Netherland’s second largest supermarket secures identities

[MUSIC PLAYING] So, Sicko, you're a valued customer of One Identity. You've been using some of our products, notably Identity Manager, for some time in your organization. And I love to talk with you about the way that you've done it, the approach you've taken, and some of the success that you've had. But I think it's actually important to start with just an overview of the business and what-- Yeah. You guys do and some of the unique things about Jumbo that actually may have contributed to the success as well. Yeah. Just give us a background. So maybe I have to explain Robert that Jumbo is a supermarket in the Netherlands. We are the second largest supermarket. In the last 25 years we grew enormously, from-- in stores, amount of people working there, revenue increased-- enormous. But we already exist for 100 years. So-- and we are not old fashioned, but go with our time. And we now have our own tech campus, Jumbo tech campus, with more than 400 technicians working there, 60 scrum teams. And they develop a lot of things. So, yes, that is the Jumbo organization. And one of the things-- I'm not sure if you said it there, but it's family business. Yes. Which I think is very interesting. It's family owned business and, yes, it gets another atmosphere than-- Yeah. Other organizations. Yeah. And it's still situated in the home town where it's original-- Yeah, yeah. Situated. And sometimes I wonder, in the business we're in, identity and security, a lot turns around how much does an organization care about what it's doing. You can't have a digital transformation be successful without a digital identity. And I know that in your organization you're dealing with lots of different types of identity. You've got really a multivariate approach-- employees suppliers, contractors, interns-- Yeah. Temporary workers. How did you go about coping with that variety of identities? And yeah. At first we had to start with the segmentation of the organization. So we have different approach for the head office, for the supply chain, and for the stores. And for the supply chain they follow the normal HR process. So every external identity is registered in the same HR system. But for stores we chose a different approach. So we created the franchise portal. And every external identity, that's the people who work for the franchise organizations, are registered in a franchise portal. Right. So, yeah, we try to follow the business. So you're following the business and-- but in the back, right behind that, you're harmonizing, those things come together. Employees, all those different identity types, come together actually within the Identity Manager data model, which has that rich capability to represent all of that-- Yeah. Various data that you've got. So that's really interesting. And harmonizing, and getting a handle on robotic identities, and externals, and who knows what. That's really a big part of what you did. I think we'll talk more about the franchise portal as well-- potentially later. Let me just consult my questions here. Yes, and so you've actually had quite a lot of success in a relatively short time, right? Mm. And what I found interesting about the approach was that you had an interesting way, that's not typical, about how to prioritize. Where-- like one of the questions we get a lot is, where do I start? I've got a very complex-- and you had a very interesting approach to prioritizing-- Yeah. Applications Yeah. Which is driven by a business. Yeah, so when we bought the One Identity system it was to be in control of our authorizations. But then we want to connect the stores to One Identity. And we need the franchise portal. And then was the main goal, how do we convince the stores to spend extra time in manually entering all the identities. Why should they invest time for that? So then we had a different approach, because security is not what gets the people moving every day. So we said to them, OK we have this nice, fun, nice to have, fun application. So if you want to have that, OK, it's OK for me, but then you need to enter the identities in the franchise portal. And so it's give and take, right? Give and take. I'm giving you something, I'm going to give you a nice application. It's going to make your business run smoother. Yeah. But hey-- Yeah. There's a little bit of responsibility that you have to share. So it was not mandatory. So I think 50% of the entrepreneurs joined us. So, and then we can convert them. And then we had the employee benefit program. And say, OK you want to join the employee benefit program, it's fine with me. But then you need also using the franchise portal. And so-- and then moved on, and yeah, I think that about 80% started using the franchise portal that way. And then entrepreneurs and the franchises talked to other entrepreneurs and they convinced each other. And then OK, in the last part, and then if you say OK, this is now the Jumbo standard and now you have to do it. So it's from-- every move from voluntary to mandatory. Yeah so, you know what I recognize there is that you started in a nice way, in a friendly way, in a small way got some of the franchise guys, and then got that snowball going. And that's so important in Identity governance. To get that's-- too often, we wait so long and try to impress everybody. You don't have to. You can just get those quicker wins and then it snowballs over time. And I want to make clear that security is very important for us. And so-- Yeah. So I forgot to mention that. But every-- say OK you get the application, you have your [INAUDIBLE] application, but you get the security for free. Yes. The security comes for free. Almost as a positive-- Yeah. Side effect of just that good practice that you're putting in place. Just how do you tell the story? Yeah, exactly. And what gets the business to put budget on the table is those operational efficiency-- Yeah Things that are really key for retail, yeah. Retail is detail, eh? So-- Retail is detail. Yeah. So efficiency in processes and when you spend less time doing back office processes, doing all the paperwork, then you have more time to be visible in the store for your customers. Tell us, give us the phrase in Dutch the-- your company motto. I like it. Oh, we have a slogan in Jumbo for everything for the customer. But give us the original version. Oh, alles voor de klant. Alles voor de klant. Yeah. I like it, you know, it's really nice. Yeah, so that's all good. And one of the other-- there's a lot about your program that I find really interesting. There's a movement, I think, a trend in identity governance. It used to be very back office. It was like, make me a report because the auditors are coming on Monday, right? And it's like over there in the corner and it's not-- but I really sense with Jumbo and with yourself that there's a criticality to that governance service for your business. Because efficiency is a key driver. So in a distribution center they are used to fill in the HR system. And then the next day you have all the authorizations and access you need. So when you have that in place the people are going to rely on that. So you have to be there. So that's-- that system needs to be up. You know, we traditionally think of authentication, things like OneLogin, as being that front door. And if there's a problem nobody can do their work. But actually with governance, and we've seen it with other customers as well, it's become such a critical part of their business workflows-- Yeah. That if it goes down nobody's opening that store. Nobody's opening the tills, right? You know, that's business critical. Yeah, it's-- Yeah but with-- our systems can go on without the direct connection with One Identity. So to create new authorizations-- Right. It needs to be up and running. But luckily, yes, when someone has access it's not that the access is revoked when the system goes down. Yes, of course we have the backup processes, but it's not the smooth-- we don't want to be there, right? That's really the fail-safe. When you have access you-- you've still got that access. Yeah. So in terms of maybe people listening to this, perhaps in retail, perhaps in other organizations that recognize similar patterns, what-- are there some patterns, or design patterns, or approaches that you would call out to maybe share with folks that worked for you, for your organization? Yes, so the most important is to look at your own business because in our organization we had three different approaches, because we had three different organization parts. So very important to look how is the business working? Make a design. Go into details. Go back to the higher level and see if-- how the bigger picture is working. Yeah. Yeah, and so even don't trust your developers. Because they can make beautiful things, but then go back to the bigger picture and say, is this what the business was asking? Yes. And so-- Yes. And that's like-- that is why identity governance sits on that boundary between business and technology, between people and bits and bytes, right? Yeah. And that's where we sit. When we get the question sometimes, you know, it seems kind of complicated. Why is-- why is this? Why can't I just take this product off the shelf and do identity governance? It's because every business is different. And your business is different. And by the way, if you're not aware of the differences in your business, how can we ever help you? And so, you can't avoid that work, that business analysis. Yeah. And I know you did-- you contribute-- I mean, you're very modest about your use of technical abilities, your knowledge. But for me one of the really interesting things that you-- I mean you contributed obviously a lot. But one of the things on that franchise portal, and that harmonization of those permissions, you did a lot of really interesting business analysis to simplify the model and to consolidate, that was beneficial all across the board, right? As well as that new-- Yeah. Yeah. So that's-- just look at how the business work and see if you-- Don't think, OK that's how they work and we're going to automate it. But look at why do they work that way. And can we compress all the different job titles, et cetera and make it standard. So One Identity is-- identity and access management is not just a technical process, but it's allowing people to do their jobs with access to systems. And when you phrase it that way, it's a business process. Could you explain how One Identity manager helped you to fulfill the business needs at Jumbo? Well, I think the big advantage you have with One Identity is that you don't just have a set of processes, but you actually have a toolkit, which allows you to develop or configure the processes that the customer needs. So what you see with Jumbo, is they are retail organization, constantly moving, constantly adapting. That means you can't just say, we'll treat them like any other office organization. And with One Identity we have the ability to configure the workflows in such a way that their organization could run efficiently. Right. So what I'm hearing, and what I see as well, and in other successful projects, is Identity Manager a platform it's in for the long term. It's going to allow you to adapt to the business needs. But as I say, in these dynamic, changing environments the one thing that's constant is that trusted relationship with the partner, right? With that technology, with that business, and on keeping the project on track. So one of the challenges for any technical team, or even looking to the business, is to communicate success to people outside, people up the chain, you know, but people around us, our peers. How do you go about explaining this success without diving into all the deep details about data models and things. So, and then I showed them the figures of how much of the-- of things did work well. So that a couple of thousands of [INAUDIBLE] are managed every day by the system. And then they go, oh, is it that big? So-- Yes. That was a mind change for the IT. And again, I think stay visible. I think sometimes we're too modest and too humble about what we do. And we need to get out there and kind of almost sell a little bit what we've done. Sometimes it's just the low hanging fruit. And then the business is very happy. And the developer says, yeah, that's nothing. That's just some configuration. But then the business can be very happy with the smallest changes. It's often the cherry on the cake that just pushes-- Yeah. That acceptance right over the edge. Yeah, all right. So OK well, Sicko, thanks a lot for sharing those insights, right? I think a lot of our customers, potential people looking to One Identity will be very interested in that. So thanks a lot for your time. Thank you Rob, also. [MUSIC PLAYING]