Change Management

Transcript

This is a live webinar and it’s intended to be largely a listen only format, but there will be some chance for interactivity via the QA pod in the chat. So if you have any questions that come up during today’s session, we welcome you to put your questions in there and we’ll either address them mid-session in the chat or we’ll save a couple at the end to address live with Ashley during our Q&A time that we reserved there. If there’s anything that we don’t get to, we will follow up with you offline. So our presenter again today is Ashley Echols. I’ll be assisting the Q&A in chat module to answer any questions. Ashley is a seasoned MarTech professional with 13 years of experience focused on bridging the gap between strategy and technology for better customer experience and business success. She works with organizations to develop and strengthen their product delivery, I’m sorry, the product conversion to influence successful delivery of marketing technology and change strategies including enablement, stakeholder engagement and communications. So now without further ado, I’ll go ahead and turn things over to my colleague Ashley to take it away. Awesome. Thank you. Thank you, Katie. All right, let me share. All right, that’s looking good. And I just want to note for everyone too that this session will be recorded and sent out to everyone who registered. So if you wanted to review the presentation and the recording afterwards, that will be available to you. Thanks, Ashley. The screen’s looking good. Go ahead. Awesome. Thank you, Katie. Good morning, good afternoon, good evening, depending on where you may be joining us. Again, my name is Ashley Echols. And so today’s session is going to focus on change management. So we’re going to kick off with just level setting around what is change management, then do a deeper dive into some change management strategies. So enablement planning, communication, stakeholder engagement, etc. Then we’ll follow up with kind of resistance mitigation. We all kind of experience, you know, change in our daily lives. So how can we kind of approach and mitigate some of the challenges and issues that could potentially arise from change? And then finally, we’ll close out with how to measure change. And then like Katie mentioned, excuse me, we’ll do a Q&A at the end of the session. So what is change management? Change management is really the strategic and proactive planning of any change impacting an organization. I know that change management is a word that is thrown around a ton these days. But it really kind of boils down to in its simplest terms, it’s a plot, it’s really helping individuals within an organization that are going to be impacted by a change, make that successful transition that enables them to engage, learn, and use and leverage those changes within their organization. This may sound obvious, but I would say people are really at the heart and the core of change management. And so when you’re thinking about whether it’s designing a new process or implementing new technologies, scaling capabilities, change management is really going to be critical in ensuring your success. When you think about the importance of change management, it really focuses on risk mitigation. So there are, I would say, very kind of high level risks that are associated if you are not being kind of diligent with your changes. So things like miscommunication, misalignment within kind of the leadership realm, decrease in employee engagement, unrealized program benefits. And so when you’re managing the people side of the change, this really takes effort and time and resources, which unfortunately doesn’t always happen. And so when you’re thinking about how to kind of apply change managed strategies, you can really start small and just continue to build. And so we’ll discuss some of those kind of techniques throughout today’s discussion. When you think about really the importance of change management, it is aligning all of your resources and stakeholders around a common goal. We like to refer to the kind of what’s in it for me. And so that’s really where change management plays a huge role. And so when you think about kind of the various issues that typically arise when we are potentially implementing a new process or introducing a new technology, maybe there are org changes. There are varying degrees of change success or change failure that could occur if you do not have all of the pieces of the puzzle. And so when we look at this slide, that first kind of section, this is really focused on having all of these various kind of tools in place in order to execute a successful change. So you have the vision, you have the resources, you have a capable workforce and processes, organizational culture, incentives and action plan that leads to ultimately change success. But when you don’t have kind of missing pieces of the puzzle, you run into confusion, anxiety, barriers to change, et cetera. So that’s really why it is important to really lay the foundation for your change. Again, when we think about change, it does not have to be this huge organizational transformation. It could be something as simple as implementing a new process for your content workflows or potentially scaling a capability. And so today’s discussion, I will kind of root a lot of the discussion in scaling personalization to kind of tie it back to the Adobe solutions. And again, you can really apply these to anything that is going to have a lasting impact for your organization. When we think about kind of the change management journey, and give me one second, do this. Okay, there we go, much better. When we think about kind of the change management journey, we at Adobe typically will follow various kind of change management methodologies and frameworks. So Prosci, which has the Adicar model, also Kotter’s change strategy, et cetera. But it really boils down to having the awareness of what needs to change. So this is tied to understand us, understand me. So this is the ideation and the initiation of the change. And so you have really, you’re documenting kind of the purpose and the business case for the change. Who are going to be the impacted stakeholders? What does the governance look like? Do you have sponsor alignment? Then with the understand me, again, this goes back to the what’s in it for me. I’m going to be referencing that a lot today. But this is allowing for, excuse me, the organization to understand the who and analyze the stakeholders and the sentiments behind the change so that you can have a successful change and really help to kind of co-create the future. You don’t want to operate kind of in a vacuum. You want to align and involve and engage all of your stakeholders and impacted resources. And then kind of the desire and the knowledge. This is really going to be kind of your second phase of your change management journey. So this is going to be tell me, show me, prepare me. And so it’s execution and really identifying the desire through the ability. So showcasing the why, explaining the timeline, and again, focusing on the what’s in it for me. You’re engaging key stakeholders. You’re aligning the organization around this change that’s going to take place. Then when you get into the kind of latter part of your change management journey, this is around kind of the ability. So this is really kind of the execution. And so this is, excuse me, focused on facilitating kind of the business readiness. Again, because you have identified, you know, who are the stakeholders that are going to be impacted and need to be involved in this change, you’re continuing to communicate with them. And then with the let me. So this is where we really kind of get tactical. And so this is delivering kind of those trainings where you’ve identified the gaps that may prevent or act as a barrier to your change success. And then finally, sustain me. So this is providing the continued support for the change. And so one thing I do just want to call out, because I realize that this can be somewhat overwhelming and it’s a lot of information, but like as you are starting to kind of assess what is needed to have a successful change, you can begin to identify within these change activities and prioritize what needs to kind of take place prior to moving on to your next milestone. So this is by no means kind of something that you have to execute in an end to end fashion. You can identify just like what are those specific activities that will contribute to the success of your change. And so when we think about like how can we apply this to kind of a real world example, here’s an example where we are kind of taking a readiness approach to personalization. So if you remember kind of that change management journey. So you’re establishing the goals, like understanding what’s going to take place, what needs to change, identifying the maturity. So this is that assessment around where are folks in terms of understanding the changes that are going to be made. What’s the landscape and the current state of the organization in terms of capabilities? So identifying maturity, then determining the needs. So again, this kind of goes back to the ad car framework where you are taking an inventory of your people, your processes, your technology, and identifying the gaps that need to be addressed. And then finally development. And so really sustaining the change that needs to take place in order to either again, introduce the new process, scale the capability, et cetera. So when we think about kind of the focus areas for change management, I typically kind of focus on these three. Does these really help to lay the foundation of implementing a successful change? And so this first one is around stakeholder engagement. Stakeholder engagement is really important to the success of a change because you need to have a visible and engaged executive sponsor to champion and sustain the change. Also again, going back to the kind of stakeholder assessment and alignment, understanding and communicating the expectations for your key stakeholders. These are just kind of very high level tips in terms of like where to get started. And we’re going to kind of double tap into each of these areas shortly. One of the big things too, in terms of change management, of course is communications. And so this goes back to the what’s in it for me. And so if you don’t have your communication strategy in place, you’re potentially missing out on engaging stakeholders or impacted resources with the change. And so you want to make sure that depending on what’s kind of in scope that you are communicating with your stakeholders and resources, identifying what are the most effective channels for each of kind of your stakeholder groups. We’ll touch on kind of a change agent network. This is, I would say very critical when organizations are kind of undergoing transformation. So these are very kind of large initiatives. And so this is a tactic that really helps to provide, I would say kind of a conduit or a vehicle of communication with leadership and kind of boots on the ground. And then finally, enablement strategy and planning. So again, because this change will impact the varying levels of your organization, you need to understand where there may be gaps. And so defining, excuse me, a training strategy, like what are the key areas that are needed in order for that change to be successful. So identifying the required audience also, kind of the governance and the execution of your enablement strategy. Like that’s going to be critical with any type of change that an organization is facing. Okay. Stakeholder engagement. So I mentioned this earlier, but executive sponsorship is key to any change that happens in an organization, whether it’s big or small. And ProSci, a change management kind of thought leader, really highlights that executive sponsorship is the, I think it’s the leading kind of indicator of whether or not a change strategy will be successful. And so when you think about what should an executive sponsor be doing for a program, for a change, et cetera, it’s really around the active invisible participation throughout the change. They’re communicating directly with employees. They’re also building a coalition of sponsorship to help to manage resistance. So when you think about like the coalition of sponsorship, this could translate into like a steering committee. So who are all of the resources and the leadership that need to be involved in order to set your change up for success? So when you’re approaching kind of the stakeholder engagement, and again, this goes back to the what’s in it for me, completing a stakeholder analysis. So this really helps to kind of proactively engage with your stakeholders and resources that are going to be impacted by the change. It requires identifying stakeholders, analyzing their needs and expectations, and then planning and implementing various tasks to engage. This I would say kind of results in an informed and active stakeholder group or stakeholder basis that you are able to build support among critical stakeholders who influence the success of the change. Also encourage buy-in to help to overcome any resistance that may occur due to the change. And then again, going back to the what’s in it for me, like that is going to help to really inform kind of what are any issues or concerns by your stakeholder group, by really understanding and analyzing their needs and their expectations. Again, when we think about kind of the executive sponsorship role, ProSci refers to this as the ABCs to drive success, which I like, you know, kind of a play on Sesame Street. But you know, active and visible participation throughout the project, you’re building the coalition of sponsorship and you’re communicating directly with employees. Again, executive sponsorship is one of the leading indicators of a successful change. And so you want to ensure that you have that sponsor role identified. And then also ensuring that with the executive sponsor, they have characteristics that are needed in order to kind of promote the change. So they understand kind of the organizational goals and objectives, and they’re able to kind of align the overarching strategy to what are the various kind of tactics that each team could potentially contribute to the change. So they’re cascading, you know, the organizational goals, excuse me, and objectives to the impacted teams for overall success.

When you’ve completed the kind of stakeholder analysis or assessment, this is just like a sample of what the kind of expected roles and responsibilities for each of kind of your stakeholder groups. So of course, with your executive leadership, you know, they’re participating in the steering committee, they’re recognizing major milestones and successes that have occurred throughout the change. They’re also participating in that executive level training. So they understand kind of what is changing, how it’s changing, and kind of get that first view into the change. Of course, with the executive sponsor, you know, they’re leading the steering committee, they are delivering kind of the communications directly to any impacted groups, and they’re also recognizing the program and the team at various milestones. With your business and people leaders, they’re contributing and participating in the Steer Co, potentially also this change agent network, and also helping to define kind of what does that enablement strategy and plan look like. They’re providing inputs to the executive sponsor around the communications and the training, reinforcing kind of commitment and participation from the team. They’re also helping to facilitate conversations with the team to help to mitigate some of the resistance that could potentially occur when, you know, you’re introducing a new process, et cetera. Then you have kind of your subject matter experts. And so these are the folks that are really kind of the practitioners of your programs, your capabilities. So they’re providing that technical and business expertise. They’re reviewing and approving key deliverables. Also managing up, you know, with the business and business leaders and executive sponsors. They’re helping to co-facilitate end user training, and then also advocating for changes on the team during the process improvement, things like that. And then finally, your change agents. So these are going to be individuals that are directly kind of connected to the change. And so these could be, you know, resources that are within kind of that subject matter expert group. Also could be, you know, resources from outside of kind of the organization that’s being impacted. Because again, you’re looking to kind of build those champions and the allyship across the organization. And so they’re advocating for the change and the communication, communicating the benefits of the change that is taking place. And so when you kind of take that and apply it to kind of a personalization program, you know, you’re able to really start to define what does that org structure look like. So you have your executive sponsors, you have your steering committee, and you have kind of the roles and the responsibilities laid out so that there is transparency and visibility around what needs to happen at each level. Then you have, again, kind of what we’ll call within the personalization program kind of your core team. So these are folks that are 100% dedicated to the activation and execution of your personalization use cases. This is a cross-functional team of business and technology resources that are managing kind of the day-to-day of your program and capability. And then finally, you have kind of an extended team. So depending on your business processes, also kind of your industry, you may have legal and compliance, additional kind of marketing resources, potentially any agencies that you partner with to execute your program and your capabilities. Okay, next up we have communications. And so when you’re thinking about communications, again, kind of think back to the change management journey and the what’s in it for me. So you’re starting to kind of identify what are the channels and the needs that need to be addressed in your communications. Communications is really, it’s critical to the success of a program, a change, because it provides that ongoing awareness of the vision and the key activities that are important to stakeholders that are directly impacted by a change, but then also those that are indirectly impacted. And so this is really going to provide kind of that comprehensive view of a communication program, communication and engagement activities across the life cycle of your change. So this gives stakeholders and individuals time to adjust to the change. So that’s why I always say, depending on the kind of degree of the change, over communication may actually work in your favor because you’re really communicating with the stakeholders and giving these individuals time to adjust, but then it also helps to promote kind of the sustainability of the desired behaviors that you are looking to impact to ultimately kind of drive the value realization of this change. And so with your communication strategy, we kind of, again, align this to the user’s journey. So the awareness, the desire, the knowledge, the ability and the reinforcement. At each stage of that journey, like what are the critical communications that need to be provided? And then again, we’ll touch on this, but really change agent network. And so this is really helping to reinforce the changes that are taking place because you’ve identified a group of individuals in your organization that can be, again, kind of that conduit of information within the organization. So again, when you think about kind of effective communication, so it involves understanding the user experience and again, kind of the varying kind of sentiments of your user base. And so when we think about, again, aligning this to the add car model, so awareness, desire, knowledge, ability and reinforcement, you have different narratives or stories depending on where you are in the process. So again, with around the awareness, so this is establishing the case for the change. So explaining the why. So for example, if an organization has recently purchased a journey optimizer and they’re looking to kind of execute use cases with the new solution, understanding why journey optimizer was purchased, what are the impacts to the organization, what will need to change, are there going to be any challenges that may occur? So really explaining kind of the reason for why something is being introduced into the ecosystem. So it’s really driving home that awareness. Then with the desire, so this is really honing in on what are the expectations for this change. So in that scenario where I referenced an organization buying, purchasing journey optimizer and looking to implement journey optimizer, this is where you really start to define the specific changes that are going to occur. So people, processes, of course technology, are there going to be any impacts to your governance and policies? How will these individuals be impacted? Again, the what’s in it for me. Then when you go to kind of the knowledge, so this is when you’re preparing to kind of execute or activate the change. This is really focused on any type of kind of mitigation tactics around the change that is taking place. No one likes change, and so this is going to really provide the levels of support that will kind of be promoted throughout the change. This will ultimately kind of result in further acceptance of the change because you are laying the foundation and that groundwork to align the change to the individuals that are being impacted. Then when we get to kind of the ability and reinforcement, this is focusing on the future. So how do we sustain the change? So keep focusing on the impacts of the change, whether it is key learnings, successes, areas of opportunity. You want to highlight kind of the evolution and the progress of your change because that’s really going to help to kind of inspire hope and adoption, drive further down realization. Then with your reinforcement, this is really a continuous cycle around improvements and dedication to the change. When you think about just really kind of communications and how you can really focus on the what’s in it for me, that’s where you start to develop your key messages. So with your key messages, because you’ve completed your stakeholder analysis, your assessment, so who’s going to be impacted by the change, both directly and indirectly? Ensuring that there’s the sponsor alignment, the leadership alignment, your plan. So you never want to kind of find yourself in a kind of reactive mode. You want to have a plan in place so that you can really start to have a cadence of what the communications will look like. And then of course, when you think about really what’s at the core of your communications, it’s addressing kind of the what are we doing? Like what are we doing that’s going to be different in the future? And this is how it aligns to our goals. And these are the benefits of the change that the stakeholders and the organization will experience. And then also the why now? Why did we purchase Journey Optimizer? Why was this timing right? And so you can start to really help to make more kind of awareness and visibility around changing landscape within kind of this customer experience. Customers are looking for kind of the one-to-one personalization. And so Journey Optimizer helps to support that. We’re also looking to kind of streamline our experience plan, experience activation. So building out those key messages is key. And then you also take into consideration what are the various channels, communication channels that could potentially be leveraged. And one thing that I really like about just communication strategy is there is really no kind of one size fits all. You can be creative and innovative with your communications. And so these are just a few examples of like what are those channels look like and then who potentially could be kind of the intended audience. So depending on where you are in the change, you may want to start with kind of the high touch communications where these are in-person meetings. You are facilitating information sessions, office hours, et cetera. And then kind of as you start to progress throughout the change journey, you can start to create different mediums of communication, videos, FAQs, things of that nature. One thing that I do want to just call out that with your communications, you want to ensure that there is almost like a library of kind of the program status or the change status. So having a centralized location where folks can start to look back and reference communications that have previously gone out. This is also going to be similar when we’re talking about the enablement strategy and planning, having kind of the centralized location for your impacted stakeholders that they can access. So change agent network. So this is something that is typically used when there are huge kind of organizational transformations. Change agent, excuse me, I would also say is very, almost very similar to what in the agile world is referred to as communities of practice where you are kind of taking a slightly different view around kind of an organizational structure and operations. And so with a change agent model, this is focused primarily on the change that is taking place. And so again, you’re starting to build this allyship across your organization because it involves employees at various levels helping to prepare the organization for change. So their advice and activities and support really helps to increase the likelihood that a change across a business and organizational team will be successful. And they’ll help to validate that the strategy and the plans that are being put into place for that change will actually resonate with your impacted stakeholders and your stakeholder groups. So very just like high level, a group of individuals that are focused on the change at hand and they’re really kind of driving the business readiness around the change. So the communications, they’re helping to inform your enablement strategy. Also any type of steering committee meetings, things like that. So they’re being active participants in those various forums.

Okay, so the last kind of focus area again is really around enablement strategy and planning. When you think about just training in general, this is really helping to align employees with the skills and the knowledge that’s needed to make a change successful. So you’re really defining what does that training strategy and development approach look like. You’re ensuring that the adoption of desired behaviors is being kind of promoted. You’re also kind of nurturing a learning culture that enables kind of a positive change of behaviors. And so when you think about with your kind of enablement strategy and planning, ultimately what are the outcomes? And typically that is end user training. And so this is where the organizations are identifying what are those gaps that currently exist and what does the process of addressing those gaps look like. And so we will oftentimes kind of recommend a three-phased approach around enablement strategy and planning. So the first phase is really around kind of establishing what does kind of the onboarding and mobilization of your teams with that fundamental kind of skillset that’s needed in order to execute on your change. So, for example, just like providing foundational awareness of what does the Adobe Stack do? Like what are the capabilities and activities that we’re able to execute? Also, tying the stack and the capabilities of the stack to your use cases. Like what are some of those experiences, those customer journeys that you’re looking to execute on? And then, of course, identifying what are kind of the foundational, the fundamental kind of learning skills that are needed for the key roles that are supporting your Adobe Stack. Phase two is really around kind of delivering role-based learning journeys to define your skills and your competencies at the role level so that you can start to mobilize your resource base and you ensure that there’s standardization of best practices across your organization and you’re sharing the skills across the various roles and the teams that are being impacted. And this will ultimately lead to kind of the value generation across the organization. And then finally, we have kind of this third phase, which is really around acceleration. And so this is ensuring that you stay close to the business goals by developing the skills with a culture of continuous and constant learning. So this is where you’re training teams on the rules and the responsibilities just as much as kind of the feature functionality of your stack. And so this is very much, I would say, about context, because this will vary by organization because you’re also tailoring the strategy to your use cases and ultimately what you’re trying to achieve. And so I would say when you’re kind of approaching this phased kind of rollout, there are really three kind of key outcomes. And so it’s establishing the right mindset. So you’re preparing the individuals and the stakeholders that are going to be impacted by this change with the relevant knowledge and awareness around sort of the education of your workforce. You’re building the right skill set. So you’re managing cross-functional skills, equipping your resources with the tools that are needed in order to achieve your business goals and objectives. And then finally, really around kind of application acceleration. And so this is sustaining the growth of the skills that are needed in order to really kind of drive best in class customer experience. And so this is, again, just an example of kind of a tiered enablement approach where we look at three levels. The first level, we’ll refer to it as kind of initiated capabilities. And so this is very much rooted in awareness and knowledge of what the Adobe Stack, what the capabilities are. So gaining awareness of the platform, understanding how the solutions will fit into kind of the overall workflow or ecosystem. Then you kind of progress to your kind of practitioner. So this is focused on focused capabilities. So for example, if you have analytics and target and audience manager, and so you’re focused on personalization, this level of the kind of enablement approach, this is really going to drive the value of your Adobe Stack. So getting the very kind of hands-on experience to deliver your business value. Also, typically what we see within kind of this practitioner level, there will be kind of informal or very kind of organic communities of practice that are potential outcomes of this because you are focusing on like what are those specific capabilities that we’re looking to execute on within our Adobe Stack. And then finally, we have expert. So these are individuals that know the tools inside and out, but then also know how to apply the solutions and the tools to your business cases. So they are helping to socialize the various capabilities of your stack. They’re evangelizing best practices, they’re knowledge sharing, not only within the organization, but also outside of the organization. So working with individuals typically within the kind of the same industry, attending conferences and workshops, also potentially facilitating and hosting those different type of activities that really kind of drive home that expert capability. That is the goal of this kind of level three expert within the solutions. And so this is an example of aligning to those different stages of enablement. So awareness, the knowledgeable, the proficient practitioner and then expert. And so what we recommend is depending on the various solutions that you own, the Adobe solutions that you own, you start to define and put together what are the learning objectives based on each stage of your enablement strategy. So with awareness, again, this is really around understanding the core functionalities of target. When you get to kind of the knowledgeable stage, this is understanding how targets capabilities are used to execute a use case with kind of the proficiency. This is expanding that capability knowledge beyond just the core team or the core program. And then with your expert, this is really around how a specific solution is implemented in order to execute a strategy. When we think about kind of what are the key steps or the key milestones for enablement and training, there are five. So similar to even the change journey, you have your planning phase where you are aligning around what should this enablement strategy and plan look like? Design, you’re working with the impacted teams to understand those gaps and how you can address those. With the development, you’re really developing the materials that can be leveraged during your enablement program. Then deliver, this is where you’re executing the trainings and the enablement that’s needed in order to have a successful change. And then finally, sustain. This is really just focused on how do we make it so that this enablement is democratized within the organization? So what are the, excuse me, what’s the central location of, centralized location of the enablement and training materials? You’re also creating a feedback loop. So evaluating, are these trainings of value? Are they addressing the needs and the gaps that were identified during your planning phase? So this is very much an iterative cycle when you are thinking about enablement.

Again, one of the things with enablement, similar to communications, there are various delivery methods, activation points that you can consider for enablement. And so these are just very high level examples around what are the types of resources and materials that are needed to develop and support the identification of your training needs. Again, going back to the what’s in it for me. So depending on what stakeholder group is in scope, you may focus more so on informational sessions. Again, what are the high touch levels of training and communication that’s needed? Okay, so we’ve discussed a ton around just change and how to kind of apply some of the change strategies to your day to day. But one thing that we all know, change is constant, but oftentimes it comes with some fatigue. And so when you think about how can you start to recognize change fatigue, there are very key behaviors that can point to an employee base having change fatigue. So anxiety and noise. Maybe there are situations where a change is being introduced and you are kind of being conscious of the ask of your workforce around what’s needed in order to be successful. Excuse me. Also, with kind of the stress and the burnout, we oftentimes see that change can manifest in some negative reactions. And so you definitely want to be proactive and really start to identify, excuse me, what are those techniques that you can look to adopt and enable at the beginning? Of a change. And so when you’re addressing kind of the change fatigue, you’re looking at the change from the perspective of the entire organization. Although the change may just impact a subset of your organization, you want to ensure that you are being kind of diligent and apply in kind of applying rigor to any changes that are taking place. Also defining success. If you have that North Star, if you have that vision of what a successful change would look like, you can start to incorporate that into your communications and your enablement.

With around kind of the stakeholder engagement, again, that’s going to be critical. So involving your stakeholders throughout the change. And then finally, acknowledging that there will be discomfort. Like there will be some time where when a change is introduced, there are varying degrees of reactions and behaviors that the workforce may start to exhibit. And so acknowledging that really helps to ease some of the issues that may arise. And then finally, kind of when we put this all together and look at kind of how do we measure kind of change? These are sample metrics that you can start to enable and adopt. They’re aligned to kind of dimensions around kind of leadership support, change management application. The quality of the change. So again, kind of tying back to what are those potential kind of risk mitigators also building capability, project success. Because ultimately, you know, with your change management and your change strategies, you are investing in these new kind of techniques and frameworks. And so you want to be able to identify whether or not, you know, the ROI of these change tactics were successful or not. And so this is really going to help to not only increase visibility and awareness, but then you can start to use this as an avenue to help to improve future changes. So when you have kind of those baselines around participation for a certain, you know, enablement training or things like that. Also, you know, getting the visibility from impacted stakeholders. Do they think that the executive, you know, is going back to the ABCs? You know, they’re active, invisible. They’re building the coalition. They’re communicating directly with the stakeholders. Like this is just a way in which you can start to measure, you know, kind of the success or the progress of your change. So I know that we are almost out of time and I do want to leave time for questions. I have not been monitoring the chat.

But if there are any questions. Awesome. Yeah, we haven’t seen anything specific come through yet. But I do want to hold the last few minutes here just to check and see if there are any questions that people have. Feel free to post any thoughts or points of clarity that are top of mind in the chat, the Q&A. And we’d love to address that while you’re still in the session.

In addition, I have put in a link for feedback on this session into the chat and Q&A as well. If you don’t mind participating in that, it would be great to help us shape future sessions. But yeah, we’ll just hold on for a minute and see if there’s any questions that come through.

All right. Well, if there is anything that comes up, feel free to reach out to your Adobe team or us here. We’d love to connect with you and clarify any points that you want to discuss further. Again, the recording for this session, as well as the presentation will be sent out to everyone who registered and we very much appreciate your time today. So let us know your thoughts. If there’s any questions, Ashley, thank you so much for taking us through this and your expertise on the topic. That was really a lot to absorb. So again, feel free to follow up for any questions do come up.

Thank you guys so much for attending and have a great day.