Expert Insights – Enterprise Work Management with Daniel Clarke

Transcript

Hi everybody, it’s Cynthia Boone, your On-Demand Workfront CSM, and I’m back with another Expert Insights video. This presentation comes from our Workfront Collective event in March, where we had a special guest star, Daniel Clark from Cisco Corporation. He is brilliant if you’ve seen him present before. You absolutely know that he gives us all the insights into enterprise work management, fantastic recommendations on building efficiencies, and even talks about making the case for fusion. So you’re not gonna wanna miss it. Let’s just jump right into the meeting.

And welcome Daniel to the Collective.

Thank you.

Thank you for having me. Yeah.

Tell us about yourself. Here we go. Make sure all my stuff’s good here. All right, I got you all across three screens here, so forgive me as I’m looking back and forth.

We’ll chat back up here too.

All right, so thank you for having me. I certainly appreciate the time here, appreciate all the learnings that we get from your team and all the others, Cynthia as well. I’m so excited to be a part of it.

We’ll get into a couple of different things today, and then I’ll introduce myself as well. So we’ll start off with the who am I, talk about Cisco and how did we start with Workfront, and then how are we using Workfront today. Get into some best practices of how I look at information, the metrics, stakeholder experiences, and then a little bit on fusion as well. And then we’ll wrap it up with discussions open forum. So feel free to jump in as we go or throw comments in chat, whatever you feel more comfortable with.

So a little bit about me, I’ve been with Cisco for 14 years. That’s Cisco Food Service Distributor, not tech company. Started out as a graphic designer, and then ended up joining the corporate team to help lead a group of graphic designers.

All the designers across the US were kind of brought together to the corporate team.

Through all of that, found a passion for processes and workflows, thus Workfront, and now lead as a system admin for Workfront for going on five years.

And as many of you probably know, there’s a bunch of other hats that come along with that, Workfront just being one of them. I should have had a little Workfront lion on one of those hats, but it’s okay.

All right, so we start off with a chat. So just so I can gauge what I’m talking to today. So how long have you been using Workfront? Just throw it in chat.

One, four, three, seven, four, nine, seven, two. It’s 10 years, I like 10 years. Three months, one year.

All right, we got a good range here. 15, I think Kimberly takes it for the most.

15 plus for Chris.

Nice.

All right, a lot of names that I recognize there. If y’all aren’t making it to Summit, it’s too bad. I’m not making it this year as well, but met a lot of great people at Summit last year. So if you have the chance to go, definitely do that.

All right, so let’s chat about how did we start and where are we today? So we started back in 2020-ish, looking into a new project management system. We looked at probably 12 different project management systems before bringing on Workfront. So that was a huge lift, a lot of different teams involved to try to make sure that we were looking into the right system. We did our first jump into marketing services, now Restaurant Solutions, the team that we’re on today.

But all that time that it took us to look for the system, and then we did an entire implementation for about 30 people, workers and planners, in about a two month timeframe. So we put all of our effort in the front end and then just jumped right into the deep end so that we could align to our fiscal year cycle, which is a little funky.

But that was definitely a big year in 2021, trying to get our team started to get familiar with Workfront, but that was really the, that was a great year because Workfront was my baby even before we got started with it. So it was a lot of fun.

We ended up expanding the next year into seven additional teams across marketing, and also added Adobe Fusion. So it didn’t take us long to realize that Fusion was gonna be essential for some of what we needed to do in terms of building efficiencies and just getting things done even within Workfront.

2023, we brought on a sister company, Supplies on the Fly, who Cisco owns. They expanded it into two of their marketing and merchandising teams at that time. We also did a restructure of our existing teams. Cisco unofficially stands for see your situation change often. So we’re constantly shifting, constantly changing.

And so that restructure in 23 was definitely a big part of that.

In 24, we did a big focus on Fusion. A big one was Adobe Stock Automation. How do we purchase images from Adobe Stock through an automation, just running a CSV file essentially, then importing that into the rest of our systems.

Also then exporting our Workfront data out into a data lake. So we did a lot of reporting up to that point in Workfront, but as we expanded and got more and more teams involved and more leadership involved, they wanted to see it in some of their other systems too. So getting that information out was also important for us. Then as we, where we are now and where we are moving forward, embracing automation, streamlining operations, and governance. Shout out to Danielle Johnson for governance. She was great. She worked with us for quite a while on that, getting us prepared for it, and even flew down and did a workshop for us. So big things to come forth on governance.

So this is what we originally looked like, bringing in Restaurant Solutions under Marketing. And as we expanded, those additional teams came along just as they experienced our use case of Workfront. So it was not a top-down leadership oriented rollout. It was definitely a bottom-up, as teams were interested kind of experience. I’m sure we’ll see that in the next couple of weeks.

Same boat.

We have dreams of it being a top-down, but we’ll get more to that later.

So at the moment, we have 13 total teams using Workfront and about 6,000 total users, as reviewers included in that as well. They’re utilizing Workfront past 12 months.

All right, so any questions? I mean, scroll through here real quick. Make sure I didn’t miss anything. Oh, looks good.

We’re just amazed. We’re just like, that’s a lot of users. And quickly, good job. You get a thumbs up. The biggest, I didn’t even include it in the slide there for the timeline. Our biggest thing that helped us out on that was probably single sign-on, and the ability to bring in all of our sales teams across the US can now request indirectly. So that’s what a large portion of that 6,000 is, is just the field being able to get in touch with us. But that’s huge.

When I first came onto the corporate team, I was doing a lot of communication back and forth, and I had to tell people where their projects were because they didn’t have any insight to it. But now not only can they see those projects, they can also then jump in and comment back. They can go directly to the designer instead of coming through me. The site leadership has their own dashboard so that they can self-manage and review things as well. So that’s huge. If you’re not on SSO, I would definitely recommend that as well. It’s not even one of our best practices.

And it’s a great one. We did get two questions while you were talking. One with Kimberly about, are all 6,000 licensed users, or is that including your review request? Yeah, that’s including review request as well. Okay.

And when you say team, are they different business units, or are they still marketing related? Team includes some of the siloed teams within marketing, as well as we have a couple of merchandising teams. We have, on the supplies and the fly side, we have marketing, merchandising, and HR teams over there. So we’re definitely spread across different verticals. Thank you. Are you the only admin, Daniel, or do you have group admins? Like, or are there group admins for each sort of marketing team? Great question, Nicole. Up to pretty much this point, I’ve been the solo admin as one of my hats.

Again, thanks to Daniel, we’ve started the process of governance and bringing on additional group admins.

We have four or five that I’m currently working with. And trying to bring into the fold, get them comfortable with the system at a higher level so that they can start to take on more of those duties.

Wow, okay, thanks. Yep.

All right, so first best, I guess technically second best practice here is on leadership metrics. So this is a big thing that, one of the big reasons that we ended up picking Workfront to start with was the reporting ability. You can report on everything within Workfront.

And we very quickly spun that to not just, great, we can report on everything, but what do we need to report on? And how do we need to show that so that we can show the most value to our leaders? So everyone here, what’s the biggest problem your boss is trying to solve? That’s a great place to start when you’re trying to frame a dashboard or you’re trying to frame a new view for someone that’s coming into the system. What’s the biggest thing that they’re trying to solve? What’s the inverse? What’s the thing that you can make the easiest for them? So a couple of sub points here, breaking down all the data within Workfront into digestible slices. That’s probably, it sounds easy. That’s probably one of the most difficult things as you’re thinking about that leadership view, because there’s so many different ways to slice the data. Do you group it? Do you not? Do they want the total of that? Do they want the subtotal of the groups and all the different things that kind of go into that? So we end up doing dashboards that have kind of a bulk view at the top. And then as they scroll down the page, it ends up getting a little bit more detailed. You end up getting into the subgroup data so that if as they’re starting out, they can see the bulk stuff. And if that’s as much as they want, they don’t have to keep scrolling. Then as they wanted to dig down deeper, they can see those additional slices in reports.

Finding out how they want those goals displayed. So this is the probably second year that we started using the gauge for our CMP goals or our annual goals. So it was a very quick and easy way for us to say, how far along are we? In this case, this is looking at a customer goal for us. And it’s okay, we’re in March now, we should be working toward that fourth quarter-ish. So in this case, we’re a little bit behind the goal right now, but it’s very easy to see that you’re behind goals, especially when you split your subs on a gauge into four.

But we also had a leader who would not accept any information if it was in a pie chart.

Pie charts hurt him at some point in his life because he would not accept a pie chart. So while there’s a lot of really good information that you can send in a pie chart, and it’s a great way to show data, we had to shift all of the existing dashboards away from pie charts because he wouldn’t take them. So that forced us to look at things a little bit differently as well and try to solve for some different things.

And the last one here, highlight your wins and your opportunities. So definitely look at both sides of the house. And we do this as we’re going through, we have some internal leadership dashboards that then we pull some particular reports out of to pull into PowerPoints to share up in one-on-ones, things like that. But those are definitely kind of the sliced down reports that are getting into the minutia, but they give us the ability to call out individual things and say, like on the far right utilization levels. We have a lot of projects and customers that are in low utilization right now. So it’s a great thing to say, okay, how do we move from more of an acquisition into more of a penetration opportunity or marketing for our next round of things to do? How do we push more of those customers deeper into the utilization level? So definitely take the time to dig into your data so that you can go to your leadership with the right thing to solve their problem, but looking at both those highlights and those opportunities.

Let me scroll back up here. Any other questions? Is it normal to have to continue to add users to Workfront if you have SSO? We have SSO, but I still add users to Workfront Admin Console.

I’m probably not the expert on that, Susan, but you probably need to, if you want them to auto add, you have to auto provision your users, which is a checkbox within the SSO.

So that’ll let users, as long as they’re within whatever the provisions of your single sign-on, if it’s job code or something else like that, that’ll automatically let them in if they have access.

Yeah, SSO plus auto provision. But I’m gonna post something in the, we actually have a slide too later, but my instance is not on Admin Console yet. That’s a separate conversation. However, I’m working on it.

But I do, see? So I’m gonna post it to anybody. There’s a different way to open tickets. It’s a completely different process for the Admin Console. I will post those instructions in the chat. So just, I’ll take care of that right now. But no questions yet. I can see, yeah. Kelly also had a great response to that. She, and she always does. Yeah, Kelly’s awesome.

Kristen, I agree. Never trust anyone who doesn’t like pie, who doesn’t like pie.

All right, awesome. We’ll keep rolling.

Next thing up is, then, okay, shifting from the broader, or I guess more small-scale leadership experience to what’s your whole stakeholder experience? So now how can you make work easy for everyone in those broader experiences? So a couple of points on this one. So streamlining those layout templates. We go through this probably once a year and go through each one of our templates in detail to say, do we need all of these tasks? Are these still required for us to get things done? Are the planned hours correct? Are all of our predecessors right? Is there anything else that’s changed recently that we need to maybe add into it? We try not to add anything. We always try to take away, but that’s certainly part of it as well. So let’s say consistently review those layout templates so that you can stay on top of that as your business changes.

Updating reports and dashboards. As I just spoke to a little bit in the leadership example, but staying on top of those reports and dashboards essentially. How do you need to go in and change how something looks because of another business change? Just heard last night that Cisco is gonna be, alarm, sorry. Just heard last night that Cisco is going to be redoing some regionalization efforts. So all the work that we just did last year, setting up a whole subset of data, we’d have to go back in and change again. So that’s gonna be updating a lot of different reports and dashboards that unfortunately aren’t on wildcards.

So definitely make sure that that data is consistently maintained at that level too.

Simplify your workflows. So that’s more than just your templates, but also your overall processes. Do you have all the correct approvals in place? Do you have all the people in the teams? Or do you have too many people in the teams that are doing those approvals? Or even your proofing workflows, your automated workflows. We just went through and cleaned all those up because we had a bunch of legacy ones in there. So anything that you can do to isolate the data or remove the data from the stakeholder view just makes their experience easier. Just had another field last week that our team has to go in and update on every project that they get. And while that’s great for data maintenance, they reached out and said, why is this other field in here? Why is this value in here? It’s not something that we’ve used since COVID.

That’s great that, you know, let me go and take out that one thing that you have to scroll by. I’m not sure it’s gonna make any faster, but it’s one less thing to think about as you’re going through the day.

Also, why didn’t you tell me that two years ago after we were out of COVID and not doing those things anymore? So you’ve been staring at it for two years.

But constantly opportunity to streamline and simplify those workflows.

Identify the more than one way to skin a cat opportunities. We have a team of designers that is my primary team that I’m working with. And everybody has a different way to do it. And when we started out in Workfront, it was very much, this is how you’re gonna do it. And it was, we were structured just to get started off, but we quickly realized that Workfront is flexible and that’s okay. Some people wanna look at the data in a calendar view because that’s how their brain works when they’re looking at their upcoming tasks. Some people want to look at the Excel view, the sheet view to identify their high and low tasks for the day. Some people wanna look at a chart and look into that chart to then see the subset spreadsheet view. Some people were gonna wanna work on home screen.

We didn’t work on the home screen for a long time because it didn’t allow us all the flexibility that it does now. Great job to the home team team. We were working strictly off of a separate dashboard for our team that was identifying all of their tasks for the day. But don’t be afraid of looking at Workfront in that way. Give people the flexibility to work the way that they want to work. You’ll be better for it.

To that point then, reinforce those successful ways of working. We have every other week meetings with our team just dedicated to how are we working? What are we working on each week and how can we flex? What are the positive experiences that you had to work each day? And as somebody says, hey, I did it this way and it worked really well, whether it was just reaching out to a customer in a different way or sending a booking link at the top of an email versus the bottom versus the middle, whatever it is, make sure that you have a forum for your team to discuss ways of working because it makes everybody better. If you only have one person that’s doing it and doing it really well, you’re still missing out on something because they need to be sharing that with the rest of the team.

And reduce data input. So I kind of spoke to that a little bit in the simplify workflow side of things, but essentially think about from your stakeholder view, is it something that can be automated? Is it something that could be a calc field off of something else so that they don’t have to touch it at all? How do you simplify and streamline the data that your team is putting in? I’m sure my team as well as all yours have said, there’s too much admin time or something along those lines. So how do we reduce that where we can? Definitely something to focus on.

And work from overall is not a set it and forget it type of platform. So make sure that your teams keep a growth mindset. So how do we do that? A quarterly adoption survey, another shout out to Danielle. She did a great job helping us out with the adoption survey. And we got great feedback for that. It’s just about time to send it again for us. We’re not on a quarterly cycle. We’re on it every six months at this point, but ready to send that out and get more updated feedback now that we have made some changes to the system. Some people aren’t gonna wanna respond back in a one-on-one type conversation, or I don’t have time to go talk to all of the 13 different teams that I have as well on a regular basis. So that quarterly adoption survey lets me get a lot of detailed information at once.

Test and retest the stakeholder experience, the views and reports. So again, we kind of hit on this on the previous slide too, but jump in, do a login as, and go through the daily steps of one of your people. Don’t just assume that it’s set up correctly cause you did it two years ago.

Figure out what’s working for them, what’s not. Just went into somebody last week and they had the homepage pinned in three places, three times at the top of their screen. That’s silly, why? Send them a message, oh, I just kept forgetting about it. Okay, well that sounds like a personal problem, but let’s go in and clean that up too. But there’s other things that we’ve found in terms of people pinning reports that we didn’t even think were all that important, but they had them pinned to their homepage. And so we’d shifted focus a little bit to say, okay, that we’re using that instead. How do we make that easier for everybody to get to? Or how do we kind of rekindle some thoughts around that particular report to better support that information? And then that also gets down into slicing those reports at the right level and use wildcards wherever possible. Don’t be scared of wildcards. And then we got some people that are on the front end of work front here. Use wildcards, they will save your life on building reports.

Use it for, probably the one we use the most is the owner user field.

I don’t have to go in and make a dashboard or a report for every single person on my team. Just utilizing the same reports, build it out the same, and then tag it to the owner. And it shifts for each individual user.

And last one, maintain regular governance with leaders and group admins. I hear that’s a good idea. Like I said, we’re just getting into that one on the governance side. So we’re certainly in the midst of that one at the moment. I’m excited to continue to push that and do that, especially with the group admin side. I could use a few more hands to help out. So excited to get them up and running.

Now I had another chat poll for us, and then I got, I think, one or two more slides.

So do you use Fusion today? A little bit. Basics, pro level, where we at? Nope, nope, a little bit. Can’t get budgeting. Kat, I got some notes for you.

Fusion, basics.

Habit, but don’t use it. Susan, got some notes for you too.

Chris with the big yes.

Okay, so a lot of basics, or a little bit of knowledge in here too. So definitely go check out the other links that Cynthia posted on Fusion stuff. I’m not gonna get in really deep here. I’m just gonna make a couple comments to it. But like I said in the timeline side of things, Fusion, we very quickly identified as an opportunity to help us be efficient. So do more with less has been a big thing for us, forever feels like. But how do we build more efficiency into what we do? So Fusion, for those that don’t know it all, is a codeless connector from Adobe, where you can build automations, both work front to work front. So you’re doing internal things to automate, as well as external. So pulling from a CRM, or pushing data out to a data lake, or other reporting instance.

So we have, this is, I think we technically have about 40 automations now, because we just built two more last week. So those are on system management, project setup, external and internal communications, and many, many more. And we’re doing, at the moment, about 10 million operations per year. So think about that as, that’s Fusion doing 10 million thoughts that I don’t have to do, that my intake team doesn’t have to do to go check data in Salesforce, or how do you copy and paste an email from one field to another in order to send an email? All that is eliminating the time from our team, the mental stress from our team, and obviously just making us more efficient. We can do things faster than waiting for my team to do it.

So a couple examples here that you can take when you are thinking about, we can’t get the budget for it, Fusion pays for itself.

There’s no reason not to have Fusion when it comes to a dollar amount. And I’m happy to go tell all your bosses that, so just send me a message.

I just called out just a couple of our scenarios here that are the reason for this. So our first one, I mentioned the stock photos. So bulk purchase, downloading into a database, it’s been being pulled out into a bunch of different systems. We’re running those CSVs at the moment every two weeks to a month, depending on when they’re getting them to us. Just that process alone of saving the time of downloading the image, renaming the image, and then saving it to the right spot, that’s saving $32,000 a year. So that right there is paying for most of Fusion in one scenario.

Customer follow-up, this has been our biggest one. When we started into our most recent restructure, we said, oof, we’re going to reach out to all these customers, and we’re going to touch every single one of them. We quickly realized that that wasn’t feasible manually. So we took a step back, and actually stopped reaching out to the customers altogether, because we didn’t have the time to do it. It wasn’t scalable. We then brought Fusion in to do it for us, and now she’s not only reaching out to start all of those projects and follow up on the welcomes, she’s also reaching out every 30 days, for the first 160 days after that, throughout the entire year. So that process is currently saving us $146,000 per year, and it’s actually allowing us to then scale into our next phase, which is probably rolling out the next couple of months to six months, and we’ll be almost doubling that total customer audience that we’re able to touch, just because Fusion is sending those notes for us.

Project renewals. So all manual process prior, but setting up from a customer database, instead of getting a request, setting up a project, assigning it, all that stuff, now we’re doing those automatic project renewals. So there’s a rolling every 12 months to get those set back up again. And again, instead of our intake team manually doing that, and trying to suss out whether or not that should be set up or not, based on how much, what’s happening in the CRM, Fusion does that for us. By the way, if I call her Rosie, we’ve affectionately named Fusion Rosie. So Rosie does all this work for us.

So Rosie’s saving us $42,000 on that, just for the project renewals.

And the last one here, that was just a one-time upload, so this one’s not a per year like the others, but setting up the initial projects that we were talking about earlier, that bulk set of about 12,000 projects and customers, she did that all at once for us, and saved us about $24,000, just setting up those projects alone. I think the time that went along with that one, if we had done it manually, would have been something like 42 weeks that it would have taken our one intake person to set that up manually. And Rosie did it, and we did it over the course of a week, just so that we can space them out a little bit.

So huge efficiencies with Fusion.

I was about to say, yeah, you triggered a whole… So I’m just gonna let, I know you have a couple more slides, but there were some questions. Does anyone wanna just come off mute? If you had a question for Daniel about Fusion, there’s a lot of Fusion in a good way.

Wow. Hi, Daniel. My question, pretty simple, but where did you get your 10 million operations number? Was that something from your reports, or is it in Fusion somewhere? That was looking at the total operations count for each one and knowing how often I run those scenarios. And I just bounced it up times 12 for a lot of those scenarios. Got it. So that I could get to the annual number.

Thank you. Yeah, I wish there was a better reporting system in Fusion. That’s a great call out though. You and me both.

Help us tell that story better.

What else do we have? This is Susan Hark. My question was under the customer follow-up, are those DTC emails triggering from Workfront? Is it an update that’s sending from Workfront or an actual Adobe campaign email or Salesforce email? So we do use Salesforce marketing cloud for if we’re sending out a bulk one, not through Fusion. And the great part about that is that you can obviously get all the tracking and everything else on it. We haven’t taken this outside of Fusion to connect with marketing cloud yet. There’s not a one-to-one connector to marketing cloud. So at the moment, we’re just utilizing the email module within Fusion.

Got it. Okay, thank you.

We’re then posting that back as an update into Workfront so that the whole team knows what’s going on there, but I wish we were able to pull more analytics based on that. Yeah. And then our next step is to get that connected into marketing cloud. We can get a better full circle picture.

Okay.

That means that there’s another great shout out.

Don’t not do something that is valuable because it’s not the best thing yet. So we know that sending emails through Workfront isn’t perfect. We’re losing out on a little bit of data, but it’s allowing us to get a whole lot of work done.

So it’s still a win in the long run to do it that way. And then we know that when we’re ready and when the other team’s ready, we can then jump into expanding it into a phase two. How do we get even better at it? I’m thinking we use Adobe Campaign at Delta Dental. So I’d like to push to figure out, we’ve got tasks assigned to our email team within Workfront and it would be great if that could be more automated, especially since Workfront’s an Adobe product and Adobe Campaign, I should be able to hook something up, I would think, to trigger an email once list is loaded possibly, but I hope to learn more on that at Summit.

Yeah, I would think that that would be a fairly straightforward connection since it is within Adobe, even if you’re just pushing it out to a webhook.

And Susan, Ewan will be there if you wanna find him. He will be in Vegas. Yeah, he’ll be there. Great, thank you.

Anybody else wanna jump off? I’m scrolling through here too.

Sure, links.

Rosie. Yeah, gotta have Rosie. Any guidance on getting connections approved through a strict IT? We’re big on cybersecurity since we’re a finance company currently building a business case for Excel and SharePoint.

Yeah, our cyber team has been very easy to approve Workfront and Fusion and anything that’s then connecting between those two systems. So I think that’s a good idea. Because it’s Adobe, they’re happy to kind of make those connections for us, but then they’re really strict on other silly things. Like I have not been able to connect SharePoint into Workfront.

This is Microsoft and Adobe. That can’t be that hard to approve to huge companies.

But I feel you on that, Kelly, trying to get some of those silly little things connected.

Unfortunately, I don’t really have any tips on that.

I wasn’t able to do that either. Just, so that may be a topic for future, like that’s not really technical, right? It’s more, for lack of a better word, political, but we should probably do a session on how do we convince IT? It’s a good one.

And it might be technical. There’s, you know, Microsoft might be hard to work with. Therefore they don’t want to let them in.

No offense, Microsoft.

I know you’re listening.

Our team has set up a similar saving. We’re saving 24 manual user hours a quarter by using Fusion. Love it, Kimberly.

In another presentation internally, I did the same kind of thing. I broke it down to a by week, and then I had the dollar. So depending on who was looking at the report in the presentation, they could pull it. So our resource people were like, wow, we’re saving, you know, 40 hours a week, whatever it is on that one thing. Other people that are more money conscious, or, ooh, we’re saving money to the bottom line. That’s great. So definitely tell that story both ways.

Find the bestie in IT. I was about to call that one out because honestly it may be just, for a lot of time, it may be relationship building.

So I’ve been listening to this. For us with approvals, we have to go through a whole security review, and it’s really tight in a tech company. So Adobe, Microsoft, whoever it is, you know, Adobe, sometimes Adobe’s our hardest one based on some things they’re doing.

But most of the time we get it approved, but it’s, yeah, it’s just making sure that you understand what you’re doing. So if they ask you questions, in my case, if they ask you questions, you understand what whoever you’re connecting to is doing and who are those main contacts. And once they get used to, you know, working with you, IT and security teams will usually work a little faster, but doesn’t always happen, and things do get rejected.

So way to go, Daniel. This is amazing so far. Thank you so much. Thanks, Chris.

All right, I’ll jump to my last slide here. Just a couple of last thoughts.

And I probably kind of hit on these in different ways, but new ideas. So always be talking, excited when talking about the art of the possible with Workfront. Again, as we brought in each of these teams, they’ve mostly been ad hoc. They have been, hey, this sounds kind of cool. What can we do? Or what’s our use case? And I have a few more of those out in the wings right now, from our entire merchandising program to one little small one-person team that it would save her a whole lot of work working with some external suppliers.

So be aware and be available to the art of the possible there with Workfront, whether it’s from one little process to a big one.

Better processes. So just because we do it one way today doesn’t mean we can’t do it better tomorrow. So how do we constantly have a growth mindset to be thinking about what can be new, what can be better? How do we shift what we’re doing? Especially as there’s some cool things coming out in the upcoming releases. Very excited about Maestro. That’s gonna change our life on so many different processes. So we’re excited to rebuild those better.

Removing silos. So I said we built a lot of these things organically, and therefore they ended up being siloed, even though they’re all in Workfront. There’s still a lot of siloed processes. So we’re looking at now, how do we even kind of rebuild those processes into a larger marketing process? So it’s not just, here’s the one thing that the web guy’s doing, here’s the one thing that the social gal is doing. How do we build all that together so that we can then for our leadership reports, all be looking at one very consistent thing. All the projects are tied together the way that they should be, but it ends up maybe even only being one request from the external stakeholder that then is disseminated out instead of them kind of carrying the project through as a project manager. So how do we make all those things better with those silos? And probably the biggest thing in here is just communicate.

So that’s probably one of the biggest proponents for Workfront is the fact that everyone can communicate in one system. As I’m talking to teams, that usually where it ends up going is, oh, I’m doing a lot of this right now, but I’m having conversations in Teams, I’m having conversations in email, but then they end up getting lost and information gets bottlenecked. So if you can push people as much as you can to use Workfront, use the updates area, even if that’s still through Teams or through email, they can still push those updates into Workfront that way, probably a whole nother conversation around those integrations, but being able to keep Workfront as kind of your Bible, your one place, single source of truth is huge.

All right, that was my last official slide. Any other questions sneak in there? So many good conversations and everyone’s gonna help each other out getting fusion.

Yeah, we’re all on the case, Kelly. I started thinking about who I could ask to.

So just looking for that documentation of how to make that case. Yeah, Daniel, this was awesome. Thank you so much. I know we’re gonna close at time, but I mean, thank you for this. This was amazing.

My pleasure, my pleasure. I love talking about work as it says here, anything better than discuss work front ask away. And that goes to moving forward as well. Love talking about work front, even if you just wanna reach out and do a one-on-one, shoot me an email and I’m happy to chat through it as well, or ping me into experience league, just Daniel underscore Clark.

Such a fantastic presentation by Daniel. And I have so many pages of notes on everything that he talked through. He is truly an expert in enterprise work management. And Daniel, we are so grateful for your time and your willingness to share your experience.

Honestly, if anything describes a work front’s life more than the see your situation change often, I can’t think of anything better. Thank you again, everyone. And we’ll see you next time on Expert Insights. Take care.