Change Management Strategies for Adobe Customer Journey Analytics (CJA) Adoption

Transcript

Hi, all. Thanks for joining. We will get started in a couple of minutes.

My name is Camila Chica and I am a Customer Success Manager and I will be your, or today’s host.

For today’s session, we will be focusing on change management strategies for CJA adoption led by Katie Keel. We are waiting just a couple more minutes before asking these to filter in and then we’ll get started.

While we wait, we can comment on the chat where our people are located, their company, and what they’re looking to get out of the session.

Before we kick off our session today, I wanted to share the session is being recorded and a link to the recording will be sent out to everyone who’s registered.

This live webinar is a listen only format, but it’s very much intended to be interactive and that as we go through the content in today’s session, feel free to ask any questions into the chat.

Our team will answer any questions there and we will also reserve time to discuss questions that come up at the end of the session. Note that if there are any questions that we don’t get during the session, the team will take a note and follow up. We will also be distributing a survey at the end of the presentation and we love your participation to help us shape future sessions.

So with that said, I will pass this over to Katie and she’ll be starting the webinar.

Great. Thank you, Camilla, for the introduction and thank you everybody for making the time to attend today. My name is Katie Keel and I’m a senior strategist within the Ultimate Success team. Thank you for joining the final webinar session in our Value Realization mini-series. If this is your first session, welcome. And any other prior meetings that you see here will be available on Adobe Experience League for future viewing. For those of you returning, thank you for joining each session in the series. You may remember that as part of this framework, Adobe interviewed a series of executives to help identify any common barriers that are potentially blocking value realization, especially around the lens of Adobe Experience platform. What these interviews did was they drove the development of our foundation for the value realization framework. Each pillar that you see here is a critical theme tied to delivering value. And what we’ve identified is that the absence of one of these strategic planning pillars within any of these areas often causes a wealth of obstacles. The objective of each session in this CGA mini-series has highlighted one pillar from this value framework and will continue sharing any key artifacts to help use and support you in strategic planning to help accelerate value realization across your organization.

Today’s focus is the last in the series, and we’re going to be taking the lens of looking at organizational readiness applied to CGA, specifically related to change management strategies. What we want the takeaway to be from today is that if you don’t have the right change management structure and plans in place, it’s likely that your CGA adoption will not accelerate the way that you’re intending it to.

So let’s get into the objectives and the agenda for today’s session. We are planning to discuss the principles of change management within the context of CGA to help give you a structured approach to your proactive planning to ensure that change is adopted successfully across your organization.

The expected outcome from today is to leave you with tools and framework that you can take with you for how to implement these effective change management strategies within your organization to ensure readiness, adoption, and value for CGA. So with that, let’s get started.

So from a customer journey analytics perspective, one thing to keep in mind is that unlike traditional analytics platforms, CGA really enables organizations to manage, combine, and democratize experiences across the entire ecosystem. What this means is that cross-team product ownership and collaboration is required for ongoing success.

This is a really exciting opportunity, and it unlocks more potential to analyze different aspects of the customer journey, and that’s really the value proposition of CGA. When you’re focusing on the end-to-end customer journey, this allows you to drive insights and optimize across different channels. With this complexity requires a little bit of a shift in your approach and thinking from traditional analytics. The importance of change management here is that in navigating this shift, you want to offer support for your internal organization as part of these complex transitions. The way that we see success with change management along with CGA and your entire Adobe stack is that you have dedicated resources that have focused on change management expertise to really drive successful adoption.

When we’re looking at the principle of change management overall, the intention is that you’re helping individuals that are impacted by this digital transformation make a successful transition. As we learn and engage and use the change within the organization, these are some specific considerations that align with CGA.

The first one that we wanted to cover is the theme of data ingestion and the complexity. When you’re shifting from traditional analytics variables, so you may be familiar if you’re an Adobe Analytics user, to using concepts like DBARs, props, and events, to highly flexible schemas, this changes how users can think about data and ultimately this flexibility increases the learning curve. All AEP solutions, namely CGA, but others as well, require that there’s an additional component for complexity for your analysis foundations.

What we want to encourage here is that the change management impact has to align on the data owners, business stakeholders, and IT, really around a single source of customer truth.

The second pillar is focused on data governance. From a data governance perspective, what we want to highlight here from the change management impact is that you really need to have this unified governance approach. Integrating multiple datasets in CGA means that you could have more of a potential risk of data governance compliance requirements. What we want to leave as a takeaway here is that having robust governance and clear processes in place for data onboarding and tracking is essential. Because you’re building things off of an identity, you want to make sure that you are complying with anything required within your organization and it’s building on this level of complexity by tying things together with users across different channels.

Another change management consideration, specifically for CGA, is that with this data complexity and exciting opportunity, it really does create the need for cross-functional governance. This could mean collaboration across different teams that may not work together regularly. So, for example, you may have legal, working with IT, marketing, security in a different way. So you really want to ensure that you’re encouraging that cross-team collaboration and that you have a change in place as it relates to this rollout as a whole.

The last area that we wanted to cover from a change management perspective for CGA is the enablement and operational changes. Inherently, new technology increases the learning curve. So making sure that you have the great enablement and mentorship programs and ongoing internal support is required, not just at the beginning of launch, but long-term to ensure that you’re sustaining user adoption to stay consistent across the process.

So now let’s get into the details of change management and talk about some risks if you don’t have it. Change management is foundationally the strategic proactive planning of any change that’s impacting the organization and its people. Anytime you’re designing a new process, implementing new technologies, or scaling these capabilities, you might not see their full potential if the organization doesn’t bring people along the way throughout the entire journey. When we’re talking about change management, what we’re really covering is the people side of change. And honestly, this could be the most challenging and critical component of any type of organizational transformation to ensure success.

What we want to cover here are the kind of aligned risks that are associated with not being proactive from a change management perspective and taking a strategic mindset when you’re thinking about approaching change. So first, let’s talk about leadership. Leadership is really important because this effective leadership opportunities will give you the program outcomes driven by alignment, defying success metrics, and unifying your overall priorities. The second pillar that we wanted to cover is that you run the risk of potential miscommunication. By having a clear centralized message, this reduces confusion, prevents rumors, and ensures balanced communication across each phase of the change management process.

The third pillar that you run the risk of is a potential decrease in employee engagement. What you want to do is ensure that you’re focusing on enhancing team morale, avoiding change fatigue, and better preparing for new roles to minimize the negative impacts that could be perceived with any type of change that’s being rolled out across your organization.

The last risk here is any potential unrealized program benefits. So what we want to encourage is greater alignment on goals so that you’re being proactive and reducing any resistance to change to make sure that you have a strong support system long term in the process.

So now let’s get into the detail for change management foundation frameworks to help you bring these concepts to life.

We’re going to talk about the change management journey as it has an overlay and approach with CJA specifically.

So what we’re looking at here is Adobe aligns with the prosi methodology, but any concepts that we’re introducing today can be applied to any other change management model depending on what’s adopted within your organization. So let’s go through this process and explain the phase as a whole. We’ll start with awareness on the left. First, you want to ensure that you’re spreading awareness and the need for change and what’s actually changing. At this stage, you’re not very deep in the tool or the functionality yet. You’re simply creating awareness about the change or the tool that’s coming. And at this point, the focus isn’t on giving people every single detail. It’s getting them to understand that something new is coming.

Next, we’re going to move into the desire stage to help support the change. We’ve already piqued their interest, but now at the desire stage, you need to go a little bit deeper to show why this change matters to the audience. At this stage, you’re looking to get people excited about the change.

Knowledge. So after desire, you move into the knowledge stage. At this phase, you’re rolling up your sleeves. You’re actually getting into the detail and teaching people how to use the tool.

Ability. Once people have that foundational knowledge, we want to ensure that we’re moving them along the curve into activation. At this stage, they should be practicing and applying what they’ve already learned to make it a reality.

Finally, at the end, we get to the reinforcement stage. This is where we continue to build on what people have already learned to make sure that the knowledge sticks. And you want to make sure that you’re reinforcing the changes through any post-go-live support.

As a business change manager, there’s a variety of tools that you can use to help guide you through the process and change. We’re going to get through these in a bit more detail, but the idea is that you want to make sure that you’re always mapping back to this structured approach for change through all phases of the process.

So now we’re going to work in a bit more detail, and we’re going to focus on the three core pillars of change management. We’re going to go into each of these sections individually. Within each section, we’re going to go through framework, best practices, and also leave you with templates that you can use as a working example so that you can start applying this to your own work as soon as today.

First, let’s take a look at the pillar of stakeholder engagement.

For the stakeholder engagement phase, you want to ensure that you’re defining and communicating any expectations for key stakeholders to reiterate overall value and program activities. You also want to ensure that there’s a core leadership sponsor to help identify any impacted groups and drive that vision through.

From an enablement strategy and planning perspective, this phase of the change management framework is going to ensure that you’re starting with an approach to design a comprehensive enablement plan and then execute on it.

The last block is communication. Defining your communication strategy starting from all phases of the journey will help you plan, govern, and execute. You’ll also go through and identify the most effective channels for each stakeholder group. So now let’s get started with diving deeper into stakeholder engagement.

From a stakeholder engagement perspective, you want to ensure that you’re communicating any expectations for key impacted groups and reiterating the program value and activities. You want to identify all groups that could be affected by any upcoming changes that you’re working to implement. This is really important because informed, active, and accountable leadership can help you align an organizational vision. So that’s why the first block here is leadership sponsorship. This is going to be critical to success. If you don’t have the identified leadership sponsorship and stakeholder engagement, you run the risk of potentially having lack of resources to focus on the change management activities and initiatives, which could ultimately result in a low adoption of the technology. In addition, stakeholders could also perceive lack of leadership to create confusion without vision and ultimately break down trust over time.

So as a leadership sponsor with the ownership of CJA, Adobe recommends that you focus on these key areas to accelerate your time to adoption and value realization. So we hope that you can use this template as a takeaway to kind of better understand what a leadership sponsor actually does. The first block is preparing a cross-functional team. As we had mentioned, with the data complexity and the different collaboration that’s required across different groups that may have been accustomed to working independently, you want to avoid those disconnected fragments. Having strong leadership will help you proactively mitigate these teams going back to silos and working together for the overall intention of rolling out the solution that you’re desiring.

Building a team of technical experts and trusting them. You’re going to hire and work together with different skill sets that are platform-wide, and as a leader, you want to trust those groups to execute and give you feedback.

Beginning with a clear use case. Setting a clear use case and vision to steer the direction of the team can help promote the desire as part of the change management foundations.

Lastly, you want to create a culture and build space for knowledge sharing. Nurturing this culture can enable a positive change in behavior and keeping an open dialogue for feedback will continually allow you to improve the processes. The key takeaways is as a leadership sponsor for CJA, you want to ensure that you’re actively and visibly participating in all phases of the project, that you’re building sponsorship with peers, managers, and core stakeholders, and that you have an open dialogue for communication directly with all users that are impacted.

So now, as a leader, you want to ensure that you’re assembling the right team. So this is an example of key CJA roles and responsibilities that can help you assess the stakeholder impact of each group that’s impacted by change. Just because these four areas are listed here, it doesn’t mean that there aren’t others that could be relevant as part of your organization. These are the ones that we’ve seen consistently from an Adobe perspective to roll out the support of CJA. A lot of these will also be subject matter expertise, and those are in the following slide here. So this is a more comprehensive view of additional functions for CJA maturity, specifically as it relates to roles that are needed from a platform level and a CJA level to be successful. The intention here is that you can use this as a guide to review common functions for CJA, and it may look slightly different depending on your level of maturity, your usage, or your functionality within those roles. The other thing I wanted to say is that there may be opportunities for users to have multiple skill sets. You don’t necessarily need to have someone that’s aligned to each of these roles, but the description and the activities is kind of what needs to map across the board, just so that each area of expertise is accurately represented across the roles that you have.

So now, here’s an example of a customer that could be implementing CJA and the expected impact across the four stakeholder groups. For example purposes, we’ve included the lens of leadership, technology, and marketing groups. So here, let’s get started with leadership group. The leadership team is focused on setting the vision and goals for CJA and then cascading any communications down to impacted teams. The change management framework is here to help give that direction that it takes a whole team, relying on many different people that have different focus areas of expertise, because it’ll create the opportunities for each group to be impacted by the solution in a different way.

This is a sample list of different stakeholder assessments, and you can go through each pillar here to brainstorm different ideas that could be impacting each group.

Next, we’ll take a look at this from a technology perspective. So using the same framework, the change management is really intended to give you this consistent repeatable structure so that you’re assessing each group consistently the same way. This is looking at it through the lens of any technical team members. A few considerations to keep in mind is that the level of complexity will be elevated from the technology side, and it will require additional cross team coordination and collaboration.

The last stakeholder group that we wanted to cover is the business users in marketing. So in this group, the marketing team is likely to be leveraging CJA for journey behaviors and insights that can help drive optimization. So this ultimately, this new tool will help change how campaigns and channel performance is analyzed and reported.

As you go through this assessment, once you’ve gone through the stakeholder mappings, here’s an example of how you can apply heat map to identify the next steps visually. This can be used as a guide to help you apply these in the following slide. This overlay example helps inform your enablement and communication strategy and overall inform your planning and make sure that you’re being consistent with your change management foundations and functions. What you see here is the visual representation of these cues. When you complete the stakeholder assessment from the CJA lens persona, we want to encourage that you get started with the leadership technology and marketing groups as an example. You can break them down further by roles as well, but this is designed as something to help you get started to help identify sub teams or individuals that would make up each worker.

So now we’ll shift into the second pillar of the change management principles, which is focused on enablement. Once you’ve gone through the phase of identifying your stakeholders and impacted groups in the section before, we’re going to talk about the enablement piece as it relates to change.

The core foundation here is that we recommend that you define your training approach and then determine who needs what training and how it’s delivered. By providing consistent training and coaching opportunities, it’s going to allow different groups to align their skills and knowledge with the change. This is really important because effective and efficient enablement is critical to ensure the adoption of your desired behaviors and to help drive realization of value of the changes you’re trying to implement.

Without a structured enablement plan and strategy, it’s likely that end users would feel unsupported through the changes and potentially revert back to their old ways of working. By creating this enablement plan, you want to make sure that you’re avoiding any type of change resistance by setting the team up to be successful.

So now we’re going to get into some core principles as it relates to the enablement foundations. When you’re thinking about building an overall enablement strategy, you want to focus on these three areas, making sure that they’re adaptable, accessible, and sustainable. From an adaptability perspective, you want to make sure that the strategy can evolve based on the changing needs. From an accessibility perspective, you want to ensure that any training materials are easy to find and access for all users where they need it. The last pillar is sustainability. So you want to ensure that you’re building an ongoing process that helps ensure long-term success. We talked about these key principles. Now we want to talk about an approach. First, we’re going to give you some tools about how to actually plan this. And in the session, I’m going to walk you through some planning templates and guide you through this entire enablement process.

When you’re thinking about the structure from a planning perspective, the first aspect of planning is to consider the different levels that you’re trying to ensure that you have in place. We’re recommending that you think about this as a tier approach. It’s not just as simple as, you know, for Rolex, they get this enablement. We want to break it down with some additional detail based on these core functions. So, for example, we’re going to go through three today.

From an apprentice perspective, this group ideally seeks awareness of the platform capabilities. They would be required to kind of have theoretical training on the tool for usage and a general understanding of how they fit into the workflow.

From a practitioner perspective, these are the users that are going to have the hands-on expertise to deliver business value and get support from the experts as needed. They’ll also have the opportunities to learn and share those insights with others. The expert level, this is the advanced users of the tool. They’re seeking to use the platform to its full potential, mentor others, enhance resources, and share their knowledge at forums and really evangelize their best practices.

The key takeaway is that by looking at this tier framework and approach, you’re setting the stage for your planning to make sure that each level is being accounted for.

So, since we’ve looked at each of those three roles, apprentice, practitioner, and expert, this slide is going to build on the prior framework and help you break down the different enablement needed by roles. From the prior slide as well, we filled in some of the core CJA roles that you can see here. So, this maps back to the four that we discussed, and it also has an overlay of leadership lens and sponsorship as well. So, the takeaway from this slide is that you go through and you understand each persona, recognizing that each persona in your organization needs a little bit of a different treatment. There may be more, but it’s also good to understand that there are unique needs and expertise required for each role as part of the CJA process. We’re recommending that you map the roles within your organization to the required skills and expertise. You can use this assessment to go deeper. There may be other roles that you want to include as well, but it kind of just includes general overview, application, and descriptions to help you make this applicable.

From a next step perspective, the idea is that you can use this assessment to generate insights and actions for training and development and ultimately align the own roles with your own intended enablement needs across your organization. So, whether you have a group that’s focusing on just getting started with CJA, you’ll see that there’s different levels for each core pillar, and this allows you to maintain that consistency and make sure that every group is accounted for.

Here’s a sample as you go through and build the foundations and the planning exercise for each of the core pillars that we just discussed.

This is now showing you how to go through and define your curriculums and some sample topics to cover regarding the core objectives to really help you build out the enablement plan. We’ve also included links to resources and format opportunities.

So, now that we’ve identified the roles and topics, let’s get into some core planning exercises of how to execute and navigate through each phase. When you’re starting the planning process, you really want to make sure that you’re aligning to the vision and strategy, going through the gap assessment, and facilitating any sessions to finalize the plan and approach. Then, you’re going to go through and design and develop. So, going through and building the curriculum, you can use the sample that we talked about to kind of help you get started, revising any materials as necessary, and then going through and developing anything that needs to be created along with any success measures. You also want to ensure that you go through and deliver the plan, but then you sustain it as well, and that you’re making these considerations at each phase.

As you go through the enablement plan, you want to make sure that you have a framework in place and you’re continuously evaluating the training activities and being flexible. The suggestion here is this slide is including a sample of how your training can be tracked and measured through all phases of the project. By looking at the tracking enablement, the opportunity here is to make sure that you’re measuring the effectiveness of the material that’s being put forth by comparing deployment to different plans. Maybe you’re measuring audience customization, monitoring engagement, or creating materials to address something recent that comes up from your feedback loop.

Listening. Gathering this feedback is critical, both in formal and informal settings. You can accomplish this through different poll surveys to assess knowledge or readiness, and then also creating that culture of nurturing feedback and understanding how the impact the groups feel on performing their tasks after the enablement sessions. By establishing that open dialogue and culture, you’ll be basically confirming that groups will be willing to share information with you to optimize your program.

Adaptability. Establishing the streamlined review and approval process for your communications is going to help you define your flexible workflows for creating and updating materials and maintaining your core enablement objectives.

So now we’re going to shift into the last pillar of change management, and this unpacks the focus of communications.

Effects of communications gives individuals time to adjust to the change and ensure that the sustainment of desired behaviors is going to drive the value realization that you’re trying to deploy. Having clear expectations through varied channels and the appropriate channels is likely to increase awareness and help maintain your transparency across all levels of the organization.

Without a clear communication strategy and plan in place, you run the risk of having stakeholders potentially build up resistance to change or perceive that they haven’t been included or accounted for in the change process. So we’re going to talk about how to define your communication strategy and building a network of support through a change agent network.

So looking here, this is an overall communication strategy to help support a user throughout their journey. You’ll see that this maps back to the prosign methodology, focusing on each phase that we had mentioned earlier. Right here, you’re looking through the change curve and you’re really considering the user’s impact and effectiveness of going through the change. It’s a personal and emotional stage at some point, so you want to make sure that you have a communication strategy to support the users across their entire journey. This is mapped to each phase and it gives you different examples of messages through each phase of the change curve.

Once you’re going through to define your communication strategy, you want to ensure that your message is clear and you have the approach lined up. This slide highlights the effective communication planning and core messages that explain the impact for different stakeholder groups. These messages not only shape the tone for the upcoming change, but also help you establish a process for future teams that you can follow them consistently. You’ll see here that these are divided into two sections. On the left, you have the foundation for key messages and the questions to build them as a takeaway. This is intended to help you ask questions to craft effective messaging across the board. We want to emphasize the importance of ongoing evaluation and adjustment of your communication strategy to make sure that it’s effective over time.

Selecting the right communication channels is also really important because different user groups have different preferences and different ways of consuming information. By tailoring communication channels to meet the specific needs of each of these groups, you’re more likely to ensure that your message is received, understood, and acted on. For instance, while some users might prefer email with very detailed updates, others might respond better to a brief visual graphic or a video. These are just some examples of how you can apply different channels and how they impact different groups separately. It also has the different opportunities for high touch and low touch communication. Having a clear communication strategy could also just be having a very clear and concise plan for email communication if that’s the route you’re going to go. The idea is that you’re looking at all opportunities available and that you’re treating each group a little bit differently so that they’re receptive to the communication that you’re laying out.

From a guiding principles perspective, we wanted to leave you with some core goals and opportunities. As you’re going through this process, you want to make sure that you’re equipping your stakeholders with messaging to support the adoption overall, that you’re engaging with leadership, and that you’re informing impacted stakeholders on the value realization and impacts to their current ways of working.

Now we’re going to shift and talk about the change agent network. So when we’re talking about a change agent, this is essentially creating a culture of involving employees at your organization at varying levels to help prepare the organization for change. By establishing this group, they’ll be able to give you advice, activities, and support that can help increase the likelihood of engagement across the business, which is going to be critical to validating the success of your change management framework. The change agent network resources can really help you promote the change internally. They might not have a specific solution area of expertise, but maybe they’ve established that in prior programs, they’ve demonstrated the ability to influence their peers to adopt different ways of thinking and working. Essentially, you’re building a support system to help foster the change journey across your organization and identifying how these resources can support the change initiatives that you’re trying to accelerate.

We also wanted to highlight that this concept of a change agent network and support group is different from the concept of a center of excellence for knowledge sharing and best practices. The difference here is that this group is specifically focused on helping you support the change in progress and ensure that it’s adopted and accelerated across the organization.

So taking all of the key pillars that we’ve identified in our previous sections, the vision here is that this all comes together as part of your takeaway, which is a strategic communication plan.

You can see in this example that the plan showcases how you can think about each core pillar of change management and aligning it to your core impacted stakeholder groups. So starting with stakeholder engagement, enablement planning, and then communications, and breaking that down further into each of the affected groups for leadership, technology, and marketing.

In this example, you can see for some tactics, the treatment is going to be different for each group. What I’d like to do is use an example that most of us could be familiar with, and this is around the theme of enablement. So if we look at the enablement perspective, a lot of times people think that enablement doesn’t really start until the tool has been fully implemented, and that is part of it. But the point of the change management framework and methodology is that there’s earlier stages that are just as important. So let’s break this down a little bit and go back to the methodology that was introduced earlier. If you’re starting with awareness, at this stage, you’re not very deep in the tool or the functionality just yet. You’re simply creating awareness about the change or the tool that’s coming. At this point, the focus and intention isn’t on giving people every single detail. It’s just getting them to understand that something new is coming. So at the awareness level, from an enablement perspective, you may want to create a short video that says, you know, hi team, we’re going to be introducing CJA to streamline our analytics processes, and here’s how that’s going to help us. This is the consideration across the awareness piece, and as you can see, this spans across your core stakeholder groups.

Next, we’re going to move into the desire stage. We’ve already piqued interest, but you need to go a little bit deeper to show why this matters to the audience. At this stage, you’re going to be looking to get people excited about the change. So you may have different events and timing for people to join and participate. You may have different trainings that are kicking off at the same time as well.

As you move along the journey, you can kind of see from an enablement perspective how things could diverge for each group. As you get into the ability and the knowledge stage, you’ll see here that, for example, the leadership team may not need the in-depth training that the hands-on users and practitioners would require, and that’s absolutely to be expected. Once people have this knowledge, you want to build out the framework and help move them along the change curve in activation. At this stage, what you want to encourage is practicing and applying what they’ve actually learned. This is the phase where you’re helping them take that knowledge and start applying it to their actual work. So the purpose of this example is to show how each of the different groups can diverge, but then some of the treatments may be the same. And it’s going through and making sure that each phase of the process is accounted for so that nothing is left behind.

Finally, you’ll get to the reinforcement stage, and this is where you’ll continue to build on what people have already learned to help ensure that the knowledge sticks. So as you can see in the example of enablement, looking through it at this lens, it’s not just one event or one session. It’s an overall journey as part of the change that happens in stages, starting with awareness and moving all the way down the desire to reinforcement. And by breaking it down this way, you’re building a much more effective change management plan that helps meet different impacted groups and stakeholders where they are to help them succeed in adopting new tools or processes as part of their role functions.

So when you go through the process of bringing a structured approach to change management to your organization, Adobe recommends that you set success criteria to track your progress. This is just a sample plan that can be used to help you identify your success criteria to evaluate the improvement of your program over time. The example here helps you look at change from the lens of three different focus areas, looking at the performance from an organizational level, how individuals are adopting the change and progress, and then also the change management program overall.

So these are just some different samples and ideal metrics that you can use on tracking cadence to make sure that as you go through the effort of deploying the change management foundations that you’re able to measure your success. And highlight and celebrate your wins.

So with that, we’re going to pivot and move into next steps to close.

As next steps, we really recommend the following steps.

When you’re getting started, you want to identify the list of your core stakeholders, enablement needs, and communication plan. You’re going to go through, design, and execute the tactical plan. You can also continue to work with your Adobe account team for support during your change management planning and development or journey.

As we wrap up, a few key takeaways that we really want to emphasize is that having a change management plan and structure in place is only the beginning. You want to make sure that you’re going through and consistently follow up to making sure that the change is critical for success. The other nature of change is that it’s not going to stop or slow down. Inherently, change is uncomfortable, and it’s really important and critical to acknowledge the discomfort that comes with that change. Accepting that uncertainty is part of the process by having this change management framework in place and using these templates can help you proactively mitigate the opportunity for employees to experience change fatigue. The idea is that you’re taking this framework and applying it to your organization so that each phase of the process can be accounted for and that you’re set up for success for your overall adoption.

So with that, we’re happy to take any questions in the Q&A. As Camilla mentioned in the beginning of the session, we will be launching a poll to gather your feedback and help inform future sessions. If you missed a session in the series, please contact your Adobe account team and they’ll be able to assist you in finding the additional materials as they’ll all be posted on Experience League.

So at this point, would we like to pivot to the Q&A to see if there are any specific questions? It looks like there are no questions on the Q&A, but don’t forget to answer the poll that we just launched.

One of the questions I see right now is that would this deck be shared? Of course, we will be sending not just the deck, but also the recording once the session ends.

All right, great. Well, if there’s no additional questions at this time, you will be receiving a link to the presentation and the recording accordingly. Please take time to complete the poll and we greatly appreciate your time and attention for joining the series. Thank you so much for attending and have a great day.

Thank you.