Scaling Marketing Operations - McKesson’s Automation Journey with Workfront & Fusion

Transcript

I think we’re ready to start. So just want to say welcome everyone. This is scaling marketing operations, McKesson’s automation journey with Workfront and Fusion. And I can’t tell you how excited I am because there’s some prioritization in there that it just speaks my love language. So I just cannot wait until they talk about that. But big question, everyone’s big question. Yes, the session is being recorded a couple of different ways so absolutely you will get the recording. I already have their slides. So you’re going to get the slides too. So you’ll get all of that good stuff probably an hour after the session, but I promise you’ll get it. The scale team is in the house. We are all here. I’m Cynthia Boone, former customer. Leslie Spear, also former customer. Nicole Vargas, the famous Nicole Vargas of like all the different departments at Workfront. So she was not a former customer, but also a Workfront celebrity. If you need to get ahold of us, you have any questions for us, it’s just easier to do the csatscaleatadobe.com. So hit us up that way if you have any questions. And today’s agenda. So we are going to welcome McKesson. It’s gonna be great. And they’re gonna talk about like their story, like what was the challenge and how they solved it. And it is just brilliant. So I hope that today you’re gonna get so many great ideas and with that, today’s speakers. Okay, so we have Chris Perez and Amanda Ledbutter. So I’m gonna stop sharing my screen and I’m gonna let y’all share your screen and introduce yourself.

One second. No problem.

See, you’re the main event. So we are all. You guys can see it? Yes, totally see it. Yeah. Yeah. Okay, great. So I’m Amanda Ledbutter, Director of Operations for Marketing Services.

So with my Six Sigma Black Belt on, I lead process improvement through automation and project management that helped to really enable high volume support teams to operate efficiently and scale effectively. My focus is on PMO leadership to a small and very mighty team and empowering cross-functional execution by optimizing workflows, alter really reduce that manual effort and improving visibility into capacity, prioritization and delivery. I’m passionate about building systems and processes that allow teams to really spend less time on administrative activities and more time on high value collaborative strategic work. And now I’ll pass it back over to Chris. Sure. Hi everybody. Chris Perez, Senior Director of Digital Marketing here at McKesson Corporate.

Three time Arqueta certified expert. I just passed it for the third time. A couple of months ago back at Summit.

My team, we are a shared service residing within corporate marketing. We serve McKesson’s largest business unit, NAPS and NAPD, which basically exist to serve specialty practices. So anybody that’s not a general practitioner, health systems, as well as community pharmacies. So those are the pharmacies you may see in little shopping centers or on the corners that are not Walgreens CVS. It could be, you know, Dale’s pharmacy out in the middle of nowhere, or it could be some place in a heavy metropolitan area as well.

Been with McKesson my entire career, you know, process and process improvement are really a key focus of my career and what I enjoy most. And I’m really excited to share what we have for y’all here today. And we’ll let Amanda get us started.

Sure. So for our work front instance at McKesson, I’ll review the scale of what we’re operating today. So at the front end, we’ve built an intake and standardization layer with 800 forms and 760 templates.

Intake is structured and requirements are consistent when they can be, right? Everybody loves the custom field.

And then projects aren’t really reinvented every time they come in through the utilization of templates. So from an adoption standpoint, we have around 3,700 active users, and we have around 20 external partners. Then there are the 300 groups, you know, used to manage and access and governance. And then there are around 390 teams that actively use those assignments and notifications to move work. And it’s really just embedded in how we get work done. Then from a visibility and reporting standpoint, there are around 560 dashboards for those quick aligned views, around 4,200 reports for that deeper tracking and analysis piece, around 100 boards for more agile request management, and then around 40 calendars to keep, you know, those timelines and that capacity visibility.

From an automation side, we’re currently running 45 active automations through Fusion. This drives around 11.4 million operations a year. So a lot of coordination work that used to happen manually is now just happening in the background. We are really excited about the AI collaborative tool that’s just now coming live, and we’re really looking to ingest and help continue to improve our speed to delivery through AI automation. So very exciting things for the next few months, I think diving in there. So a pretty mature ecosystem at this point, it’s really the system that we’re using to really drive that standardization, you know, visibility and scale across enterprise.

Awesome. So at a high level, our team is really the engine behind how our content marketing, our commercialization marketing partners operate. We manage the systems, the processes and execution really required to deliver marketing at scale, everything from the intake to the campaign build out to the launch and reporting. On any given year, we’re supporting thousands of customer communications and over a thousand projects ranging from simple emails to fully integrated multi-channel campaigns. Really what makes this possible is the infrastructure we built and how we operate. We manage multiple Marketo instances, own the campaign templates and maintain standardized work front intake and project workflows so that our team can execute consistently and efficiently. Our role isn’t really just execution, it’s enablement and scale. We’ve created reasonable templates, automated workflows, those aforementioned structured intake processes to support multiple brands of business units really without increasing complexity or manual effort. Our focus has always been on automation and orchestration in helping reduce manual touch points, improving speed to market, ensuring our campaigns are delivered really with the right targeting, personalization and governance from the start.

When you’re seeing these numbers, they’re really not just volume, they represent scaled, standardized and continuous improvements of our marketing operations group that really enables our organization to move faster As Praveen previously mentioned, we’re always improving our operation. I wanted to take a look back at kind of how we got here in the issue that we’re trying to solve for. We began using Workfront back in 2016. I played a key role in really shaping how the platform would support my team’s project workflows early on through advisement introducing.

It was advised that we have a dedicated project trafficker. At the time that was viewed as a luxury rather than necessity so we operated without one.

As our team workload grew over the years, we encountered challenges with how work was distributed across the team. Projects weren’t being balanced efficiently and some team members gravitate towards high volumes of simpler work. Well, the more difficult time intensive tasks accumulated with others. To address this, we introduced what we call a project scoring model. So basically what we did was we evaluated projects based on their outputs and level of effort. For example, if a request include a single email or multiple emails, does it have a landing page or form or integrations with third party personalization tools.

These scores were created collaboratively with all of the campaign operations specialists. We ranked them one for a low effort, two for moderate and three for high.

This system really gave us a more structured and data driven way to distribute work and proved pretty effective for a period of time. However, as volume continued to scale the model alone, it just wasn’t enough. We began relying on the support from Amanda’s team to help traffic projects. And while helpful, this again came at the cost of pulling folks away from higher value work that required dedicated project management and oversight. Ultimately, it led us to a turning point. We recognize that, hey, manual traffic and scoring weren’t as sustainable at scale. That realization really drove us to the decision that automating project assignment and scoring would help improve efficiency and consistency and focus resources from Amanda’s team where they added the most strategic value.

So now we’ll take a look at the manual process workflow from submission to project conversion before we took that turn and created the automation scenario.

So just from a high level, the requests would come in through work front requests, the project manager was reviewing all the information on the intake, determining what the priority was, what does the level of effort look like? Are there multiple send requests as part of this that the team would need to build? Then looking at resource availability through dashboards and reports and what does everyone’s workload look like? And then looking at outlook to see who is available, who is out of the office, things like that to try to determine what resource were available. Then putting that kind of into those two categories of urgent or high priority, of course, those were immediately triaged, assigned. And then the marketing automation team was also reviewing the same intake, looking at what the effort looked like, understanding what templates would need to be used, working through all that to really determine what the score then was, and then converting the project and then assigning themselves to the tasks on the work front template.

And then of course that normal then kind of SLA that’s that three to five business day, same process there of reviewing everyone’s availability, what’s already assigned to them, what their workload looks like to see if everything’s included on the intake and then assigning it to the team. So really when we took a look at this manual process, there were some opportunities that were pretty quickly rose to the top that we could resolve for before we then kind of dove into what does this automation look like? So it was really around the capacity blind spot, right? So the project manager was looking at work front to see what projects were already being worked on and then trying to figure out, well, what does that workload look like? And then looking at outlook to see who had time off. So really the opportunity there was for the marketing operation team to utilize the time off feature and work front. And that way the system has a holistic view of resourcing, right? Another opportunity was resource bottlenecks. So the project manager was trying to assign at random, sometimes that was working, sometimes there were some of those bias still kind of at play.

It really was a great opportunity to say, okay, if we did randomized assignments based on an algorithm as part of the automation, it would really, that would really be the way to go forward and then it would be programmatically assigned.

And then another opportunity was really around template confusion. There’s 80 different paths between the work front templates, the Marketo templates, that’s a little daunting, of course, for the marketing automation team. So that was a clear opportunity where we could automate to ensure that the correct templates were applied on the project from the beginning. And that way it’s really set up correctly for success.

Awesome, so we are about to get into the work front fusion portion of the discussion. I invited a lot of Marketo folks via LinkedIn to this discussion. So I created this slide for those that are not fusion folks.

Basically, what this is showing at a high level is everything really starts with the work front request submission. That submission triggers fusion, which automatically identifies the right scenario to run. So this is 80 different options that Amanda just talked about. From there, it looks at our team, really who’s available, who has PTO coming up, what the current workload looks like based on the project scoring we talked about. It then assigns the work to the best fit for the team members. So that’s somebody who’s available and has the capacity to take it off. At the same time, fusion is also converting that request into the correct project template. So you saw, I think we have 40 something different project templates. So making sure it gets to the right one is really important because that is our key punch list for our campaign operations folks to check off the tasks that they’re doing because those are all safety checks to make sure the work is being done in the fashion that it should be.

And finally, it’s gonna notify the team member that the project’s ready so they can jump on it right away.

What we’ll talk about here as we get into it is, we started uncovering some of the inputs that we didn’t think that we needed, that we didn’t think that we might. And so next, we’re actually gonna start looking at fusion.

So here is a snapshot of the entire scenario in fusion.

In this case, we were able to build this flow into one scenario and then there’s a few different routes. So I’ll go into, we’re gonna go into breaking this out into sections by function. What’s really cool about fusion is there’s always an opportunity to take a scenario and really look at what may be your unique use case. And there may just be even one of these routes that would solve for something that’s a pain point that you have today versus having to build out a huge scenario. So that’s just something to keep in mind there just depending on what your use case might be.

Awesome.

So this part of the fusion scenario and in the first little module, basically that custom API is looking for a new state ID. And what that means is it’s looking for that work front issue to come in. And when it comes in, there’s then a filter that is looking for the type of request it is. So between those first two modules is what exists there. You then have our data store. So data store sounds really big and fancy, but the way that I think of it, it’s like a big Excel spreadsheet. And it serves as the decoder ring for all those 80 scenarios that in order to get one of those scenarios to operate the right way, you have to have all the different check marks along the way. So that’s what the data store does. So here there’s a filter between data store and the next two tools. What that does is any inactive scenarios that we’re working on get filtered out. So we can continue to build our data store and test scenarios without impacting anything that’s in production and having to maintain a whole separate work front fusion flow.

Within those two tools, those are just really kind of narrowing down the pool of possibilities in each one of those areas. And at the rate aggregator level, what’s occurring is it’s saying, this is the scenario. This is the one you’ve been looking for. It matches all of the criteria. And so in the background of that data store, we have up to five filters, but those five filters can be using different fields from our work front issue. It’s not the same five fields. It’s really dynamic and cool.

And then at the very last step, that’s when it’s saying, hey, work front, this is the project template that this project needs to be converted to.

And then now that we have that correct template from that first route, right, that’s been identified, now it will travel through the second route. So the second route gathers the marketing automation team members current workload.

So right, so it’s looking at what everyone’s working on today, it’s not looking at things that are closed or canceled or already triggered to be sent. It’s really looking at work that’s really being actively worked on. It’s evaluating that time off, right, so it can see all the availability of the team members. And then it’s calculating that project score for each team member to look at the workload of all of the projects that they’re currently working on. So all of that is really to determine which team member has the greatest availability. And so those two pieces, that project score and then the assignment details are now ready for the conversion activity that’ll be in the next route.

So now that we have those, so now we’ve got all this information right from those first two routes. We’ve got the template assignment, we have the marketing automation team member that’s available, and we have the project score from the intake. Then this final route is ready to complete that assignment and then that conversion piece. So the issue is then converted to the project with the correct template. The project score is added based on all of those issue details that Chris had gone through. And then the marketing automation team member is assigned to that project and then they are bulk assigned to their tasks on that template. And then that’s when that comment is then sent to them that says, hey, this project has been assigned to you and it’s ready for work to begin.

And then the next piece is really just a call out for those fail safes, right? So in most scenarios you’re building, it’s really a best practice to have those fail safes in place so that if there’s any circumstance where a fix needs to be evaluated or there’s something that’s truncating incorrectly, there’s an opportunity for those to be flagged and then get back in and of course correct that scenario. So there are places all along the journey where human interceding might be necessary. So we have set those up in a comment form that will go to the marketing automation team leads. So these are in place for this specific scenario when a template cannot be identified. Maybe there’s misaligned information from the issue detail, right, so it can’t really determine which template it’s supposed to be assigning. Maybe the marketing automation team members cannot be identified to work on the project. Maybe there’s overlapping PTO or the timing doesn’t work out with whenever they had requested the delivery based on kind of everyone being, maybe it’s over the holiday timeframe. And so it’s really not able to determine who it can assign the project to. And then another one might be if it can’t really assign them, then it can’t really maybe assign them to the task or maybe there’s some sort of issue that’s causing it from not being able to update the project. So that would allow for the team lead to get the notification. They can then identify whatever the fix might need to be and then that incomplete execution can be run again.

Once that’s complete, again, that marketing automation team member assigned to that project would get that comment and then they know that it’s now ready so that they can begin work.

So we have had a few questions come in and I want to take a moment to answer some of these real quick.

So somebody asked about, they want to know more about project scoring and project workload.

So basically what project scoring was is we create a spreadsheet of these are all of our outputs. So combination or possibilities if a campaign has one email, two emails, if it has a landing page, if it has a form, if there’s a webinar which is gonna have at least four or five emails as well as a registration page and that has to be connected to Webex. Like all of these different things that are occurring, you know, add levels of complexity versus a single email campaign which is a lot easier. So a single email campaign for the most part we might score that a one. We’ll just use that in a general rule. Maybe in a campaign that has just a couple of emails we might score a two. A three is gonna be something where we’re having to pull in a lot of different elements in terms of there’s a form and a landing page, you know, is there a registrant reminder where we’re gonna have to filter out folks from an email campaign because they already registered but we also wanna send them a reminder to those who registered or a reminder to those who haven’t registered to register. So those end up being a lot more complex. And beyond that, we also have employed, you know, different personalization tools in the past like LiveClicker and Inlitmus as well. So those can add a bit of complexity too just in terms of QA.

So we went through that line by line, all those different scenarios with our campaign operations team and they got to score and say, hey, I think this one’s a one, it’s easy. This one’s a two or this one’s a three. And they went through it and then anything that like was, you know, if everybody had a one and somebody had a three we kind of talked about it like, oh, well maybe this person, it became an opportunity for training. Maybe this person just needs a bit of coaching for this area.

Then for the workload portion, it’s an aggregate of those project scores. So those project scores end up being assigned to those users. So automatically if, you know, Sally has three easy projects, she’s got a three. But if Becky, you know, has two twos, she’s got a four. So the next request that comes in goes to Sally. And it is that group, it’s assigning them based on a group, not an individual. So within Workfront on one of the previous flows that Amanda showed, there was, we have a list of all the users that could potentially be assigned work. So it is not just for an individual, it’s for a group of individuals. Now there are other multiple roles which we are not assigning. Those are typically reviewers. So folks who are doing QA checks for our projects.

We’re gonna continue for just a couple minutes and then we’ll wrap up and get to any other questions that have come in along the way.

Nice.

So this is the flow I showed you earlier. And this is what we were able to achieve. We launched a little over a month ago with this work.

What I didn’t tell you is in parallel, I was actually working on another project. And that project was on the Marketo side to take this work and then also create the Marketo programs with our partner JETO. And so what that looks like, I wanna tell you a bit about JETO real quick, who we partnered with for about four years. It’s a campaign self-service and automation application. It’s a way for non-technical users to go and encode emails and have them sync up for Marketo.

JETO has an add-on called JETO Connect. And what JETO Connect does is it can read information from Workfront as well as to Workfront. So what we ended up doing was this workflow.

And so what you see here, this is really where we ended before. So with JETO and JETO Connect, there’s a trigger at the end of this workflow that I created in Fusion. And JETO Connect goes and creates a JETO campaign. It also creates the corresponding Marketo program with emails.

From there, oops, am I still on it? Okay, good.

My screen changed a bit.

From there, a notification is sent from the person who’s going to be working on that JETO email. That doesn’t always have to be a member of our team. Sometimes it’s our stakeholders. So we are putting the power of coding emails back into the hands of those commercial marketers so that they have the ability to manage content themselves. And that’s what the little hand on the keyboard is. From there, that information syncs back to Marketo. And then these last couple steps are outside of JETO and Workfront Fusion, but we do a QA. I mentioned just a few minutes ago, we have a QA team.

We’re doing QA of lists. We’re doing a QA of content matching. We’ll run that through an approval process, and then we are ready to launch. So in terms of content lifecycle, we are pretty far along. The only thing we haven’t fully automated is that campaign review area. But there’s lots of different human and loop steps that occur from the point of intake to review to the input of content, as well as reviewing outputs in terms of list targeting, as well as content accuracy.

So we did all this work to automate, right? So how do we measure success? So we calculated 27,000 minutes are saved through this work, front automation setup scoring and intelligent routing. So that includes calculations for resource evaluation, the template assignment decision-making tree, and project scoring activities.

That gives immediate time back to the teams, and it allows for a system to be able to do all that manual administration piece that multiple teams aren’t reviewing the same intake and making all of those decisions now. Also, since we’ve injected PTO into work front, allowing this now has an added benefit for real-time resource tracking that gives immediate visibility into the full team portfolio. This means the marketing automation team leads can now actively monitor pipeline status, understand resource utilization, and make informed decisions around capacity forecasting, really without having to rely on delayed or manual reporting.

And then through the JETO Connect, there’s an additional 7,200 minutes per year that were saved, and that saves the marketing automation team, but it also saves the stakeholder because they don’t need to submit a second intake now, and that gives them back that precious time as well, which is really ultimately a win-win. So overall, the best result of all of this is not just the efficiency, it’s that capacity recovery. So we’ve been able to reinvest time into those higher value work items, things like content and campaign strategy, or stronger stakeholder partnership, really ultimately driving that greater business impact in the long run.

And Amanda, that’s per year, right? There’s a couple of questions. That’s per year, yeah, that’s what I thought. No, you’re fine. No, amazing.

So lessons learned. So really starting with pain points, right? What are we trying to solve for? In this case, it was solving for, how do we give people time back, right? There’s no more minutes in a day. So it was really identifying those opportunities from the beginning. What is the low hanging fruit? What are those really monotonous administrative things that we can just sort of eliminate from someone’s day to day? One of those was the time tracking and work front, instead of just tracking it in Outlook. That way everything’s in one system and you really get that holistic view of resourcing. Another area was looking at the process, right? Getting the process correct before you really lay in a system on top that allows for you to be able to solve for some of those key process indicator opportunities before you put technology in place. And that really reinforces a solid foundation without really adding all that extra complexity.

Change management is huge, right? So ensuring that the different teams understood what the plan was, understanding where changes come in place, how that impacts day to day. That’s through trainings and check-ins to ensure that everyone understands what this automation will do. How does it run alongside their day to day? What are the things they no longer need to do and know where they can start their process now? And then feedback loops, right? Making sure that testing is completed, we did all the tests, tests and tests, making sure that’s working, making sure that if it fails, does the communication go to the correct team lead so that they can put in that evaluation to correct that fail and get that scenario back on track. So there’s things all along the journey that really help to make sure that once it’s in place, that it runs as smooth as possible.

Obviously, there’s always gonna be those edge cases where it doesn’t work, and then there’s those opportunities to tweak the automation. But really at the end of the day, you can’t just put a process in place or a system in place and then just set it and leave it. There’s typically always those opportunities to really fine tune. And it’s also important to take the time to reevaluate, see if there’s any greater opportunity that has come out of this scenario or maybe other opportunities that we can look and improve processes or utilize the system for some of those repetitive tasks, to really just update processes and update the system as often as you can.

Amazing.

So many questions. This is great. I told y’all. They’re like, no, I’m like, no, there’s gonna be a million questions and I have some written down. So let’s get into it. Okay, first thing, and I think Chris, you kind of answered this in another, but I just wanna make sure that this one got addressed. How many monthly fusion operations do you have available? And what steps are you using to ensure the scenario minimize fusion operations? We don’t have any, so we’re on the ultimate plan. So we don’t have any limitations in our operations for fusion.

Love it.

Let’s see, I’m going through the questions. Yeah, I was trying to answer some as well.

I don’t wanna make sure that I don’t miss any.

Go ahead, Chris, if you wanna. Yeah, well, somebody, I mean, I know I see somebody answered, but with the PTO being marked, so we are using that PTO calendar within work front. It’s not something separate. It’s basic work from functionality of how you mark yourself out of office for resource planning. And that’s a key element.

There was a question about, do do do.

Oh, I’m just going back through.

Oh, score or prioritize in terms of business value. So they’re scored based on level of effort to be able to assign that work. The assumption is that business value is generic. For larger projects, so something that is gonna be a multi-channel campaign, this scoring framework probably isn’t the best scenario. Those are projects where there will be a project manager to align paid media, social, my team on the email side.

One thing that it does take into account, as I mentioned, was PTO. So we’re looking at what is the requested project delivery date along with resource availability. And so that is in a way a variable outcome of how we’re going to assign that work.

I think that’s a really good point. Cause I think there’s some questions like, how do you, are you doing it by like, whether the availability or whatever. Like I think you’re speaking my language. I wrote down like process people, like everyone in the chat, everyone on here, but also like Chris and Amanda, we are process people, right? And so the way I look at all of their best practices, but also the questions in the chat is, have not documented. And I know some people are like, this is the literal worst, but find yourself a nerdy tech writer because I love documenting processes. It’s my favorite thing to do. And like just the idea of like, let’s document all the manual-ness like, because I mean, when you were going through that slide, that’s the first thing I thought of. I’m like, yeah, if you’re going to try to either measure Fusion or for those of y’all that are like, we don’t have Fusion yet. If you want to make the case for Fusion, we’re going to need to document the manual-ness, right? But also what is the value of the project? And my thought is like, you’ve got this, like what the size is, like this spreadsheet of this brilliant, right? I’m like, okay, let’s do every potential outcome. One email, two email, a brochure, this, that, the other, what does that look like? But then in my last gig, it was what the question was. It was how does this affect the business? Like that was how they prioritize work. So I think to answer everybody’s questions in terms of that, like, I mean, it’s what you don’t want to hear, but every company is a special unicorn. You just have to decide what the value is and then put a number against it. Chris, I mean, would you agree with that in terms of priority? I just want to give y’all some thoughts. Absolutely, like there’s lots of other scenarios that I’ve worked on over the past year where it was literally taking even my own team’s time looking at the entire process from start to finish. How many times do we have to click on this to get the project moving forward so it doesn’t get hung up on something and really taking and pulling apart all those places where the system could be smarter and do that for them and it doesn’t require someone to stop what they’re doing all day long to allow the project to continue to move forward, right? A lot of that’s having the proofing talk to the project so that because it doesn’t know that it exists over there. So just things like that where we can allow it to continue to allow the project to move forward.

Yeah. Love that.

It looks like somebody has their hand raised. Are you able to take that? Prasanna, did you wanna? So within your slide, I saw the change management process, but Perez has said that there is no lower environment within your organization. How are you handling the change management process? So what we’re doing is we’re using the filtering step for active scenarios. So in the data store, we have a filter that says this scenario is active and it’s not. So when we are doing our piloting of a new scenario, we also have upstream, we don’t have any in development right now, but we do see a filter. And if the issue contains the word test, it will accept that, but only route to specific folks. So that is the way that we’re changing. That’s really brilliant because I mean, as we all know, anybody that’s been playing around with like the object ID in the sandbox, not the same as in production. So even if you’re like building it out and testing it, we all know that you kind of have to like, so I have never heard anyone doing that and I love that idea. So if I have Fusion People on, that’s a really cool way to sort of, I mean, I’m not saying to skip, if you do use lower environments, it’s not what I’m saying, but if you wanna try that, to me, that’s a safe bet. Because you guys- Yeah, and it keeps you from having to literally redo the whole thing again.

Yeah, right? There was one question I think we missed was, how do we calculate the minutes saved? Oh, sure. Yeah, I’ll go through that. So essentially what we did is we worked with the different teams to look at how much time do you spend on average for resource evaluation, for template assignment, for project scoring, for JEDO template assignment? Like how do you get that a template assign? How do you, what are those time value? Then we looked at the average yearly total of projects and then we did the calculations from there to look at the entire year. So it was really working with a team to look at their time, think about their time as they’re doing things to try to really work on what is that saving. And it also allows the team to really be in that process with us to really understand like, oh, it is gonna give me all this time back. Like, yes, this one thing might be this many minutes, but it’s the entire scale of a year of time that you’re getting back that you won’t have to do that again in the future.

Rita asks, how can I update the notes of non PTO, but his system is not working for any other issue. The resource is not a PTO, but unable to work. So there’s two ways that we are able to handle that. One is we have told, we have asked, cause we have a resource that only works three days a week. And so we ask that resource to mark herself absent or on PTO for the two days a week that she cannot, that she doesn’t work. If it is gonna be something long-term, like somebody is going on a leave or something, or maybe they’re being killed off for a special project. In one of the steps that Amanda showed of our resources, you can just remove that person, work front ID from that resource pool. And then they don’t get assigned that record.

That’s also really smart. I struggled with that too. And I wanna talk a little bit about, cause there’s some, what’s interesting is like the questions about like, are people entering their PTO manually and work from, and whether you can integrate and pull in from Workday and things like that, which the answer is yes. But I wanna just make my case that I’ve been on both sides. I’ve been the system admin that is like, listen, I need you guys to put in your PTO because like our processes are built. Like if you don’t wanna be assigned work on your vacation, that’s not means you’re gonna have to work, but it’s gonna cause messiness. I’m just saying like, please enter it. So there’s that side of it. I’ve also been on the other side as like a billable employee and everything’s tracked in Workfront. And I can promise you that every, the minute I had an idea that I wanted to be on PTO, I was like Tokyo drifting into Workfront PTO going off, off, off, off, off. So I see the like concern about like, oh, people are having to do manual things, but I’m not wrong on this particular, like if you communicate and Amanda also was talking about that change management piece. And that’s part of it is like, hey, we’re doing a thing. This is why we need you to do it, but it totally benefits you. I mean, how did that go? Like I’m just from a change management. Yeah, it’s working, right? Yeah, and they just viewed it as, oh, it’s three more clicks in my life and it’s gonna save me all this time on the backend. So, yes, it is duplicative. And yes, I’ve been down the same rabbit hole of trying to get connected with our Workday IT team and trying to do. And sometimes that road is very, it’s like climbing to Mount Everest. It’s still out there in my head though, cause I don’t, I also, you know, doing things a few times kind of drives me crazy. So I get that. So it’s still out there on my wishlist of things. So we’ll see, maybe it’s a future state.

Which I just think it’s totally, like this is such another great example of bringing your users in to, here’s what we’re trying to do in order to save you time. So I just, I love that. I love this entire presentation.

And I’m just gonna try to make sure, if we have missed one of your questions, cause we’ve answered a lot of things in a couple of different ways, but feel free to just raise your hand, come off mute as we kind of scroll through.

The question about merging, oh, sorry. I was gonna say there’s a question around merging calendar and tasks into one report. So you can build, and maybe I’m misunderstanding the question. So correct me if I’m wrong. You can have tasks appear in calendars. You just have to do the advanced settings. Yes, calendars are very tricky. They are limiting.

That’s why we probably have so many, because you can only have 15 different things tracked in one calendar. But there is a way to code for the task versus like a project or an issue.

We have some ways to start like that. And even like custom form fields. I am a huge, I see Monique and she’s thinking, I’m like, oh God, she’s gonna start talking about calendars again. I love a work front calendar. I love calendars. Me too.

And here’s what I will say. And I mean, you may feel the same way. Like just don’t look at it like a report. A report you’re gonna put a bunch of things in. With a calendar, you need to laser like what specifically do I want in this calendar? And then you can have a bunch of different ones.

But love them. You can totally pull in tasks. You can do a PTO calendar. You can do a bunch of different things. So yeah, love them.

And I love color coding. So it’s, they’re just beautiful.

So good.

Are there any other questions? Like if we have a pause in questions, I will do the wrap up. I know that people, oh wait, Adrienne, go for it.

There we go. Oh, hi. Adrienne here, Mayo Clinic Labs. Love work front, huge proponent. This presentation was amazing and worth every second. So thank you.

And where is the best place to go? I had no idea about the Marketo connection with Fusion and that connector. Like, is there a place that I should go to reference other capabilities? Like we literally are launching Marketo this week. Yeah, I mean, there are scenarios within the Fusion library for Marketo. I think you just kind of have to familiarize yourself with the Marketo API calls. And once you kind of have an understanding of how they work, you’ll be able to figure out what operations that you can execute upon.

Thank you.

I’ll go ahead and pull up some of these Fusion resources really quick.

There’s also the cookbooks. Are you including that too? I love like, I love that we’re all the same page. I’ve got the cookbook, I’ve got Ewan’s Summit Labs. Everybody, I sure do. Yeah, those are fantastic. I was able to go to a lot of those. They were great.

Let me do a share. Let me share my little screen here. Is that okay? You mind if I take over? Sure. Okay, do this.

I’ll call these up. When I do this, you talk. I’m drawing accidentally on here. So I’m going to answer Carol’s question about the tip of the trick to set a Fusion preview without the reference IDs to make it easier. So what we’re doing is in our data store, we have basically a column for live scenario or not live scenario. And so if it’s not marked live, basically it’s a blank value. It fails and it doesn’t get to the next stage of the scenario of the other way that you could potentially do it.

I’ve done this before, is just breaking the scenario on purpose and not use that flag. So making sure that it doesn’t match anything. And so you could put in a dummy value somewhere along the line to make sure it doesn’t work. But that’s probably the best way to do it is with filter.

I love that I somehow clicked on annotations and I can’t get it off, which is hilarious to me. Chris, can you just take over and share your screen? Maybe it’ll stop.

It’ll stop. Like this is hilarious. Like, you know, maybe I’m not the person that should be in charge of these types of things because that was the funniest thing that has happened on one of my sessions in a really long time. That makes me so happy. Okay, now, come on.

That’s what we wanted. Okay, so I wanna talk about these resources for just a second. So we have Fusion Decoded one and two. So I know some people in the chat were like, oh my gosh, I’m just getting started. I cannot stress enough. Jen Desmond on Fusion Decoded part one explains Fusion in a way that I’ve never heard anyone do it. It’s brilliant. It’ll get you started, I promise. And then she doubled down with the part two. We have, speaking of Mayo Clinic, we have the Mayo Clinic, how Fusion helps the humans. We had Schneider Electric used Fusion to literally measure exactly what Amanda and Chris were talking about in terms of like 27,000. Like they used, they built this, I wanna say there’s 50 custom form fields. And then anytime that scenario is triggered, it like starts counting. We save two minutes, we save three minutes, we save four minutes. So that’s a brilliant approach. And then like, we’ve got all these different ones. I went ahead, I know this looks old, the expert insights with Euan, but he created, somebody asked about ROI and like how the, how you’re like measuring that. He created a spreadsheet to measure that so if you can make the case for Fusion. And that is on that link. Okay, the cookbook is there, Euan’s labs are there, just the general product and technical documentation. And then the Fusion templates are there. I will add, I think Leslie asked me to add just like the Fusion training link. So I’ll add one more link before I make this into a PDF. But all of these things, so y’all will want to save this.

Okay, I’m just gonna go back to the survey. So how much do we love Chris and Amanda? A thousand percent? Yes, we love them.

So if you love this session, want more of these sessions, please, it’s like, I think it’s five questions.

So we’ll put it in the chat if you want to grab it, but then we’ll also, thanks Leslie, but then we’ll also put it in the follow-up email. And then the last thing I think I have in here, we’ve got more events, we’ve got, this is where I’m going literally right after this. So, hey, I think there’s seats left if you’re in Northern California and you want to say, hey, I got Workfront stickers, maybe I should have started with that. I will hand out Workfront stickers. And then we’ve got Nathan’s. So speaking of APIs and speaking of documentation, that one of the things we’re gonna talk about is like how understanding like your documentation and how your processes work and understanding APIs that will help you get like further with Fusion if you wanted to. And then the June 24th, y’all, TD Bank, Own Your Impact is a Workfront System Admin, again, about measuring your value, your effort, your work. And then we have the release webinar. So that’s it.

Stop sharing this.

Any other questions? I told, like, I just love, I told them, like, this is gonna be the best thing. And y’all were like, well, no. Isn’t anybody really interested in this? I’m like, yes, yes. You are going to change people’s lives today. So thank you both for your time.

And I’ll give everybody some time back. I know it’s just four minutes, but hey, you give us a little break before your next meeting. Hey, a break’s a break. A break’s a break. Thank you all so much.

Yeah, I’m gonna get the follow-up out.

You have a great rest of your week. And safe travels.

Yeah, go ask her, definitely.