, if they choose to pursue that course.One would think then, on that basis, that finance would insist on using only the sharpest processes, the most contemporary technology tools, and the highest grade workplace systems possible.Strangely—and somewhat paradoxically—this is typically not the case.Skyrocketing slownessAccording to Gartner, “on average, finance is the third-slowest operating corporate function behind legal function and IT. 73% of finance functions face pressure to speed up. As request volumes skyrocket and budgets stay flat or are reduced, finance leaders tell us they are looking for new approaches to finance operational efficiency to meet growing business needs”. (Source: Gartner: Build a Finance Function that Meets Business Demands, 2018)We need to stand back and ask ourselves how we can improve the speed of these corporate functions, including finance. Much of the truth behind this predicament lies in tradition, custom, and ritual. Yes, accountancy has moved out of “bookkeeping” on paper and pencil ledger books into the fabulous world of spreadsheets, but many of the same age-old work processes are still resolutely in place.We know that finance still uses many essentially manual processes, including emails and spreadsheets to manage workload. But these are disconnected platforms, software applications, and data streams that lack any discernible degree of autonomous intelligence and service automation.As in finance, as in everythingBut this whole discussion extends way beyond finance. The financial function may have been called out here for want of highlighting a trend that needs bucking, but there is an equally inequitable level of disconnectedness that pervades throughout every business function.We should remember that finance is the broker for so much of what happens inside any business, i.e., it “signs the cheques” and makes things happen so to speak. But really, the IT department has the same brokerage responsibility. If it doesn’t provide the platform and connectivity conduits for information exchange to happen in a fluid fashion, then work doesn’t work the way it should.Looking at the other workplace disciplines at play here, Gartner’s analysis pointed to finance as third slowest as a department. The analysis then ranked RD, sales, human resources, the risk department, and then audit and procurement as the most sluggish company divisions, with marketing (both B2B and B2C) coming in last.Steps for actionSo how should organizations bring about change in the face of operational systems that are often weighed down by the anchor of traditional processes and archaic systems management?A good starting point rests on an analysis of how any organization should think about redesigning the core operational building blocks of any business function. A business should also think about how it is going to deal with the impact of new information flows as they traverse the business. The reality of shared services that dovetail across new intelligent business functions means that there is an inevitable need for a new level of threading and connection.Financial service institutions are under pressure to adapt to a rapidly changing environment. Those that do can turn the high pace of change into a competitive advantage with tremendous growth potential. But adapting to these market dynamics will require embracing new ways of working such as putting a single platform to work across your enterprise—to boost visibility, enable compliance, and deliver great service.(Discover the platform being used to reinvent financial services.)Coming full circleWe started with finance. Those highly trained professionals who actually need to embrace a new era of reinvention. But, it turns out that finance isn’t that different from all the other departments in any given business. As we have said, finance has a foundational broker effect in the business—so if it’s done right, then the effect throughout the business will be positively virtuous.Monty Python’s classic comedy accountant may have wanted to grow up and graduate to become a lion tamer, but we’re not suggesting quite that much reinvention is needed. You don’t need to get into the circus to pull this act off.Now logo, Now, and other LIKE.TG marks are trademarks and/or registered trademarks of LIKE.TG, Inc. in the United States and/or other countries. Other company names, product names, and logos may be trademarks of the respective companies with which they are associated.

Banking institutions are risk engines. Customers know this. Bankers know this. Financial regulators know this.Although no one likes to be turned down for a loan, risk due diligence is actually a good thing. The global financial crisis of 2007-2008 proved that risky practices of the past were not good for the economy, for society, or for confidence in the sector as a whole.The challenge is finding the balance to meet responsible lending criteria while ensuring consistent customer satisfaction. Perhaps the answer lies in looking at risk management in a different way—through the lens of automation and transformation.“In a world of unprecedented disruption and market turbulence, transformation today revolves around the need to generate new value—to unlock new opportunities, to drive new growth, to deliver new efficiencies,” Deloitte noted in one of its transformation reports.The financial services industry needs to transform now, more than ever.Digital banking transformation and complianceBanks know that transformation is critical. However, as they look to transform from legacy models to new digital offerings, a big factor holds them back: governance, risk, and compliance.In a highly regulated industry, there are a number of compliance issues that banks need to focus on. These include responsible lending to small businesses, enforcement and monitoring of loans to businesses, and the way products and accounts are administered, among others.It's very important for banks to be able to demonstrate due diligence compliance practices while providing excellent customer experience. That’s why compliance has a crucial role to play across all types of regulation—and why technology needs to enable organizations to make this a reality.Banks are changing. As Matt Baxby, CEO of Revolut Australia, says, “We will see a generational transition from trust in banks as a driver of loyalty. Trust in financial services used to be about safety and security—banks were the bedrock—there to keep your money safe.“Now it is just as important to demonstrate you are acting in the interest of your customers, transparently and protecting their data and privacy. That will be an enduring legacy of the Royal Commission, which will only amplify with time.”The key to redressing these trust issues lies in how financial institutions can make the digital experience seamless, effective, and efficient for all those involved.Risk: The center of everything the organization doesIn such a highly regulated market, risk, controls, and compliance need to be embedded within day-to-day activities. Imagine if it were possible to automatically detect risks and controls within the system. Rather than being seen as a separate function, they could be embedded within the front-line processes while servicing customers.With increasing digitization and competitiveness within the financial services sector in Asia, it’s imperative for organizations to drive toward enhancing and uplifting a risk, resiliency, and compliance culture. This first line of defense is the beacon of good risk management through a singular focus on the user experience and high user adoption of integrated risk management technology.Taking this approach would avoid and prevent breaches, fines, or risk events. It would also reduce customer financial claims and, ultimately, loss on the income statement. Improving the digital experience reduces riskThere’s a perception that demonstrating compliance and due diligence requires a lot of time, effort, and resources that can take banks’ attention away from pursuing their innovation goals.That’s not true.In fact, embedding risk controls into the front, middle and back-office processes removes the reliance on onerous checklists and referring documents, manuals, and banker handbooks. At the same time, it accelerates institutional learning and banker time to competency. It also creates a digital audit trail across all value chains.In fact, when financial institutions improve the digital experience, it benefits three groups: Customers – who can easily get service and advice while protecting their data Employees – who can be armed with modern technology and connectivity Regulators – who gain assurance that banking and financial services are safe and secure Transformation needs to be handled carefullyImproving the digital experience does require transformation. As we observed above, this can be a risky initiative in itself. When handled incorrectly, technology can cause errors and frustrations that diminish the customer experience while introducing risks.Inconsistent data structures and taxonomies between source systems create alignment and reconciliation issues and impede the ability to quickly assess and manage the impact of obligation changes.Reliance on manual provision of data across functions, fragmentation of data sources, frequency of policy changes, and limited quality and level of granularity of data capture within some data sources results in increased manual effort and risk of errors within reporting and analytics.The lack of integration between systems and workflow tools within and across processes produces many manual touch points. This prevents entire processes form being automated to improve both controls and process efficiencies.4 steps for transformational successWhen handled well, financial services transformation enhances compliance while reducing risk. Embedding risk and compliance automation controls across your front, middle, and back office gives you a foundation to meet the evolving expectations of both customers and regulators.Taking an automated and integrated approach toward business resiliency and third-party risks will be key. It enables your organization to reduce risk, noncompliance, and underperformance through more informed and faster decision-making at every process.LIKE.TG can help reconcile data, streamline customer experiences, and future-proof financial services in an era of rapid transformation and changing market dynamics. By following a four-step process for transformational success, it’s possible for financial services institutions to be compliant by design: Build a solid foundation across IT and operations. Expand to continuous monitoring for governance, risk, and compliance. Expand to front-to-back intelligent servicing. Deliver differentiated customer experiences. Following these steps can help you become intelligence-led; achieve real-time, digitized risk and compliance processes; and leverage the power of AI and machine learning.Risk and compliance should be built inRisk and compliance visibility is critical for the survival of financial organizations. Risk and compliance managers across all domains need a central platform to help regularly monitor and assess risks. This platform should easily provide reporting to executive leaders vertically and horizontally across the organization.LIKE.TG can take you through these processes. We understand the products and services that are being distributed: from event and agreement data to machine learning decisions and actions, communication and other inputs into assurance, audit and compliance processes. LIKE.TG also knows the activities the banker carries out, the conversations bankers have with customers, and how they’re linked together.More importantly, we’re able to take a front-and-center approach to risk: ensuring we don’t just address it head-on, but that we build it into the system.Risk and compliance shouldn’t be seen as a separate function in every part of the business, or as a competing priority with transformation inside the bank. It should be embedded in everything a bank does and exist within a single, integrated business environment.Learn eight steps to automate governance, risk, and compliance.

Big tech companies are on target to capture up to 40% of the $1.35 trillion in U.S. financial services revenue from banks, according to Insider Intelligence. Weathering this storm requires an integrated approach to people, processes, and technology. Yet many financial services organizations are saddled with outdated technology and processes that make digital transformation overwhelming.“Nearly every bank has taken off on their journey to the cloud, but very few have gotten more than a few feet off the ground,” Accenture reports.LIKE.TG Financial Services Operations can help accelerate digital transformation. It allows financial services organizations to intelligently orchestrate and automate business processes and services. IDC agrees, having named LIKE.TG the winner of three 2022 IDC FinTech Real Results Awards: Next Generation Payments, Treasury Trade Transformation, and Overall Winner.“Winning in both the Next Generation Payments and Treasury Trade categories, and receiving top honors as overall winners, demonstrates that LIKE.TG has proven it can revamp existing financial services environments with its work orchestration and process automation capabilities,” says Jerry Silva, vice president at IDC Financial Insights. Here are three ways financial services organizations can future-fit their businesses.1. Drive frictionless customer experiencesMany financial institutions face innovation challenges due to outdated technology and fragmented platform architecture. This makes it difficult to manage customer experience, requiring multiple people to work on customer requests across numerous departments.Because financial services systems are built for volume, availability, and security, they’re not easy to change. Changing too quickly risks regulatory, compliance, security, and account issues. Yet innovation is imperative to meet evolving customer demands and prepare for future success.Equipped with a banking-specific data model and strategic out-of-the-box applications and integrations, Financial Services Operations orchestrates work across both existing and new processes and technology.It includes optimized workspaces for bank employees, preconfigured workflows for common processes, and strategic integrations to help organizations become more efficient, deliver frictionless customer service and consistent employee experiences, and continuously adapt to meet evolving customer demands.Lloyds Banking Group, for example, automated more than 90% of payment exceptions by adopting Financial Services Operations. Work that once took days now takes minutes, thanks to integrating systems and data.In addition, Lloyds is able to process more than 60% of direct debit refund cases in less than three minutes, a process that took three days prior to implementing ServiceNow. Customers can receive a refund in as little as 30 seconds.2. Reduce operational costsMany financial services organizations rely on multiple platforms—such as a payment system, customer relationship management system, and a lending platform—to perform a single financial transaction. These siloed systems stymie business performance and productivity. They’re also costly to maintain and update.Adopting leading-edge architecture and delivery practices can help accelerate software innovation across the enterprise at scale. Financial Services Operations allows organizations to go beyond the constraints of their current systems. Using process automation, AI, and low-code, banks can create brand-new ways to work. At a large global bank, for example, organizational silos and legacy communication channels caused service inconsistencies and many other challenges. These resulted in cost inefficiencies, a lack of data and insights to drive improvements, and difficulty providing efficient and productive customer and employee experiences.After implementing LIKE.TG, the bank significantly decreased development costs and increased self-service. Thanks to the noticeable value add, use of LIKE.TG rapidly expanded organically across the organization.3. Improve risk and compliance oversightBanks operate in a highly complex and regulated environment while managing ever-changing security risks, such as infrastructure and data privacy vulnerabilities. With LIKE.TG, controls are easily built into the process and tracked via service-level agreements, an end-to-end audit trail, and managerial dashboards.Now banks can move away from outdated, inflexible risk and compliance technologies that depend on email, spreadsheets, and shared cloud documents. Using a digital, end-to-end platform can allow financial services organizations to create a seamless enterprise system of action. This system can connect tools, people, and processes—and prioritize risks based on business impact.Getting the right data to the right people at the right time will help financial services leaders make informed decisions to manage risk and compliance properly.Find out more about how LIKE.TG makes financial services work better.

Updated May 5, 2023In banking, insurance, and wealth management organizations, it’s imperative to enhance customer experience to stay competitive. Although digital transformation has improved the front office and customer engagement, it’s not enough.Financial services organizations also need to provide good employee experience, protect against risks, cut costs, and accelerate innovation. It’s a tall order for any highly regulated organization. Here are four ways LIKE.TG can help you improve financial services experiences:1. Strengthen security and risk managementRansomware attacks pose a threat to all businesses. Financial services organizations need to be especially diligent in safeguarding against these types of attacks. It’s critical to both employ preventive tactics and have a resilient recovery plan.Watch our Improving security and ransomware preparedness webinar to learn ways to strengthen financial services security and risk management.2. Automate anything and everythingFinancial services organizations tend to excel in digitization and cloud technology, but many are missing the final piece of the puzzle to fully streamline their operations: hyperautomation.Encompassing AI, machine learning, process mining, and more, hyperautomation can greatly improve efficiency and customer experience. Find out how in Make hyperautomation a reality.3. Humanize customer experienceNo customer likes feeling unheard or unimportant. Customer loyalty is driven by satisfaction, which is reliant on customers feeling listened to, understood, and appreciated.Get tips on humanizing the customer experience in banking, based on research from American Banker and Monigle. The discussion includes insights to help you maintain balance between people-driven and technology-driven experiences.4. Revamp banking operationsOptimized banking requires connecting technologies and teams to eliminate silos. The Now Platform is designed to do exactly that.Find out about banking-specific enhancements to the platform in the Utah release in LIKE.TG for banking. Updates include banking system integration, real-time visibility, and options for agent callback.

In today's dynamic banking environment, effective management of technology risk is paramount. The rapid adoption of new digital tools and solutions is exposing banks to a battery of technology threats that can bring down their operations.These growing risks range from cyberattacks and fraud to internal software failures and system misconfigurations—and they have CEOs on alert. According to a survey of 750 global banking executives conducted by LIKE.TG and ThoughtLab, seven out of 10 CEOs say technology risk is the biggest danger to their bank. And 64% of CEOs expect technology risk to increase over the next two years.On top of that, regulators are demanding increased accountability from boards of directors and senior executives. Four out of 10 banks ensure the board and senior management oversee technology risk management. That number is expected to rise in two years’ time.The need for better technology risk managementAccelerating digital innovation is driving the need to improve risk management and resilience. About a quarter of C-suite executives—and more than a third of chief operating officers—say worries about introducing technology risks are preventing their firms from innovating.Another 23% of C-suite executives—and 27% of chief information officers—think their innovations create risks because they don’t involve IT, risk, and security teams early enough in the process. Nearly half of executives believe these functions must work well together to successfully manage tech risk.Internal forces matter just as much as, if not more than, external ones. Hackers and nefarious actors cause only 6% of all failures at major banks, according to The Financial Brand.Most major incidents result from events that can be controlled from within, such as deficient software, inadequate change processes, deployment issues, and human errors. This reality accentuates the need for cross-team collaboration, bringing together experts in technology risks, human risks, process risks, etc.The impact of siloed teams and dataAlthough most banks have systems, technologies, and processes to manage risks, the systems often operate as point solutions that amplify silos across people, processes, and data. In fact, siloed data and tools is the top technical challenge risk teams at banks face when seeking to improve technology risk management, according to the LIKE.TG/ThoughtLab research.With disconnected teams and data, it’s a herculean effort to ensure technology and security teams are properly managing risks throughout the technology lifecycle and operating in a compliant manner. This fragmentation often prevents chief risk officers, information security officers, and technology leaders from having an accurate and current view of risk levels, control effectiveness, and issue remediation.Even for banks at a high level of risk maturity, 40% believe IT, cybersecurity, and risk executives have only partial visibility across IT infrastructure, security systems, and business processes. Communication and coordination for best resultsUnifying technology, security, and risk organizations is an important step on the journey to becoming a leader in risk management and resilience—and innovating and growing.In fact, 62% of leaders in technology risk and resilience plan to ensure IT, risk, and cybersecurity teams work together more closely over the next two years. The right organization and culture across these teams can create a “defensive triad” that solidifies the connective tissue behind a confident risk posture.“IT and cybersecurity departments have been isolated in the past, but we have learned that we need to coordinate with other groups,” noted a global head of crisis management, cyber, and technology risk at a top-tier French universal bank. “We might be able to solve technical issues, but not the tactical or strategic ones. We are working to break down the silos.”IT and cybersecurity teams realize they must work with each other and with a range of decision-makers from the business, including the CEO, senior managers, and operational and financial risk managers. To improve coordination, more than a quarter of leaders have expanded the role of the chief risk officer to include IT risk, a percentage that is expected to grow to 36% in two years.Intelligent orchestration and monitoringIntegrated risk platforms provide banks with a full view of cyber, technology, enterprise, and operational risks, as well as a common set of tools to manage them.Over the next two years, nearly all leaders in technology risk management—and three-quarters of less mature organizations—will use an integrated risk platform, according to the research. This will be essential for banks as they strive to incorporate technology risk into their overall risk frameworks and take a more holistic risk approach.When risk, security, and technology teams work together to intelligently orchestrate and monitor processes on one platform, banks can: Improve risk posture: Financial institutions can identify and respond to risks fast. Teams can address risks and threats before they become breaches or audit findings. By continuously monitoring technology and security controls, firms can reduce the number of high-priority issues, leading to a strong risk and compliance posture. Bolster security: Modernizing your security operations can optimize resilience, productivity, and costs. This is possible with a rationalized environment that spans all departments. Reduce costs: Automation built into every aspect of risk and compliance management can greatly reduce manual efforts and the potential for operational losses due to regulatory fines, audit findings, or risk failures. Accelerate innovation: With unified technology systems and processes, business leaders and tech leaders can innovate more rapidly across the business while mitigating risk. Gain more insights in the full research report: Conquering technology risk in banking.

LIKE.TG partner INRY has released a Small Business Loan Management app based on LIKE.TG® Customer Service Management (CSM) technology. This digital workflow solution delivers transparent, compliant and efficient lending experiences. The goal is to reduce bank overhead and small business distress during the COVID-19 pandemic.The app will enable lending institutions of all sizes and their small business customers to more efficiently process applications for the SBA Paycheck Protection Program. It provides clear program guidance, application and loan forgiveness management and a common case record for audit purposes.As part of the US Government’s $2 trillion-dollar COVID-19 relief package, the Small Business Administration (SBA) has allocated over $500 billion in loans through its Paycheck Protection Program to help businesses keep their workers employed during the COVID-19 crisis.This program creates unprecedented operational overhead for the SBA, banks and their customers. The Small Business Loan Management app is a low-cost, secure, scalable solution to this problem.“The SBA Paycheck Protection Program is vital support for America’s small business owners and employees, but the process of accessing those funds has been challenging for many,” said Lauren Robbins, VP and General Manager of Financial Services at ServiceNow. “We are proud to partner with INRY to bring more efficiency to this process by helping banks streamline the processing and management of PPP loans, thereby giving businesses and their employees faster access to this much-needed funding.”Key capabilities of the Small Business Loan Management app include: Loan application management: This enterprise-scale solution simplifies the loan application process, delivering a better experience for customers. It provides guidance, secure document upload, risk reduction, case workflow management and tracking for both customer and bank agent. Loan forgiveness management: The app helps banks manage complex forgiveness processes. This helps ensure that reimbursement requests to the SBA are straightforward and successful. Loan maintenance: Banks and customers can manage disputes, appeals and, if required, loan repayment administration. Audit and compliance management: This ensures that a permanent record of the case and workflow interaction between bank, customer and SBA is held securely. Insight and analytics: Lending executives get a single pane of glass view into progress at various stages in the process. The app is powered by the latest release of the Now Platform, Orlando, which includes powerful features like Agent Intelligence, Virtual Agent, Integrated Risk Management and much more.LIKE.TG continues to partner with INRY to develop additional functionality for the app. A key aspect of the solution is its low cost. During the COVID-19 crisis, it’s important that small, medium and large banks can adopt and deploy the solution in support of their small business customers. “The Small Business Loan Management app is a cost-effective, secure, enterprise-grade solution that addresses the challenges associated with the rapid mobilization and deployment of relief aid to small businesses in need,” said Bipin Paracha, CTO and Co-Founder of INRY. “We developed this app to respond to the needs of banks of all sizes and to rapidly and securely manage the lifecycle of loan processing–from the collection and retention of loan data to loan maintenance, closure and audit.”INRY initially identified the need for an app that would help lenders provide SBA emergency loans more efficiently. LIKE.TG recognized the potential to help and jumped in to tune the app for LIKE.TG CSM. The app harnesses the power, innovation and enterprise scale of the Now PlatformÒ, delivering a low-cost solution for banks of all sizes to manage the Paycheck Protection Program lifecycle. This solution can replace locally created end user solutions quickly.LIKE.TG quickly established a close technical partnership with INRY and helped develop the new solution in less than two weeks, underscoring the rapid development capability of the Now Platform.An early customer of the solution is Bridgewater Bank in Minnesota, whose CTO, Mark Hokanson, said: “The Paycheck Protection Program has required significant collaboration between lenders and clients, and the Small Business Loan Management app will help streamline communication and reduce case processing time. The capabilities of the app, including a consistent and user-friendly dashboard with real-time data, will help our leadership focus attention where it is most needed – on providing the fastest, highest quality of service for our clients. This framework also sets us up for future work with loan forgiveness and other steps that we see will need to be addressed further down the road.”Earlier this year, LIKE.TG announced forthcoming product capabilities for the financial services industry. Today’s announcement reinforces how LIKE.TG and its partner community are successfully delivering solutions to meet middle office customer workflow needs in financial services, and plugging the gap left by digital fragmentation. Find out more about LIKE.TG’s financial services industry solutions.The Small Business Loan Management App is available for download on the LIKE.TG Store. Find more about availability and implementation here.

By: Keith Pearson, Senior Director, Financial Services, LIKE.TGLIKE.TG has been working hard to help businesses navigate the impact of COVID-19. At the heart of our efforts is a new suite of capabilities released as part of the COVID-19 Customer Care Program, developed to support our customers in managing the impact of the crisis while maintaining our commitment to deliver virtually 100% “Now Platform® uptime.We have also been developing solutions for Financial Services specifically, recognising that the pandemic has brought about unprecedented challenges for banks and insurers particularly.An example is the new Small Business Loan Management app that has been released by our partner INRY, based on LIKE.TG Customer Service Management (CSM) technology. It’s designed to help streamline the process of getting much-needed financial help to businesses impacted by the pandemic.Managing the crisis and its ‘long tail’The app was developed directly in response to the challenge many financial services providers in the US faced in dealing with the sheer volume of applications they received from the SBA Paycheck Protection Program.Banks faced a very immediate problem, so the app needed to be built quickly. It was — total development time was four weeks from the app’s conception to deployment with customers. The app is now readily available to help any bank or lender manage the huge influx of applications they are experiencing.The need now moves on from loan application to loan maintenance, and in some cases forgiveness. The app is also designed to help banks manage the inevitable long tail of enquiries, disputes and resolutions that can result from these government schemes.The long viewWe have to take a long-term view because the current situation is unprecedented. The much discussed ‘new normal’ that emerges in the coming months will be characterised by an increased focus on operational resilience, a need to ensure the safety of employees and the suitability of their environment, and an acceleration of tech-enabled solutions that address the needs of a semi-remote workforce.The complicating factor in this picture is that we are likely to be living with low interest rates for some time to come. This constrains the ability of financial institutions to invest in these solutions. Along with what may become the worst recession in living memory, reduced interest rates will drive financial services institutions to become more efficient, reduce silos and get smarter about how they deliver digital transformation. Investment budgets may be slashed, and the programs that do go ahead will need to deliver rapid time to value.Digital transformation has never been more important. The organisations that accelerate their digital strategies are likely to be the businesses that will come out of the recovery best, with an effective economic ‘bounce back’ being driven by those who can effectively harness powerful technology-enabled solutions.Unlocking the technology revolution in financial servicesFor financial services organisations, finding the balance between tech innovation versus regulatory and compliance obligations has, understandably, favoured the latter. However, as the current pandemic has shown, businesses need both flexibility and resilience to adapt to rapidly changing conditions, with the correct infrastructure underpinning the operational approach.This is where LIKE.TG has a huge role to play. As we continue to release solutions specifically designed for financial services, we can help organisations slash development times for new services – optimising investment by giving them the ability to build something or create a prototype – rather than spending months pondering business cases or detailed designs.Joining from my previous role at Lloyds Banking Group, where I led the use of the LIKE.TG Platform to deliver innovative ways to drive improvement and operational efficiency across the middle and back offices, I am hugely excited about our product roadmap and the compelling solutions that we will deliver in the coming months.With these new tools, LIKE.TG is helping financial organisations find the balance they need between the optimisation of investment and the speed and flexibility required by the ‘new normal’.As the demand for digital transformation continues to accelerate, so we are doing everything we can to be your strategic partner of choice – now and in the future.

All companies must close their books at the end of every quarter and fiscal year. Historically that’s been a painful, time-consuming process. Help is on the way with LIKE.TG® Finance Close Automation, recently previewed during the Knowledge 2019 keynotes in Las Vegas.We also held breakout presentations on the conference show floor to discuss this new technology, which will be available in our next product release – New York – in the third quarter of 2019.So, what is it and what does it do?As Investopedia reminds us, an organisation’s close period is the time between the completion of a listed company's financial results and the announcement of these results to the public. Typically, the close period is the month preceding the release of a company's quarterly results, and thetwo-month period before the release of its annual results.Tedious time-consumingMost organisations use a series of electronic – but essentially still manual – processes, including emails and spreadsheets, to manage each of their financial close periods. Largely because of these disconnected platforms, applications and information streams, the month end financial close period is often one of the most tedious and time-consuming aspects of modern work.Our product is LIKE.TG Finance Operations Management, and Finance Close Automation is the first application to come from it. Built specifically for the office of the Chief Financial Officer (CFO), Finance Close Automation is designed to reduce risk, accelerate the whole process from start to finish, and increase team satisfaction.The solution is a natural extension of our digital workflows, built on the capabilities of the Now Platform. In an enterprise technology stack, it sits alongside a company’s Enterprise Resource Planning (ERP) system as a complementary toolset.NowX concept developmentsOur Chief Product Officer (CPO) CJ Desai has explained the inspiration for this innovation.“The idea for Finance Close Automation was conceived by our former Corporate Controller, Amir Jafari, when he envisioned harnessing the power of the Now Platform to improve our manual finance close process,” said Desai. “Jafari led a team that began innovating the Finance Close Automation app; this team paved the way for NowX, our internal group focused on developing new concepts for products."Finance Close Automation is the inaugural product coming to market from NowX. In addition, Amir now leads our business unit responsible for Finance Operations Management.At LIKE.TG we do eat our own dogfood (I would prefer to say that we drink our own champagne). We used the Finance Close Automation app forour own quarter- and year-end close processes throughout its developmental phase. By using the app, we were able to validate it and augment its functionality.PayPal proof of conceptDigital payments leader PayPal is an early adopter of this technology and has already seen positive results.“The LIKE.TG Finance Close Automation app is an innovative new solution that brings together all aspects of the finance close process, enabling simplification, transparency, better controls and greater efficiency,” said Aaron Anderson, PayPal’s Chief Accounting Officer and Vice President. “With its entry into the finance arena, we believe LIKE.TG will make a meaningful impact on finance departments acrossindustries.”Deloitte, the lead launch partner for the product, also shares our passion for innovation and acceleration of operational efficiencies.“Working with LIKE.TG, we’re helping clients drive digital transformation across their organisations. We are particularly excited to help mutual clients like PayPal realise the potential of enterprise service transformation by extending workflow capabilities to the finance close process,” said April Slovensky, Principal, Deloitte Consulting LLP.I want to be a lion tamer!In Monty Python’s famous accountancy sketch, the accountant wants to become a lion tamer because he’s bored with office work. Today, accounting pros want to be able to fulfil their fiduciary responsibilities without struggling with cumbersome, poorly engineered processes such asconnecting emails to spreadsheets to financial reports and back to financial close reports.LIKE.TG Finance Close Automation may not enable finance professionals to spend more time taming lions. However it will allow finance departments to consolidate knowledge, policies and processes. In turn, that will free up resources that companies can use to build innovations that will help them compete in the marketplace.

Financial services is no stranger to disruption. From fintech to blockchain and beyond, the industry has bobbed and weaved through a decade of constant change.The good news is that this experience makes the industry uniquely positioned to lead through the challenges of COVID-19. The bad news is that those financial organizations that can’t rise to the task can lose the trust of customers counting on them in their time of need.This is an important moment for the financial service industry, and those that can deliver consistently stellar customer experiences are more likely to rise to the top.The key to great customer experiencesIt’s been said that trust is the ultimate human currency. It can’t be bought and, once attained, can be lost in an instant. For financial institutions this is especially true, which is why the ability to deliver great customer experiences even while responding to the massive spike in customer requests is critical.In a 2018 North America Banking Operations Survey, Accenture found 74% of bank operations leaders say customer experience is their top strategic priority. Creating the customer experiences that lead to enduring trust and loyalty begins with building a truly connected financial institution.This goes far beyond creating a slick customer interface. Many financial institutions have focused their digital efforts on the engagement layer, but the key to delivering truly exceptional customer experiences is the ability to connect the front office to the rest of the organization.In 2018, JPMorgan Chase spent about 40% of time in global operations on servicing client accounts, including answering queries. As we develop systems to better direct those requests, we will spend less time searching for answers and more time responding to client needs.Fragmentation across systems and departments is the prime culprit for this damaging lack of agility and operational resilience. Because when the front, middle, and back offices can’t connect, customers can’t get the services and answers they need.Reaping the rewards of connectionWith today's growing cost pressures and low interest rate environment, margins are thinner than ever. Inefficiency is expensive—unwieldy processes and disconnected systems lead to lower productivity and soaring compliance and audit costs. The financial institutions that have already backed their engagement layer with connected operations are reaping the rewards.According to a recent McKinsey analysis, scaling up to the entire global banking industry might generate new value of $30 billion or more, assuming core business processes representing 15-20% of spending could be digitally streamlined to improve productivity by 8-10%. Introducing new Financial Services OperationsThe next frontier for financial services will be to transform the customer experience with modernized operations from front to back. Which is why LIKE.TG has worked with more than 900 financial institutions that run their business on the Now Platform® to develop Financial Services Operations, our first industry product purpose-built for financial services, which will be generally available later this year.Financial Services Operations will enable financial institutions to increase employee productivity, significantly reduce operating and compliance costs and strengthen customer loyalty. Employees in operations will finally have access to one single system of action to aggregate insights across systems of record, manage processes end-to-end, and collaborate in real time across departments. Product highlights include: Banking services framework, compliant with Banking Industry Architecture Network (BIAN) standards, and an industry data model that will enable rapid plug-and-play deployments with fast time to value. Card Operations application that will streamline common customer inquiries such as credit limit increases, card access management, and new credit card issuance. Payment Operations application that will digitize payments inquiries and exceptions such as payments in error and beneficiary claiming non-receipt originating from customer and third-party institutions. Financial Services Operations can be the key to building the lifelong trust and loyalty that helps lead to enduring success—and it can’t come a moment too soon.Use of Forward–Looking StatementsThis blog contains “forward–looking statements” regarding our expectations, future plans and performance. Forward–looking statements are subject to known and unknown risks and uncertainties and are based on potentially inaccurate assumptions that could cause actual results to differ materially from those expected or implied by the forward–looking statements. If any such risks or uncertainties materialize or if any of the assumptions prove incorrect, our results could differ materially from the results expressed or implied by the forward–looking statements we make. Factors that may cause actual results to differ materially from those in any forward–looking statements include: (i) delays and unexpected difficulties and expenses in making generally available the financial services product, (ii) uncertainty whether sales of such product will justify these investments and (iii) changes in the regulatory landscape relevant to enterprises operating in the financial services industry. We undertake no obligation, and do not intend, to update these forward–looking statements

Fintech companies around the world are transforming how financial services are delivered. Nowhere is that more apparent than in customer service, especially around complaints, disputes, and fraud operations, with new entrants redefining what good looks like.Australian firms such as Afterpay, the buy-now, pay-later giant acquired by Square, have succeeded by offering new products and experiences in line with consumer preferences for simple, intuitive, streamlined services. A wave of neobanks, digital investment platforms, and next-generation insurance firms are just the tip of the iceberg in a shake-up that spans all areas of finance.These new market entrants present a clear customer service challenge for incumbents, which face additional complexities from legacy systems and inefficient manual processes. The decline of bank branches and physical locations that previously helped shore up customer loyalty add to the conundrum. How can financial services providers maintain a connection with customers, many of whom still want to deal with people, not screens?Room for improvementThe truth is most consumers rarely see financial services as leaders in customer service. A LIKE.TG-sponsored study revealed 13% of Australians believe financial services offer the worst customer experience, coming in behind telecommunications and government.Many (35%) attribute poor service to overwhelmed customer service departments. Others (33%) recognize employees’ lack of decision-making power as a key issue. Customers (29%) also identify siloed teams and systems as a challenge that leads to poor service.Banks often spend millions of dollars a year processing complaints that typically take hours to complete. That’s a lot of time and money spent on resolving issues, particularly if customers still aren’t satisfied with the overall experience. There’s a clear opportunity to do better. The path to efficiencyMany of the common complaints about finance providers center on slow speeds and inefficiency. Customers find the issue management process frustrating, cumbersome, and time-consuming. They want a fast, efficient process where they feel valued and heard—every time.Financial providers must up their game. They need to meet global rising customer expectations for frictionless experiences across every department and touch point. A number of Aussie and Kiwi financial institutions are already investing heavily in streamlining processes to improve customer service.For example, a New Zealand financial services provider used LIKE.TG to simplify key operational processes in areas such as loan operations and the way customer interactions moved through the organization. This drastically cut response times—from four days to one, in some cases. Customer satisfaction increased as a result.The way forwardThe most important factor for good customer service, according to 51% of consumers who responded to the LIKE.TG survey, is getting issues fixed promptly. Another important factor, highlighted as the top concern by 47% of customers, is being able to get through to someone quickly when a problem arises.At the same time, financial services providers must be mindful that demographic differences require tailored approaches. Younger generations are happy with self-service via digital channels while older generations want to speak to someone—ideally in their country.Best practice requires a mix of channels that cater to the different needs of different groups of consumers. It’s also important to use technology to categorize and filter issues to help ensure customers are directed to the most appropriate place or individual to resolve their problem fast.With the competition for clients now fiercer than ever, top-notch customer service is set to be worth its weight in gold.Download our ebook to discover five steps to digitally transform the client experience.

On Day 1 of Knowledge 2019, the main keynote presentations showed how digital workflows are shaping the future of work. On Day 2, keynote presenters dug deeper into that core idea to explain how the Now Platform can empower IT organizations and create better employee experiences—an increasingly important differentiator for companies worldwide.Revitalizing ITKicking off the IT Workflow keynote, LIKE.TG chief innovation officer Dave Wright presented a vision of simpler, more agile, mobile-driven work experiences for IT employees.Achieving that vision, Wright said, requires killing off the long-standing era of what he called “the IT ticket spin cycle,” where IT teams get bogged down in endless cycles of incident management using entangled, inefficient and often manual workflows.“The really insane thing is, we built these systems ourselves,” said Wright. “We do the same thing again and again, even though we know how to fix it.”Wright described the strategy companies can use break the cycle using ServiceNow. “We’re going to see a convergence where we use virtual agents, automation and virtualization to get to the point where there are no Level 1 tickets,” said Wright.To illustrate how companies are tapping the Now Platform to spark this convergence, Wright introduced Lyne Germain, VP of IT integration at Shell, to explain how the global oil company embraced digitization to streamline IT processes for a better work experience for its 81,000 global employees. “Change can be really difficult in a company Shell’s size but we’re committed to IT digitalization and LIKE.TG is helping us achieve it,” said Germain.Pablo Stern, SVP IT Workflow Products for LIKE.TG, unpacked the key challenges that create a state of IT friction for too many organizations: manual processes; poor collaboration and lack of visibility due to siloed teams; and workflows that are not aligned with business goals.“Some customers tell us it takes 23 days on average to approve a deployment,” Stern said. “We can solve that. We can reduce friction to accelerate change. We can improve collaboration through shared insights. We can align work to business for a new kind of change management.” New IT Business Management (ITBM) tools in the upcoming New York release of the Now Platform will smooth the path for those changes, explained Ben Yukich, Principal Solution Architect for ServiceNow.Within the Operator Workspace module—unveiled by C.J. Desai in yesterday’s keynote—a single dashboard will display and prioritize all alerts. Using Operator Workspace, IT pros will have access to Alert Intelligence, which leverages AI insights to identify root causes faster, and Visual Playbooks that recommend prescriptive action to prevent other systems from being compromised.Operator Workspace also features a No Code Security Playbook that allows cybersecurity processes to be automated without writing a single line of code.Reinventing employee experienceBreaking old cycles to improve workflows was also the main theme of the Employee Experience keynote, led by Blake McConnell, SVP Employee Workflow Products for ServiceNow.Employees have endured clunky and inefficient HR processes for years, McConnell said. It’s a problem made more pressing by the changing expectations of employees.“Gen Z, Millennials, Baby Boomers—today they all expect a consumer-level experience at work like never before,” McConnell said.To win and retain top talent, management must ensure a great employee experience, said McConnell. The biggest roadblock? “Management isn’t doing the work,” said McConnell said. “IT and HR are doing the work, but they’re not aligned.”To create that alignment, LIKE.TG’s Employee Service Center is already helping to bridge the gap between HR and IT to create smoother onboarding for new hires. Customers from financial giant HSBC and technology services company Asurion took the stage to explain how they executed on that strategy.New capabilities in the New York release promise to consumerize the employee experience even more, , McConnell added. He highlighted mobile onboarding and Virtual Agent integrations powered by natural language understanding.Sean McCann, CIO of Corporate Functions at HSBC, explained how LIKE.TG helped the global bank undertake a massive HR transformation for its 235,000 full-time employees.“We hadn’t customized our HR systems in 18 years,” McCann said. “It was a difficult place to start from. But after a two-year process and with assistance from LIKE.TG, we changed the way our people worked in 66 countries overnight.”The results have been striking: Today 88% of HRBC workers say they are highly satisfied or satisfied with their employee experience. A full 50% of HR processes are now self-service.Kelly Rosalia, Senior HR Program Manager at Asurion, and Brad Wirths, Asurion’s Senior Director of Service Management, tapped the Now Platform’s Employee Service Center to create an employee onboarding experience that is “remarkably human, delightfully simple and actually helpful.”Last year, Rosalia and Wirths attended Knowledge 2018 to learn about Employee Service Center. One year later, they returned to describe how the module had transformed their onboarding experience. “The experience is more human now,” Rosalia said. “It’s much easier and actually fun.”Employee Service Center allowed Asurion to automate manual processes and unify diverse systems across siloed departments using one simple dashboard. Analytics and employee feedback on the portal ensure that the company can continuously improve its HR services.“Once we turned on LIKE.TG, we could see areas we needed to improve—even areas where we didn’t know we needed improvement,” said Wirth.

Reimagining the customer experienceEvery CEO knows the bottom-line value of delivering great customer experiences. Every year, businesses spend billions of dollars on customer relationship management solutions. Total CRM spend is projected to reach $80 billion a year by 2025.Yet few companies truly deliver in the end, as Farrell Hough, LIKE.TG’s senior vice president of customer workflow products, explained in her afternoon keynote presentation at the Knowledge 2019 conference in Las Vegas.Hough’s presentation followed this morning’s opening keynote, in which CEO John Donahoe and Chief Product Officer C.J. Desai explained how LIKE.TG is bringing consumer experiences to the workplace.“CRM on its own is not enough,” said Hough. “What it does today is really more like call reaction management.”During her 70-minute presentation, Hough laid out a vision for how the LIKE.TG platform can help companies transform their customer service operations by digitizing and automating problematic underlying workflows. They can then use the data to create better, more unified customer experiences. Instead of getting by with the status quo—what Hough described as “disconnected, reactive experiences where interactions are limited to phone calls with customer service agents”—companies can tap the latest features of the Now Platform to deliver 360-degree customer experience through a single integrated app.“Many customer service representatives today are on an island,” said Hough. “They’re not able to connect with other parts of their organizations. We know there’s a better way. We’ve already done this internally at LIKE.TG, across IT and employee services. This is what we need to bring to our customers. It’s what they need and what they deserve.”The Now Platform enables three key capabilities, said Hough. First, it creates end-to-end service that can handle all of a customer’s interactions and needs. It also works proactively, with dashboard tools that identify issues and recommend actions before customers are even aware that there’s a problem. Finally, it enables customer self-service, automating simple requests and handing off more complex tasks to human agents.Digitizing customer service workflows can yield significant payoffs. LIKE.TG customers have seen an average 20% increase in customer satisfaction and a 70% reduction in resolution times, with 65% of cases handled by self-service.Customer storiesHough introduced two LIKE.TG customers with very different use cases to explain how they made the leap to digitized customer service workflows.From the healthcare industry, Hough welcomed Erin Doney, VP of customer experience automation at UHG Optum. A part of UnitedHealth Group, Optum is a pharmacy benefit manager and care services group that operates across 150 countries.Doney explained how UHG Optum closed critical customer service gaps. “We decided to put the customer first in everything we do and we discovered we had gaps where patients interacted with agents or nurses,” she said. “They had to navigate multiple systems.”Optum convened agents and developers in an IT “test kitchen” where they designed, prototyped and tested new patient service solutions using ServiceNow. “It was human-centered design,” said Doney. “The people who would wind up using the tools helped design them.”Optum service agents now use a single dashboard built on new digital workflows that unify all aspects of the service experience. “Interaction” recommendations help agents focus on empathetic communication. Benefits information is integrated and visible alongside other data. Agents can even refill prescriptions using the same app with a simple handoff to a different team member.Simplifying service at VodaphoneVodafone, a UK-based telecom company with 313 million customers worldwide, teamed up with LIKE.TG to reimagine its customer service with one objective: “radical simplification,” said Chris Holmes, Vodafone’s head of digital experiences.That’s small task when you have B2B clients that demand mission-critical services. “In telco, networks and services are proliferating,” Holmes said. “We had to make sure we were streamlining them. Our customers expect highly personalized services, which we provide through digitization and automation.”Vodafone leveraged the Now Platform to create a single dashboard app for service agents that gives them a 360 view of the customer, and allows them to be more proactive, Holmes explained. Vodaphone’s customer satisfaction scores have jumped 25% since the implemented ServiceNow.Holmes’s biggest takeaway? It’s important to start by identifying which workflows need automation, and which don’t. “The biggest lesson we learned from customization and simplification is not to automate processes that don’t serve us.”

LIKE.TG brings consumer experiences to the workplace“What if our lives at work could be no different than our lives at home?”With that question, LIKE.TG CEO and president John Donahoe kicked off the company’s annual Knowledge conference with a keynote address to more than 20,000 LIKE.TG customers, partners, developers and employees from 78 countries.It’s a question that speaks to the heart of LIKE.TG founder Fred Luddy’s original mission: use leading-edge digital technologies to make people’s lives on the job far easier, more productive and more meaningful. “Fred deeply believes that it is technology in the service of people, and not the other way around,” said Donahoe.The annual Knowledge conference is a grassroots incubator for knowledge sharing across LIKE.TG’s customer base. Knowledge 2019 features 600 learning sessions over three days, 90% of which will be taught by customers. Donahoe invited participants to consider the stark contrast between the complexity of our work lives and the simplicity of our experiences at home. “In our lives at home, mobile technology allows us to get what we want, when we want and how we want it,” Donahoe said. Underlying those easy experiences are digital systems and workflows whose complexity is invisible to users.By contrast, business applications and systems tend to leave much of that underlying complexity exposed to end users. In order to provide the great experiences that customers and employees expect, they must “take that complexity and tame it,” said Donahoe.Companies can use the LIKE.TG platform to offer the same simple, intuitive experiences that we get from consumer apps. Chief Product Officer C.J. Desai highlighted several new features that will launch with LIKE.TG’s New York release in the third quarter of 2019: They include: Guided App Creator, which allows developers to create new enterprise apps in a few minutes without writing a line of code IntegrationHub and Action Designer, which makes it simple to integrate systems with or without code across apps, systems and software Operator Workspace, which provides one dashboard for systems operators to monitor and manage all services Service Owner Workspace, which offers a 360-degree view of service health to track real-time performance and generate cost and consumption reports quickly Desai said LIKE.TG customers can already benefit from platform innovations in the current Madrid release, including better systems integration and voice-assistance functionality. He also charted LIKE.TG’s roadmap beyond the Q3 release, hinting at more transformative features in the works for the Orlando and Paris releases, coming in the first and third quarters of 2020.Next, Desai introduced Linda Jojo, executive vice president and CIO at United Airlines. United, which served 160 million passengers last year, is teaming with LIKE.TG on companywide digital transformation.“Running an airline is one of the most complex jobs in the world because so many things can go wrong.,” said Jojo. “We’ve armed 60,000 of our employees with mobile technology. Our employees needed more tools in their toolkit, and LIKE.TG is helping us empower them.”Virgin Trains CIO John Sullivan shared a similar success story with ServiceNow. CIO John Sullivan described how Virgin, which transports 100,000 passengers daily in the U.K., is working with LIKE.TG to connect employees and customers with proactive, end-to-end service features.Employees who were previously siloed in different departments can now connect and share integrated data via a mobile app. They can report a maintenance issue or incident and contact other team members directly from the app using voice commands. Using machine-learning capabilities, the system automatically suggests workflows that resolve issues without impacting customers.“It’s all about monitoring systems and preventing issues before they occur,” Sullivan said. Virgin Trains’ consumer-facing mobile app is also helping the company deliver a great customer experience with automated self-service features that use LIKE.TG’s Virtual Agent technology to manage train cancellations and other travel issues in real time.

Digital transformation isn’t just about rolling out new apps and services. It takes skilled employees to put these new processes and platforms into practice. Companies must ensure these people have the right skills for the job. In turn, that means securing buy-in at all levels of the organization.Buy-in at all levelsAt this year’s Knowledge conference, I had some interesting discussions with executives from the financial services sector who detailed their experiences with implementing LIKE.TG inside their organisations. These executives emphasised how important it is to get upper management buy-in when rolling out new platform initiatives. It’s equally important to obtain buy-in from stakeholders who will come into contact with new technologies on a day-to-day basis.We need management on board, but we don’t want too many managers sitting around the software development workshop when they don’t need to be there. We want to be talking to the people who actually push the buttons, especially in highly regulated environments like banking.Creating internal change agentsVery often, organisations do things in a particular way that’s how things have always been done. This mindset is especially prevalent in highly structured environments like banking.Traditionally, organizations spend a lot of time trying to change peoples’ minds and work them round to new ways of thinking. A better way is to create “champion calls” where employees are encouraged to dial in, get informed and become change agents who convince their peers to work differently.Transparency as an enablerIn financial services, we recently did a substantial implementation involving the LIKE.TG ITSM solution and our employee experience platform. Implementing these two solutions involved two different sets of stakeholders and users in the business. They were architected by two different implementation partners, so it was especially challenging to bring them online in parallel. These kinds of deployment challenges often occur, and they do certainly highlight the importance of transparency.One speaker at a Knowledge 19 session noted that the further you get into an implementation project, the more you need to involve employees who will be responsible for keeping the lights on during the normal course of operations. If you are transparent with these people, they will be more likely to support the new process when it becomes business as usual.Roadmap pipeline awarenessA key LIKE.TG banking customer is currently moving to the Now Platform Madrid Release and plans to move on to the New York release thereafter. With such a clear path to upgrade and progression, this business wants to make sure users know what functionality is on the roadmap so they don’t try to create tools and functions that are already in the planOur customers know they must continually upgrade their skillsets. That means running a program of information and knowledge exchange throughout the business.I’d like to thank all the financial services, banking and related business specialists who came together at LIKE.TG Knowledge 2019 to discuss the challenges that teams face when upskilling people to drive digital transformation. It was a pleasure to analyse and break down this compelling subject with them in Las Vegas.

Let’s get this party started! We are so excited to have you here. This year as you know our conference is a bit different. We’ve gone fully digital in response to the Covid-19 pandemic. But we didn’t let that stop us from making the Knowledge 2020 experience better than ever.We want to make sure your digital conference experience is special and full of endless ways to learn, have fun, network and get you and your company excited for the future. It’s not too late to sign up. The Knowledge 2020 Digital Experience is free for all, so invite your friends and colleagues and let’s get to it!To access the Knowledge 2020 keynotes and sessions mentioned below, make sure to register or sign in first.Our opening keynote kicks off six weeks of great content, brought straight to your screen. We want to help you accelerate your digital transformation with smarter workflows in this new normal—no matter where you are in the journey.Bill McDermott, LIKE.TG CEO, sets the stage for the next six weeks by reminding us that “One of us is never smarter than all of us”. Then hear the latest updates from LIKE.TG leaders and customers at our Workflow keynotes, including. IT Workflow keynote with Pablo Stern Customer Workflow keynote with Farrell Hope Employee Workflow keynote with Blake McConnell Now Platform keynote with Josh Kahn Join us on May 5 for one of these options:APJ region10:00 am AEST / 8:00 am SGT / 5:30 am IST,2:00 pm AEST / 12:00 pm SGT / 9:30 am ISTEMEA region9:00 am BST/10:00 am CESTAMS region8:00 am PST.We wanted to give you some idea of what to expect this first week, so check out some selections below. Featured speaker:Shep Hyken: Be amazing or go homeBusiness is about relationships… relationships with both customers and colleagues. People want to do business and work with companies and people who are amazing… people who consistently meet and even exceed expectations. It’s not as hard as you might think. Many people see the word amazement as a WOW experience or an experience that is “over the top.” On the contrary, being amazing is within everyone’s grasp. In this fast-paced, entertaining and informative presentation, Shep Hyken, customer service and experience expert, will show how you, as an individual, can deliver amazement to your customers and colleagues. You’ll learn specific tactics and tools to help you build stronger relationships and create confidence. Being amazing is a mindset. It’s about being consistent and predictable. And it’s a choice. The choice is simple, watch the session: Be Amazing or Go Home!Featured SessionsGet an intro Intro to knowledge management for customer serviceAs a Knowledge-Centered Service verified product, Customer Service Management uses industry best practices to make solutions easy to publish, share, and discover. Attend this session, Introduction to Knowledge Management for customer service, to learn what's possible today and what's planned for the future. Customer sessionsLearn how Walmart applied analytics reporting at a critical momentHow can you realize maximum benefit from Performance Analytics and Reporting at a large organization? Find out how Walmart initially implemented these products, and why they had to be reintroduced later. Learn best practices you can leverage with the fewest number of support employees. Find out what type of governance you need and why. Get ideas about how to keep your user base engaged and excited about staying in the platform as opposed to exporting data to use with external business intelligence tools. Check out the session: Performance analytics and reporting at the scale of Walmart.How Veolia managed customer demand using ITBMKeeping pace with the constant influx of customer needs for bigger, better, faster and cheaper through new and ongoing projects (both waterfall and agile) while maintaining and operating stable services is a challenge to most.ITBM and ITSM can be even better together! Agile, DevOps and ITIL frameworks can complement each other! The Veolia ITSM CoE has found an excellent balance of quality, pace, agility and stability which helps drive better service capabilities, cost reductions and continuous improvements; an evolution in support of the company's ongoing digital transformation journey.In this session, I want it all! Managing customers demand using ITBM, they will describe how they've achieved this and realized level 4 CMMI maturity, DevOps Elite status, and 95%+ scores across all KPI's. Yes – this one is about how a lone Jedi IT master achieved ROI from SAMEver feel like a rebel fighting against the evil software empire? When resources are limited and compliance is being questioned, what do you do? You implement SAM Professional and become the hero. In this session, ITAM Manager Jeanna Murphy will walk through my Jedi journey implementing SAM "solo" and discovering ways to make a meaningful impact without crashing the Death Star. She’ll share her struggles and some best practices that any team (big or small) can use to kick-off their own SAM journeys. Don’t miss the session: SAM Solo – How a lone SAM Jedi achieved ROI.Mayo Clinic will help you master the art of application portfolio managementMayo Clinic will share the journey they took into the world of Application Portfolio Management (APM). You will leave the session knowing key traps to avoid as well as successes you will want to repeat. Check out our session: Application Portfolio Management.Get your financial ducks in a row with WS Financial GroupWestern Southern Financial Group (WS) uses LIKE.TG to manage their entire portfolio of IT work. In this session, the team will discuss how they have mastered the art of “the trade-off" as well as when to just say “no”-and, we aren’t just talking about projects! Check out Using Project Portfolio Management to keep your ducks in a row!But that’s not all!Throughout the conference, we will be sharing fun digital swag, tips and tricks, and ways to participate in contests on social media. Be sure to check the official event hashtag: #Know20, and follow us on @Know365 and @LIKE.TG so you can stay in the know. More information about the social media contests can be found here. For a different flavor of fun, tune in May 7 to our Highlights and News channel for a Salsa Bar tutorial hosted by San Francisco’s own Tacolicious! They’ll demonstrate how to create guacamole, salsa 2-ways, chili con queso and the perfect way to stack a taco. Top it all off by learning how to create their signature Margarita with a little bit of spice. Yes please!

Knowledge 20 Scavenger HuntOFFICIAL RULESNO PURCHASE NECESSARY TO ENTER OR WIN. PURCHASE WILL NOT INCREASE YOUR CHANCES OF WINNING. VOID WHERE PROHIBITED BY LAW.ELIGIBILITY: The “Knowledge 20 Scavenger Hunt” Contest (the “Contest”) is open to (i) individuals except those who are legal residents of the Province of Quebec, Italy, Dominican Republic, Egypt, Pakistan, Brazil, Mexico, and the Philippines (“Ineligible Countries”); (ii) individuals who are the age of majority or older in his or her state or country of residence at the time of entry; and (iii) registered to attend Knowledge 2020 Virtual Experience event. Employees, temporary workers, interns, officers, and directors of LIKE.TG, Inc., including former employees who have, within the past six months, performed services for Sponsor, its affiliated companies, subsidiaries, advertising and promotion agencies, any and all other entities directly associated with this Contest (“Released Parties”), and the immediate family members and members of the same residing in the household of any of the above are not eligible to enter or win. Employees or officials of any government entity are not eligible to enter or win a prize. Failure to meet the eligibility requirements will result in an entry being invalid and forfeiture of any prize. Individuals who are legal residents of one of the Ineligible Countries are not eligible to participate or win a prize. Void where prohibited by law.SPONSOR: The Contest is sponsored by LIKE.TG Inc., 2225 Lawson Lane, Santa Clara, CA 95054 (the “Sponsor”).AGREEMENT TO OFFICIAL RULES: By participating, entrants (“Entrants”) agree to abide by and be bound by these Official Rules and the decisions of the Sponsor, which are final and binding in all matters relating to the Contest. Winning a prize (as defined below) is contingent upon fulfilling all requirements set forth herein.CONTEST PERIOD: The Contest begins at 12:00 AM Pacific Daylight Time (PDT) on May 4, 2020, and ends at 5:00 PM PDT on June 11, 2020 (“Contest Period”).HOW TO ENTER: During the Contest Period, for one (1) Contest entry, eligible Entrants must (i) create six (6) separate publicly visible posts of a photo or text of the six (6) requirements stated in the blog post available here: https://www.servicenow.com/blogs/2020/knowledge2020-social-media-contests.html , (ii) on either Twitter or Instagram using the hashtag #Know20Games. No private or otherwise protected Tweets are allowed. All six (6) posts must remain publicly visible to enter to be eligible to win. Incomplete entries will be disqualified and void.JUDGING: Sponsor will review all entries for compliance with these Official Rules. All eligible entries will be judged by a panel of judges comprised of employees of Sponsor based on the following equal-weighted judging criteria (“Judging Criteria”):· 40% - ORIGINALITY;· 40% - RESEMBLANCE TO REQUIREMENTS IN BLOG POST; AND· 20% - WOW FACTOR.The judging and final determination of the winners will be in the sole discretion of the judges. The three (3) eligible Entrants with the highest scores will be the potential winners. In the event of a tie for a prize, the potential winner with the higher score in the “Resemblance To Requirements in Blog Post” Judging Criteria above will be a winner.Limit one (1) entry per person. Sponsor reserves the right to disqualify any person or social media account that submits more than one entry. The Released Parties are not responsible for: lost, late, incomplete, invalid, unintelligible, illegible, misdirected entries. All entries become the exclusive property of Sponsor and will not be acknowledged or returned. By participating, you consent for Sponsor to obtain, use, and transfer your name, address and other information for the purpose of administering this Contest and for other purposes as set forth below, and for your entry to be used by Sponsor in its advertising, marketing, and promotional endeavors.WINNER NOTIFICATION: The three (3) potential winners will be selected among all eligible entries received by Sponsor, whose decisions are final and binding, on or about June 12, 2020 via direct message on Twitter. Sponsor is not liable for any notification to a potential winner that is lost, intercepted, or not received by any potential winner for any reason. Prize winners need not be present to win. All potential winners may be required to sign an Affidavit of Eligibility, Liability and Publicity Release form, unless prohibited by law, prior to accepting a prize.If a prize or prize notification is returned as unclaimed or undeliverable to the potential Winner, if a potential Winner cannot be reached by the Sponsor within five (5) calendar days from the first notification attempt, if a potential Winner does not comply with the Sponsor’s prize acceptance instructions within five (5) calendar days from the first notification attempt, or if a potential Winner is not in compliance with these Official Rules, then such person shall be disqualified and, at Sponsor’s sole discretion, an alternate Winner may be selected for the prize at issue.PRIZES PRIZE CONDITIONS: Three (3) winners will receive one (1) two-hundred ($200.00) USD gift card, each with an approximate retail value (“ARV”) of $200.00 USD. Total ARV of all prizes awarded in this Contest: $600.00. All currency listed in these Official Rules is in U.S. Dollars.Odds of winning depend upon the number of eligible entrants who enter the Contest. Winners are subject to all applicable terms and conditions associated with the Prize. Sponsor is not responsible for lost or stolen prize elements. Winners will receive their prizes within ninety (90) days of the winner announcement. Sponsor reserves the right to cancel if the fairness of the Contest is compromised. Proof of identity, age and/or legal residence may be required to claim the prize.ALL FEDERAL, STATE, AND LOCAL TAXES ARE SOLELY THE RESPONSIBILITY OF THE WINNERS. Winners may be required to complete required tax forms or other documents requested within the time period stipulated by Sponsor. Any difference between the stated estimated value of the prize and its actual value will not be awarded. Winner agrees to accept the prize “as is.”The value of the prizes set forth above represents Sponsor’s good faith determinations of the ARV thereof and such determinations are final and binding and cannot be appealed. If the actual value of any prize turns out to be less than the stated ARV the difference will not be awarded in cash.ALL EXPENSES OR COSTS ASSOCIATED WITH ACCEPTANCE OF A PRIZE NOT MENTIONED HEREIN ARE THE SOLE RESPONSIBILITY OF THE WINNER(S). No substitution or transfer of prize will be permitted. The Sponsor reserves the right at its sole discretion to substitute the prize with another prize of equal or greater value. Limit one (1) prize per person.RELEASE AND LIMITATIONS OF LIABILITY: By participating in the Contest and/or accepting a prize, Entrants agree to release and hold harmless the Released Parties from and against any claim, action, injury, loss, damage or cause of action arising out of or relating to participation in the Contest, acceptance or receipt of any prize, use or misuse of any prize, or participation in any prize-related activity, including, but not limited to: (a) any technical errors that may prevent an Entrant from submitting an entry; (b) unauthorized human intervention in the Contest; (c) errors in the administration of the Contest or the processing of entries; or (d) injury, death, or damage to persons or property which may be caused, directly or indirectly, in whole or in part, from Entrant’s participation in the Contest or receipt or use of any prize. Released Parties assume no responsibility for any error, omission, interruption, deletion, defect, delay in operation or transmission, theft or destruction or unauthorized access to, or alteration of, entries. Entrant further agrees that in any cause of action, the Released Parties’ liability will be limited to the cost of entering and participating in the Contest, and in no event shall the Released Parties be liable for attorney’s fees. Entrant waives the right to claim any damages whatsoever, including, but not limited to, punitive, consequential, direct, or indirect damages.GENERAL CONDITIONS: If for any reason the operation or administration of this Contest is impaired or incapable of running as planned for any reason, including but not limited to (a) infection by computer virus, bugs, (b) tampering, unauthorized intervention, (c) fraud, (d) technical failures, or (e) any other causes beyond the control of the Sponsor which corrupt or affect the administration, security, fairness, integrity or proper conduct of this Contest, the Sponsor reserves the right at its sole discretion, to disqualify any individual who tampers with the entry process, and to cancel, terminate, modify or suspend the Contest in whole or in part, at any time, without notice and award the Prizes (defined below) using all non-suspect eligible entries received as of, or after (if applicable) this cancellation, termination, modification or suspension date, or in any manner that is fair and equitable and best conforms to the spirit of these Official Rules. Sponsor reserves the right, at its sole discretion, to disqualify any individual deemed to be (a) tampering or attempting to tamper with the entry process or the operation of the Contest website; or (b) acting in violation of these Official Rules or in an unsportsmanlike or disruptive manner.CAUTION: ANY ATTEMPT TO DELIBERATELY DAMAGE ANY WEBSITE OR UNDERMINE THE LEGITIMATE OPERATION OF THE CONTEST IS A VIOLATION OF CRIMINAL AND CIVIL LAWS AND SHOULD SUCH AN ATTEMPT BE MADE, THE SPONSOR RESERVES THE RIGHT TO SEEK DAMAGES OR OTHER REMEDIES FROM ANY SUCH PERSON(S) RESPONSIBLE FOR THE ATTEMPT TO THE FULLEST EXTENT PERMITTED BY LAW.Failure by the Sponsor to enforce any provision of these Official Rules shall not constitute a waiver of that provision. In the event of a dispute as to the identity of a winner based on an email address, the winning entry will be declared by the authorized account holder of the email address submitted at time of entry. "Authorized account holder" is defined as the natural person who is assigned to an email address by an Internet access provider, online service provider or other organization (e.g., business, educational, institution, etc.) that is responsible for assigning email addresses for the domain associated with the submitted email address.USE OF DATA: All information submitted by Entrants will be treated according to Sponsor’s Privacy Statement, available at https://www.servicenow.com/privacy-statement.html. By participating in the Contest and providing any personal contact information, Entrants hereby agree to Sponsor’s collection and usage of their personal information and acknowledge that they have read and accepted Sponsor’s Privacy Statement.DISPUTES: EXCEPT TO THE EXTENT PRE-EMPTED BY FEDERAL OR OTHER APPLICABLE STATE LAW, THE CONTEST SHALL BE GOVERNED BY THE LAWS OF THE STATE OF CALIFORNIA, WITHOUT GIVING EFFECT TO ANY CONFLICT OF LAW PROVISIONS THEREOF. ENTRANTS UNDERSTAND AND AGREE THAT ALL CLAIMS, DISPUTES OR CONTROVERSIES BETWEEN ENTRANT AND THE RELEASED PARTIES SHALL BE RESOLVED BY FINAL AND BINDING ARBITRATION IN THE COUNTY OF SANTA CLARA, STATE OF CALIFORNIA. BY ENTERING, ENTRANTS VOLUNTARILY AND KNOWINGLY WAIVE ANY RIGHT THEY HAVE TO A JURY TRIAL. THIS ARBITRATION CONTRACT IS MADE PURSUANT TO A TRANSACTION IN INTERSTATE COMMERCE AND ITS INTERPRETATION, APPLICATION, ENFORCEMENT AND PROCEEDINGS HEREUNDER SHALL BE GOVERNED BY THE FEDERAL ARBITRATION ACT (“FAA”), AND CONDUCTED BY JUDICIAL ARBITRATION AND MEDIATION SERVICES, INC. (“JAMS”), IN ACCORDANCE WITH THE JAMS COMPREHENSIVE ARBITRATION RULES. THE TRIBUNAL WILL CONSIST OF ONE ARBITRATOR. THE ARBITRATOR SHALL BE BOUND TO APPLY AND ENFORCE THE TERMS OF THE OFFICIAL RULES, AND THE ARBITRATOR’S DECISION WILL BE FINAL, BINDING, AND ENFORCEABLE IN A COURT OF COMPETENT JURISDICTION. NEITHER ENTRANT NOR SPONSOR SHALL BE ENTITLED TO JOIN OR CONSOLIDATE CLAIMS IN ARBITRATION BY OR AGAINST OTHER CONSUMERS OR ARBITRATE ANY CLAIM AS A REPRESENTATIVE OR MEMBER OF A CLASS.FURTHER, IN ANY SUCH DISPUTE, UNDER NO CIRCUMSTANCES WILL ENTRANTS BE PERMITTED TO OBTAIN AWARDS FOR, AND THEY HEREBY WAIVE ALL RIGHTS TO CLAIM, PUNITIVE, INCIDENTAL OR CONSEQUENTIAL DAMAGES (INCLUDING ATTORNEYS' FEES AND COSTS), OTHER THAN ACTUAL OUT-OF-POCKET EXPENSES (I.E. COSTS ASSOCIATED WITH ENTERING THIS CONTEST) AND FURTHER WAIVE ALL RIGHTS TO HAVE DAMAGES MULTIPLIED OR INCREASED.Each Entrant hereby waives application of California Civil Code Section 1542 which provides as follows:A GENERAL RELEASE DOES NOT EXTEND TO CLAIMS THAT THE CREDITOR OR RELEASING PARTY DOES NOT KNOW OR SUSPECT TO EXIST IN HIS OR HER FAVOR AT THE TIME OF EXECUTING THE RELEASE AND THAT, IF KNOWN BY HIM OR HER, WOULD HAVE MATERIALLY AFFECTED HIS OR HER SETTLEMENT WITH THE DEBTOR OR RELEASED PARTY.Each Entrant expressly waives the provisions of Section 1542 of the California Civil Code as well as any other statutes, rules, laws, ordinances, or common law principles or other authority of similar effect of any jurisdiction, and further waives any right to invoke said provisions now or in the future with regard to the Contest. Entrants and the Winners further acknowledge and agree that this waiver is an essential and material term of these Official Rules and the Contest.WINNERS LIST REQUEST: You may request the name of the winners by sending a self-addressed, stamped envelope by July 12, 2020, to: LIKE.TG “Knowledge 20 Scavenger Hunt” Contest Winners List Request, Attn: Natalya Copeland, 2225 Lawson Lane, Santa Clara, CA 95054. During the Contest Period, Official Rules requests may be sent to the aforementioned address. Rules requests must include a self-addressed, stamped envelope. Residents of Vermont may omit return postage for rules requests.NO SOCIAL MEDIA PLATFORM ENDORSEMENT: This Contest is not sponsored, endorsed or administered by, or associated with Twitter, Inc. or Facebook, Inc. Any information you provide as part of this Contest it to both the Released Parties and not to Twitter or Instagram. By interacting with www.twitter.com or www.instagram.com, or the respective mobile applications, Entrants are subject to the social media platform terms, conditions, and policies that govern the use of those sites and applications. Knowledge 20 Caption ThisNO PURCHASE NECESSARY TO ENTER OR WIN. PURCHASE WILL NOT INCREASE YOUR CHANCES OF WINNING. VOID WHERE PROHIBITED BY LAW.ELIGIBILITY: The “Knowledge 20 Caption This” Contest (the “Contest”) is open to (i) individuals except those who are legal residents of the Province of Quebec, Italy, Dominican Republic, Egypt, Pakistan, Brazil, Mexico, and the Philippines (“Ineligible Countries”); (ii) individuals who are the age of majority or older in his or her state or country of residence at the time of entry; and (iii) registered to attend Knowledge 2020 Virtual Experience event. Employees, temporary workers, interns, officers, and directors of LIKE.TG, Inc., including former employees who have, within the past six months, performed services for Sponsor, its affiliated companies, subsidiaries, advertising and promotion agencies, any and all other entities directly associated with this Contest (“Released Parties”), and the immediate family members and members of the same residing in the household of any of the above are not eligible to enter or win. Employees or officials of any government entity are not eligible to enter or win a prize. Failure to meet the eligibility requirements will result in an entry being invalid and forfeiture of any prize. Individuals who are legal residents of one of the Ineligible Countries are not eligible to participate or win a prize. Void where prohibited by law.SPONSOR: The Contest is sponsored by LIKE.TG Inc., 2225 Lawson Lane, Santa Clara, CA 95054 (the “Sponsor”).AGREEMENT TO OFFICIAL RULES: By participating, entrants (“Entrants”) agree to abide by and be bound by these Official Rules and the decisions of the Sponsor, which are final and binding in all matters relating to the Contest. Winning a prize (as defined below) is contingent upon fulfilling all requirements set forth herein.CONTEST PERIOD: The Contest begins at 12:00 AM Pacific Daylight Time (PDT) on May 4, 2020, and ends at 11:59 PM PDT on June 11, 2020 (“Contest Period”). There are six (6) rounds (each a “Round”) during the Contest Period. Each Round is approximately one week in length with the first Round starting at the start of the Contest Period and ending at 11:59 PM PDT on the Thursday of that week, with each subsequent round beginning at 12:00 AM PDT on the Friday after the prior Round ended through the final Round which ends at the end of the Contest Period.HOW TO ENTER: During each Round eligible Entrants must (i) follow @Know365, and (ii) in a publicly visible post reply to the applicable @Know365 post on Twitter with a caption for the posted photo, along with the hashtag #Know20Caption. No private or otherwise protected Tweets are allowed. All posts must remain publicly visible to enter to be eligible to win. Incomplete entries will be disqualified and void.JUDGING: Sponsor will review all entries for compliance with these Official Rules. All eligible entries will be judged by a panel of judges comprised of employees of Sponsor based on the following equal-weighted judging criteria (“Judging Criteria”):● 40% - COMPELLING MESSAGE;● 40% - CREATIVITY AND ORIGINALITY IN STYLE; AND● 20% - RELEVANCE TO THE APPLICABLE ROUND.The judging and final determination of the winners will be in the sole discretion of the judges. The three (3) eligible Entrants with the highest scores will be the potential winners. In the event of a tie for a prize, the potential winner with the higher score in the “Creativity and Originality in Style” Judging Criteria above will be a winner.Limit one (1) entry per person per Round, for a total of six (6) entries during the Contest Period. Sponsor reserves the right to disqualify any person or social media account that submits more than one entry. The Released Parties are not responsible for: lost, late, incomplete, invalid, unintelligible, illegible, misdirected entries. All entries become the exclusive property of Sponsor and will not be acknowledged or returned. By participating, you consent for Sponsor to obtain, use, and transfer your name, address and other information for the purpose of administering this Contest and for other purposes as set forth below, and for your entry to be used by Sponsor in its advertising, marketing, and promotional endeavors.WINNER NOTIFICATION: The two (2) potential winners will be selected among all eligible entries received by Sponsor during each Round, whose decisions are final and binding, on or about each Friday during the Contest Period via direct message on Twitter. Sponsor is not liable for any notification to a potential winner that is lost, intercepted, or not received by any potential winner for any reason. Prize winners need not be present to win. All potential winners may be required to sign an Affidavit of Eligibility, Liability and Publicity Release form, unless prohibited by law, prior to accepting a prize.If a prize or prize notification is returned as unclaimed or undeliverable to the potential Winner, if a potential Winner cannot be reached by the Sponsor within five (5) calendar days from the first notification attempt, if a potential Winner does not comply with the Sponsor’s prize acceptance instructions within five (5) calendar days from the first notification attempt, or if a potential Winner is not in compliance with these Official Rules, then such person shall be disqualified and, at Sponsor’s sole discretion, an alternate Winner may be selected for the prize at issue.PRIZES PRIZE CONDITIONS: A total of twelve (12) winners will receive one (1) fifty ($50.00) USD gift card, each with an approximate retail value (“ARV”) of $50.00 USD. Total ARV of all prizes awarded in this Contest: $600.00. All currency listed in these Official Rules is in U.S. Dollars.Odds of winning depend upon the number of eligible entrants who enter the Contest. Winners are subject to all applicable terms and conditions associated with the Prize. Sponsor is not responsible for lost or stolen prize elements. Winners will receive their prizes within ninety (90) days from the end of the Contest Period. Sponsor reserves the right to cancel if the fairness of the Contest is compromised. Proof of identity, age and/or legal residence may be required to claim the prize.ALL FEDERAL, STATE, AND LOCAL TAXES ARE SOLELY THE RESPONSIBILITY OF THE WINNERS. Winners may be required to complete required tax forms or other documents requested within the time period stipulated by Sponsor. Any difference between the stated estimated value of the prize and its actual value will not be awarded. Winner agrees to accept the prize “as is.”The value of the prizes set forth above represents Sponsor’s good faith determinations of the ARV thereof and such determinations are final and binding and cannot be appealed. If the actual value of any prize turns out to be less than the stated ARV the difference will not be awarded in cash.ALL EXPENSES OR COSTS ASSOCIATED WITH ACCEPTANCE OF A PRIZE NOT MENTIONED HEREIN ARE THE SOLE RESPONSIBILITY OF THE WINNER(S). No substitution or transfer of prize will be permitted. The Sponsor reserves the right at its sole discretion to substitute the prize with another prize of equal or greater value. Limit one (1) prize per person.RELEASE AND LIMITATIONS OF LIABILITY: By participating in the Contest and/or accepting a prize, Entrants agree to release and hold harmless the Released Parties from and against any claim, action, injury, loss, damage or cause of action arising out of or relating to participation in the Contest, acceptance or receipt of any prize, use or misuse of any prize, or participation in any prize-related activity, including, but not limited to: (a) any technical errors that may prevent an Entrant from submitting an entry; (b) unauthorized human intervention in the Contest; (c) errors in the administration of the Contest or the processing of entries; or (d) injury, death, or damage to persons or property which may be caused, directly or indirectly, in whole or in part, from Entrant’s participation in the Contest or receipt or use of any prize. Released Parties assume no responsibility for any error, omission, interruption, deletion, defect, delay in operation or transmission, theft or destruction or unauthorized access to, or alteration of, entries. Entrant further agrees that in any cause of action, the Released Parties’ liability will be limited to the cost of entering and participating in the Contest, and in no event shall the Released Parties be liable for attorney’s fees. Entrant waives the right to claim any damages whatsoever, including, but not limited to, punitive, consequential, direct, or indirect damages.GENERAL CONDITIONS: If for any reason the operation or administration of this Contest is impaired or incapable of running as planned for any reason, including but not limited to (a) infection by computer virus, bugs, (b) tampering, unauthorized intervention, (c) fraud, (d) technical failures, or (e) any other causes beyond the control of the Sponsor which corrupt or affect the administration, security, fairness, integrity or proper conduct of this Contest, the Sponsor reserves the right at its sole discretion, to disqualify any individual who tampers with the entry process, and to cancel, terminate, modify or suspend the Contest in whole or in part, at any time, without notice and award the Prizes (defined below) using all non-suspect eligible entries received as of, or after (if applicable) this cancellation, termination, modification or suspension date, or in any manner that is fair and equitable and best conforms to the spirit of these Official Rules. Sponsor reserves the right, at its sole discretion, to disqualify any individual deemed to be (a) tampering or attempting to tamper with the entry process or the operation of the Contest website; or (b) acting in violation of these Official Rules or in an unsportsmanlike or disruptive manner.CAUTION: ANY ATTEMPT TO DELIBERATELY DAMAGE ANY WEBSITE OR UNDERMINE THE LEGITIMATE OPERATION OF THE CONTEST IS A VIOLATION OF CRIMINAL AND CIVIL LAWS AND SHOULD SUCH AN ATTEMPT BE MADE, THE SPONSOR RESERVES THE RIGHT TO SEEK DAMAGES OR OTHER REMEDIES FROM ANY SUCH PERSON(S) RESPONSIBLE FOR THE ATTEMPT TO THE FULLEST EXTENT PERMITTED BY LAW.Failure by the Sponsor to enforce any provision of these Official Rules shall not constitute a waiver of that provision. In the event of a dispute as to the identity of a winner based on an email address, the winning entry will be declared by the authorized account holder of the email address submitted at time of entry. "Authorized account holder" is defined as the natural person who is assigned to an email address by an Internet access provider, online service provider or other organization (e.g., business, educational, institution, etc.) that is responsible for assigning email addresses for the domain associated with the submitted email address.USE OF DATA: All information submitted by Entrants will be treated according to Sponsor’s Privacy Statement, available at https://www.servicenow.com/privacy-statement.html. By participating in the Contest and providing any personal contact information, Entrants hereby agree to Sponsor’s collection and usage of their personal information and acknowledge that they have read and accepted Sponsor’s Privacy Statement.DISPUTES: EXCEPT TO THE EXTENT PRE-EMPTED BY FEDERAL OR OTHER APPLICABLE STATE LAW, THE CONTEST SHALL BE GOVERNED BY THE LAWS OF THE STATE OF CALIFORNIA, WITHOUT GIVING EFFECT TO ANY CONFLICT OF LAW PROVISIONS THEREOF. ENTRANTS UNDERSTAND AND AGREE THAT ALL CLAIMS, DISPUTES OR CONTROVERSIES BETWEEN ENTRANT AND THE RELEASED PARTIES SHALL BE RESOLVED BY FINAL AND BINDING ARBITRATION IN THE COUNTY OF SANTA CLARA, STATE OF CALIFORNIA. BY ENTERING, ENTRANTS VOLUNTARILY AND KNOWINGLY WAIVE ANY RIGHT THEY HAVE TO A JURY TRIAL. THIS ARBITRATION CONTRACT IS MADE PURSUANT TO A TRANSACTION IN INTERSTATE COMMERCE AND ITS INTERPRETATION, APPLICATION, ENFORCEMENT AND PROCEEDINGS HEREUNDER SHALL BE GOVERNED BY THE FEDERAL ARBITRATION ACT (“FAA”), AND CONDUCTED BY JUDICIAL ARBITRATION AND MEDIATION SERVICES, INC. (“JAMS”), IN ACCORDANCE WITH THE JAMS COMPREHENSIVE ARBITRATION RULES. THE TRIBUNAL WILL CONSIST OF ONE ARBITRATOR. THE ARBITRATOR SHALL BE BOUND TO APPLY AND ENFORCE THE TERMS OF THE OFFICIAL RULES, AND THE ARBITRATOR’S DECISION WILL BE FINAL, BINDING, AND ENFORCEABLE IN A COURT OF COMPETENT JURISDICTION. NEITHER ENTRANT NOR SPONSOR SHALL BE ENTITLED TO JOIN OR CONSOLIDATE CLAIMS IN ARBITRATION BY OR AGAINST OTHER CONSUMERS OR ARBITRATE ANY CLAIM AS A REPRESENTATIVE OR MEMBER OF A CLASS.FURTHER, IN ANY SUCH DISPUTE, UNDER NO CIRCUMSTANCES WILL ENTRANTS BE PERMITTED TO OBTAIN AWARDS FOR, AND THEY HEREBY WAIVE ALL RIGHTS TO CLAIM, PUNITIVE, INCIDENTAL OR CONSEQUENTIAL DAMAGES (INCLUDING ATTORNEYS' FEES AND COSTS), OTHER THAN ACTUAL OUT-OF-POCKET EXPENSES (I.E. COSTS ASSOCIATED WITH ENTERING THIS CONTEST) AND FURTHER WAIVE ALL RIGHTS TO HAVE DAMAGES MULTIPLIED OR INCREASED.Each Entrant hereby waives application of California Civil Code Section 1542 which provides as follows:A GENERAL RELEASE DOES NOT EXTEND TO CLAIMS THAT THE CREDITOR OR RELEASING PARTY DOES NOT KNOW OR SUSPECT TO EXIST IN HIS OR HER FAVOR AT THE TIME OF EXECUTING THE RELEASE AND THAT, IF KNOWN BY HIM OR HER, WOULD HAVE MATERIALLY AFFECTED HIS OR HER SETTLEMENT WITH THE DEBTOR OR RELEASED PARTY.Each Entrant expressly waives the provisions of Section 1542 of the California Civil Code as well as any other statutes, rules, laws, ordinances, or common law principles or other authority of similar effect of any jurisdiction, and further waives any right to invoke said provisions now or in the future with regard to the Contest. Entrants and the Winners further acknowledge and agree that this waiver is an essential and material term of these Official Rules and the Contest.WINNERS LIST REQUEST: You may request the name of the winners by sending a self-addressed, stamped envelope by July 12, 2020, to: LIKE.TG “Knowledge 20 Caption This” Contest Winners List Request, Attn: Natalya Copeland, 2225 Lawson Lane, Santa Clara, CA 95054. During the Contest Period, Official Rules requests may be sent to the aforementioned address. Rules requests must include a self-addressed, stamped envelope. Residents of Vermont may omit return postage for rules requests.NO SOCIAL MEDIA PLATFORM ENDORSEMENT: This Contest is not sponsored, endorsed or administered by, or associated with Twitter, Inc. Any information you provide as part of this Contest it to both the Released Parties and not to Twitter. By interacting with www.twitter.com, or the respective mobile applications, Entrants are subject to the social media platform terms, conditions, and policies that govern the use of those sites and applications. company names, product names, and logos may be trademarks of the respective companies with which they are associated.

In the not-too-distant past, banking relationships could last decades—even lifetimes. But times have changed. Traditional banks face competition from a new breed of disruptors, such as global financial technology firms (fintechs), challenger banks, and neobanks. As in virtually every other industry, customer experience (CX) is now a major factor in the decision to stick with a bank or seek an alternative.When many banks look to upgrade CX with technology, they tend to focus solely on the digital, front-end engagement layer. They don’t address or invest in the inefficient and broken processes behind the scenes that ultimately determine the quality of engagement. This doesn’t deliver frictionless banking.The processes supporting CX span multiple departments and systems. For services such as onboarding and issue resolution to work properly, information and processes must flow smoothly across the banking enterprise. But that’s easier said than done in an environment of siloed data sources and isolated operational areas.What can banks do to deliver great CX—without driving up costs and creating more complexity? Here are three suggestions:1. Make onboarding secure, consistent, and quickThe customer onboarding process sets the stage for the entire CX. A structured approach to gathering the needed information can help establish the right tone. That requires process consistency.Customers expect an automated experience in areas such as identification verification and know-your-customer compliance. The fewer paper-based forms there are, the better. Advanced AI and machine learning capabilities can simplify and accelerate the process, resolving differences in document formats.At LIKE.TG, we’ve seen this happen with a top-five U.S. bank that connected its internal systems to streamline data intake and transform the onboarding process. As a result, more than 80% of its customers rated their onboarding experience as “easy.”2. Streamline service processesThe administrative overhead involved in service delivery can have a negative effect on CX—and be frustrating for employees. By automating the internal routing involved in reviewing and verifying requests, banks can make the process run smoother.They can also automate the most common requests related to payments, cards, loans, deposits, and treasury services, and allow customers to request information or service through their digital channel of choice.Nearly half of U.S. banks say their current tech stack is making it harder to enable self-service functionality, according to research by LIKE.TG and Arizent. That’s largely because banks have invested in specialized technologies over time, which are now proving difficult to connect cohesively to form a seamless experience for customers.The proliferation of similar technologies across lines of business further complicates the decision-making around hyperautomation strategies. When a bank starts to embrace holistic platform technology, unification drives simplicity. A New Zealand bank, for example, replaced 41 loan maintenance processes with a single digital approach that its customers love.3. Accelerate escalation resolutionWhether it’s a simple customer complaint or a complex issue that gets escalated, resolution can involve multiple teams and systems—and that creates risk. The processes can be complex, creating delays and hindering collaboration.To avoid escalation miscues that can damage reputation, brand, and customer relationships, banks need to zero in on the most common customer complaints and their root causes. That requires a classification system that can help categorize issues and track resolution performance.Banks also need automated workflows to prioritize the highest risk complaints—such as those with regulatory implications. This can help ensure the application of best practices and shorten the resolution timeline.Intelligent routing of complaints can accelerate resolution by swiftly assigning the appropriate team to an issue. Integrating the data on complaints, resolution, and compliance can improve resolution efficiency and process quality and proactively prepare banks for future audits and regulatory oversight.A cloud-based approachOne of the prerequisites to achieving these priorities is a cloud-based digital workflow platform that’s purpose-built for the banking industry. Market-leading banks recognize that innovation isn’t a one-and-done proposition. Today’s groundbreaking service is tomorrow’s standard practice.A cloud-based approach gives banks the flexibility to innovate at scale without locking themselves into an architecture that will soon be outdated. At the same time, it allows banks to simplify complex processes that previously relied on siloed systems. Information and processes can flow smoothly across departments and organizational barriers.Finally, a cloud-based platform can accelerate time to value. Banks can get up and running on a shorter timeline, without massive disruptions to ongoing business.Find out how LIKE.TG is helping banks make CX a competitive differentiator in our Frictionless banking experience guide.

For the first time ever, Knowledge is going fully digital. This year, there will be six weeks of exciting keynotes, breakout sessions, networking events… and six weeks to join in on social media!Throughout the conference, we will be sharing fun digital swag, tips and tricks, and ways to participate in contests on social media. Be sure to check the official event hashtag: #Know20, and follow us on @Know365 and @LIKE.TG so you can stay in the know.More information about the social media contests can be found here, but this is what you’ll need to know to get started:Twice a week, there will be a ‘Caption This’ contest held on Twitter at @Know365. Starting on May 4, we will post a photo, and it is up to you to come up with a witty caption! Reply to @Know365 with your best one-liners, and be sure to use the official hashtag #Know20Caption to enter. There will be two winners per week during each of the six weeks, so be sure to check back often for a chance to win a gift card prize throughout Knowledge. This year, we will also be hosting a digital Scavenger Hunt. On Twitter and Instagram, use the #Know20Games hashtag to participate. Gather each of the following six items for a chance to win big! This year there will be five Scavenger Hunt winners, selected on June 8th. Here’s how to join the fun: Share a photo of your #Know20 outfit, whatever you’ll be wearing for Knowledge from home this year. Maybe you pulled out your favorite LIKE.TG tee, or you’re in your coziest pajamas – we can’t wait to see! Most of us are working from home these days – show us your “home office” by posting a picture of your current set up. Have a favorite hackathon creation or app? Let us know what it is, and why. Throughout the six weeks, there will be plenty of keynotes and sessions. What stuck with you most? Share a quote you love from a keynote, or let us know what your favorite session has been so far. We will all miss the fun we have connecting with old pals or making new ones in person, but social media provides a great chance to network and meet new LIKE.TG fans online! Tag a friend from Knowledge, new or old. Dig up your old LIKE.TG swag! Do you have a backpack from our 2012 conference? A pin from last year? Something you’ve held on to since getting it at a previous Knowledge? Snap a pic and show us! Even though we won’t have a Workflow lounge or social media corner in-person this year, we wanted to find a way to bring everyone together. Stay tuned for how you can add your photo to the global mosaic of attendees, and you can always find more at @Know365 or @LIKE.TG. Share your learnings, questions, and excitement on the official event hashtag: #Know20.

Insurance companies need to provide exceptional customer experiences. This has been a priority for years. However, insurance teams continue to be bogged down by manual processes and siloed point solutions. Companies need intelligent and connected solutions that streamline processes, improve operational efficiency, and enable easy, empathetic experiences.That’s why I’m excited to announce a powerful new integration between LIKE.TG Financial Services Operations and Guidewire InsuranceSuite on Guidewire Cloud to improve insurance experiences. Available today in the LIKE.TG Store, the integration extends Guidewire Cloud capabilities for claims, policy servicing, and underwriting to the Now Platform®. Insurance companies can now optimize their claims and other high-impact processes by creating repeatable, automated experiences for handling exceptions that would otherwise result in outsized costs and longer resolution times. Carriers can also use prebuilt insurance process workflows, insurance agent workspaces, dashboards, and process mining capabilities already available in LIKE.TG to get to value even faster.The integration enables the real-time, bidirectional exchange of data related to claims, policyholders, and more. It helps ensure those working in underwriting, claims, and customer service have the most up-to-date information in one place—so they can work seamlessly with minimal disruption.Powering better customer experiences with AIIn the latest EY Tech Horizon survey of chief information officers in the insurance industry, respondents said “meeting changing customer demands” and “improving the quality of products and services” are the top priorities driving their digital transformation.The LIKE.TG spoke for Guidewire integration is an important step toward enabling productivity and delivering superior customer experiences. It brings together Guidewire’s deep insurance expertise with LIKE.TG to create an integrated, intelligent platform for end-to-end digital transformation.With LIKE.TG and Guidewire InsuranceSuite on Guidewire Cloud, customers can: Drive efficiency with AI and automation: Intelligent engagement, document processing, and case routing tools will offer tailored recommendations, automate data extraction from documents, and accurately send cases to the right teams. AI and process mining will continuously improve how work gets done. Power cross-functional workflows: LIKE.TG connects teams (including litigation, field service, and special investigative unit departments) and systems across the enterprise on a unified platform, giving stakeholders real-time access to claim progress, status updates, and vital policy and coverage details. Transform processes: Insurance companies will be able to use LIKE.TG low-code tools to implement new solutions where they see business value—from setting up claims to managing reserves and payments and even refining approval processes. Provide omnichannel customer experiences: Through LIKE.TG’s native engagement channels and more than 1,000 integrations, insurers can engage with customers and distribution partners on the channels of their choice. Information captured from these conversations is automatically uploaded into Guidewire so that insurers have the data and information they need in one place. Igniting efficiencyFrom ongoing conversations with the Guidewire team and customers, it’s abundantly clear insurers need solutions that enable superior customer experiences during the moments that matter most. I’m thrilled that we can provide this experience with Guidewire.As business and customer needs evolve, LIKE.TG and Guidewire are on a mission to make the world work better for everyone. This new integration will help insurance companies adapt quickly and deliver truly connected experiences. It complements the work we’ve been doing throughout the years to support the entire financial services sector—from insurance to banking to wealth management.“Insurance carriers greatly rely on easy access to data within claims and policy administration systems to enhance customer and employee experiences,” says Karlyn Carnahan, head of the insurance practice for North America at Celent. “Smooth integrations play a vital role in enabling real-time, two-way data exchange and consolidating up-to-date information for underwriting, claims, and policy servicing,” she adds.“Additionally, the growing capabilities of low-code tools empower carriers to efficiently and quickly implement other third-party digital insurance solutions. The integration between LIKE.TG and Guidewire offers a promising solution to improve cost and time efficiency, reduce resolution times, and ultimately foster greater satisfaction among customers and employees.”The LIKE.TG and Guidewire integration is available today in the LIKE.TG Store.Find out more about how LIKE.TG Financial Service Operations helps organizations deliver great experiences, build resilient operations, and accelerate transformation.Forward‑looking statementsThis blog contains “forward‑looking statements” about the expectations, beliefs, plans, and intentions relating to the partnership to integrate LIKE.TG Financial Services Operations and Guidewire Cloud. Such statements include statements regarding future product capabilities and expected benefits to ServiceNow. Forward‑looking statements are subject to known and unknown risks and uncertainties and are based on potentially inaccurate assumptions that could cause actual results to differ materially from those expected or implied by the forward‑looking statements. If any such risks or uncertainties materialize or if any of the assumptions prove incorrect, LIKE.TG’s results could differ materially from the results expressed or implied by the forward‑looking statements made. LIKE.TG undertakes no obligation, and does not intend, to update the forward‑looking statements. Factors that may cause actual results to differ materially from those in any forward‑looking statements include: (i) delays and unexpected difficulties and expenses in executing the partnership or integration and (ii) uncertainty as to whether sales will justify the partnership or investment in the integration. Further information on factors that could affect LIKE.TG’s financial and other results is included in the filings LIKE.TG makes with the Securities and Exchange Commission from time to time.