Secure Executive Sponsorship for Workfront

Transcript

Alrighty, I’m just going to go ahead and get started. We have a really good discussion. I know we only scheduled ourselves for 45 minutes this morning, but we do have, like I said, a very good discussion and interview here with Tim to really talk through this executive sponsorship. And so if this is your first customer success workshop, welcome. Today we’re going to be focusing on securing executive sponsorship for Adobe Workfront. Like I said, this one’s going to be a little short. It’s about 45 minutes, so just know that you guys will hopefully get a break in between this and your next meeting. From an agenda standpoint, this is going to be pretty informal. We will kind of just kick off with some welcome and introductions and then just jump right into the interview here with Tim from Deloitte, and then I’ll leave it the rest of the time open for a discussion and Q&A, share some resources at the end, and then you guys are free to jump. If you guys do have questions throughout the session, I encourage you to raise your hand, post your question in the chat, but like I said, there will be time dedicated at the end if you do want to wait. But this should be a really interactive discussion. I encourage everyone to participate. You’re more than welcome to come on camera, off camera, on mute, off mute, whichever works best for you. But I will be recording today’s session, so should all go smooth and everything. We’ll aim to publish this to Experience League, but if worst case, you guys will absolutely get a link to the recording and a copy of the slide deck in a follow-up email, so keep an eye out for that later this afternoon. Any questions before we get started? All right, let’s jump into things here. So from an introduction standpoint, if you guys haven’t met me before, my name is Nicole Vargas. I’m a Senior Customer Success Manager here at Adobe Workfront. I’ve been with Workfront a little over seven years now. I’m joined by my colleague, Cynthia. She’s here in the chat. She’s been a former customer, now a senior CSM as well, and then we also have our third teammate, Leslie, who’s out on leave. I didn’t put her on here just because I wanted to leave some space for our guest speaker here, Tim. So, Tim, if you want to come off the mic, introduce yourself. Hi, thanks for the invite, Nicole. Nice being here again. Tim Brooks, I’ve been a Workfront System Admin for 11 years, the good old At task days. I now oversee AEM assets as well and Workfront Fusion, so you know, been using Fusion for ever since it came out, pretty much, and then assets over the past three, four years as well. Well, we’re happy to have you, and like I said, Tim is going to be our guest speaker here. We’re going to be doing sort of a two-style discussion to talk through executive sponsorship, and so, like I said, if you guys do have questions as we go, this is pretty informal. Raise your hand, come off mute, post your question in the chat, and we’ll get you taken care of. And so, I want to just start off, and I know Tim will kind of jump into this a little bit more around, and I’ll kind of maybe let Tim share his thoughts around executive sponsorship, but maybe I’ll just keep this slide up out while he’s talking, and so really when we’re talking about executive sponsorship, we’re talking about a champion to strategically align with the KPIs and metrics of your organization. We’re talking about an advocate to help drive change and adoption. We’re talking about someone who can really put their foot down and really drive that change, make business decisions, aim to reduce resistance among the tool, and so, Tim, I’ll maybe ask you from your standpoint, you know, what is executive sponsorship and how has it helped drive adoption of Workfront maybe in your organization? Yeah, I got all types of stuff on this one. So, overall, to me, it refers to the act of invisible involvement and alignment with your senior executives. When I think about executive sponsorship, a few key aspects always come to mind. You want to make sure that the work you are doing has strategic alignment with your business goals, and you want to make sure you can be easily transparent about the value you’re bringing and the impact you’re bringing to your stakeholders. A couple of big things to point out there, right, strategic alignment. I know a lot of us, I got stuck in this many of times throughout my career, you just start working, right? You’re working on stuff in Workfront. You have people pinging you left and right. You know, you start to get stuck in this world where you just become the Workfront person. You know, and if you ever dig super deep into that, you might realize that a lot of the work you’re doing is actually not aligned to some of your executives overall goals and things they want to achieve, right? So, making sure there’s that alignment with your big strategic partners, and again, the transparency is a big one, where you’re able to quickly show here is the impact that we bring and how, right? So, you know, for Workfront, I think this is super important from the inception of Workfront of your organization using it all the way through post implementation. I mean, it should really be a daily thing to consider. I presume most of us here know Workfront is a pretty robust tool, requires significant investment of time, money, resources to stand up and maintain it. Executives have a lot of the authority to allocate that necessary resources to Workfront, but why would they, you know, continue to give you those resources if you’re not working on work that is aligned to their goals or providing a sense of impact? So, that’s why you want to be transparent about that. I also wouldn’t be shocked if many of us here at one point had those stakeholders who just did not like change or, you know, were not overly happy about all the tasks that they needed to maintain inside of Workfront. Workfront as a project management tool, there’s the custom fields, the out of the box fields, the data integrity, you know, you’re asking your teams to keep a lot of this up to date. So, there’s always going to be that resistance, right? So, when you have the executive sponsorship to help support that, they’re going to help drive the organizational changes and adoption and really reduce that resistance. You know, if you have the sponsors enabling the right resources, minimizing resistance to change management, you can really start to foster this culture of collaboration when it comes to Workfront changes and then the management of that. To take it one step further, everything we’ve discussed already will add value thinking about your, you know, add value to your Workfront use, but it’s also really going to help potential expansion of Workfront in your organization. Once you are successful in creating a partnership with executive sponsors in one of your stakeholder groups, they can help influence other leaders from other departments to help adopt Workfront with their success stories, which amplifies the successes across your organization as a whole. So, to kind of wrap up this question overall, one of the main goals, in my opinion, for the executive sponsors is to create these advocates of Workfront, whether it’s for their work or expanding across the organization.

I know Tim didn’t mention this, but I’m sure he can echo it. It’s not necessarily easy. We’re not saying that, you know, building a champion of Workfront is going to be something that, you know, you just go and ask and have a conversation and it’s going to come overnight. It’s going to take time, practice, dedication. It’s going to be, you know, a lot of work. And so, we’ll talk about some of those things at the end, but I just, for people who are on this call that are like, I’m struggling to get there, you know, it’s not going to be an overnight fix. And I’ll totally agree with that. I was going to hit on some of this, you know, throughout this conversation.

It was not an easy setup and it never is an easy setup, right? So, you know, I feel like throughout the interview, I’m going to go over some pointers just for my team and things that we’ve set up that really just kind of push that type of alignment. But agree, it’s definitely not an easy task. It’s taken me, it took me, you know, over a year to really get a solidified process here at Deloitte and equally amount of time and past organizations are also working on admin as well. Yeah, I mean, I think, yeah, we have a lot to cover. I know Tim has some great ideas, so I’m just going to stop sharing because that’s truly the only slide I have for today’s presentation.

And then we’ll just jump back in. So, Tim, I want to talk about, you know, how people can actually identify a key executive. So, like, how did you go about identifying those executives or stakeholders that need to be on board to help drive that change and adoption of Workfront? So, where did you even begin? So, this actually brings up a good point of some of the stuff we were just talking about. So, to even begin, some of the, my suggestions here is focus on value of relationships and then focus on consistent networking. You know, meaning which sponsors will bring the most value and constantly ask the stakeholders who you’re working with who should be involved. Since I joined Deloitte, I completely revamped how we coordinate and manage our work, which has really helped us keep tabs on who the right executive sponsors are and keep us aligned to their goals. The first step of this was making sure that all of our stakeholders bring business leadership to all of the work that we do. What this means is we do not just work on things in Workfront. We work on projects that our business sponsors bring to us, and I want to separate business sponsors from executive sponsors. Business sponsors are the ones who, you know, we talk the day to day with them. We work through what it is that we’re doing in Workfront where executive sponsors are just, they need to know if we’re being successful, they need to know the impact. So, I just want to highlight that before I kept going. So, we work on projects with our business sponsors. They bring projects to us as the voice of the stakeholder. Then we expect those business sponsors to come along the journey of all our projects. So, they are the ones who help us build requirements, help us understand who we need to coordinate with, timelines to meet, and they measure how our work is aligning to the business goals. This is crucial as it gives us a point of contact to meet with frequently, to discuss project statuses, roadblocks, and then again, help us measure the impact of our projects. These business sponsors are the ones who keep us informed on who the right executives are and what their goals are for the fiscal year, and again, ensuring that we have alignment. So, to help push this even further, we implemented what we call a Workfront project governance process. So, the Workfront governance process to us is every single one of our projects kick off as a request inside of Workfront. So, we have requests submitted to a request queue about kicking off some type of Workfront change. We actually aren’t the first ones to review it. Our business sponsors review it, make sure there’s alignment with the overall executive sponsorship goals for the year, and we ask a lot of key questions here. A lot of the questions we start to ask are, what is the impact that we’re delivering? Give us examples of how, if this project is successful, how is it going to bring value to your team? What is the need that we’re trying to fix? A lot of this pre-work before we even kick off our projects is what really ensures that we’re only working on things that align to our executive sponsor goals, right? So, we, you know, we’re only working on projects that are truly aligned to what the business as a whole needs. What is it really gives us people to talk to. So, during this governance process, we have weekly meetings with a couple of the business sponsors. Hey, here’s the projects that we’re working on. Here’s what we’re planning on completing this month. Here’s what we’re thinking about next month. We do work in sprint cycles. And then what we do each month is we meet with the next layer up. We meet with not the executive sponsors, but a lot of key people within our stakeholder groups. And we just let them know, here’s what we’re working on. Here’s what we have been successfully completing. And here’s our roadmap for the future. And then finally, the next step after that is we created a cadence with these business sponsors on how we can get in front of the executive sponsor. So, on a quarterly basis, we have, we kind of insert Workfront into, again, at least quarterly, sometimes more. We insert Workfront into some of the executive leadership meetings. It could be a five-minute conversation, or it might take up the entire hour meeting where we highlight some of the awesome work we did. We bring in a lot of those value metrics and the KPIs that we can get together. And then we also say, here’s how it aligns to your goals overall. And then we talk about a roadmap on how we want to continue to enhance the capabilities aligned to their goals. So, what we’re doing at this point with this governance process is we created a very streamlined approach to work with our stakeholders to say, we’re only working on stuff that brings value, and we have the right people to talk to. And we actually plan that conversation with our executive leaders, with people who are on the business side versus the tech side. Since we’ve rolled this out, I mean, the visibility and transparency, it went from being a little bit of a scramble to gather this information all the time to a seamless pull of report, put it in a few slides, and have these conversations to speak to it. Yeah, I want to echo what you just said, Tim. And I know there was a lot of people who were like, oh, I’m having a hard time, not only finding executives, but then building those relationships. And you talked about using your business sponsors as sort of your initial advocates and sort of working your way up. You can always have this bottom-up approach where you find people who are close to you, those key managers, department leads, even if it’s employees. Just start at the bottom and just start voicing your success stories with Workfront, sort of from the bottom up. And they’ll start catching attention, even if it is those five-minute conversations where you’re talking about the successes of Workfront. It’s really just trying to find different ways to insert Workfront into that conversation to let them know, okay, this is making an impact. So I think that’s a really good point, Tim. So how are you actually measuring the value of Workfront? Like, how are you, what kind of data are you sharing back with your executive sponsors? What type of KPIs or metrics are you including to help tell that story? So again, and I’m going to suggest this really to anyone again, the way that my team and I operate is we kick off every project the same way, whether it’s a large project like implementing a new team or even a small project, like we’re just updating some custom forms or templates. When we kick off that work, we ask our stakeholders and the assigned Workfront team, because we do have different team members for different stakeholders, a few key questions. Some of the questions would be, what is the problem statement? What are we trying to solve with this change? What would the impact be if this change is successful? And what are some of the nuances today, like manual or inefficient processes that we want Workfront to fix? Some examples here would be measuring current time it takes to complete the tasks we want to fix, measuring the challenges before the changes, like time constraints, resource management flaws, any data discrepancy problems. And we really ensure that Workfront can actually fix these things. And then any other expected outcomes or improvements once Workfront is in place, for example, increased productivity, cost savings, improved collaboration. Once we’re done this assessment, and again, we even do it for small projects, and it sounds like it could be time consuming. All we want to do is update a few templates. Why would we go about this? And I get that, but it really does help us provide the next level of quantifiable KPIs now. So some of the things that we’re able to do based off this analysis is actually put some quantifiable numbers together. We enabled resource managers to deploy teams X amount of hours faster a year now that we have a new report or we’re leveraging the resource module. We enabled to minimize X amount of hours of manual efforts during a project with a fusion enhancement and automation. Or we took away X amount of hours of task management and data input by analyzing what tasks and fields are truly needed and aligned to the business goals. Right? So, and you can leverage Workfront to get a lot of this information. If you’re thinking about how much time did we save? Well, we’re hoping this fusion automation takes away seven manual things. We work with the business sponsors to say, you know, let’s work with our teams and actually give, get them to give us feedback. On average, this takes us about one hour worth of time each project that we have. All right, well, let’s run a report in Workfront. How many reports did we do over the past year? Two years, three years. And we times that by that number that the business is providing us. So we can easily turn around all of these KPIs and say, we’re saving you as a business X amount of hours by doing X, Y, and Z. And then there’s even the KPIs that can’t really be easily measured. They’re not really as quantifiable. Enabling a process that maybe wasn’t possible before. Some good examples here would be, you know, we’ve increased visibility into the work now that we’re working in a request, request conversion to project, project have the tasks and we can collaborate within one tool, right? So that isn’t a quantifiable number of KPI, but we still try to get some numbers of, you said you were working in Excel before. How many hours do you feel like you had a vet with your team to go over this Excel and update it? And you’ll usually hear directly from your stakeholders, oh man, you know, we have to meet three hours a week to go over this. All right, well, we’re taking away that three hours by giving you a report where you all can have that visibility, all have that transparency. You don’t need to meet anymore. Well, that’s three hours a week times that by 52 weeks in a year. Now you have your KPI metric that you can bring. So overall, there’s a lot that you can measure, but in my opinion, one of the key pieces is making sure you’re kicking off all of your work with those questions upfront, right? What is the business statement? What are we trying to fix? Right? Because then as you’re going through these projects, you can start analyzing some of this information, especially for those who have been using Workfront for X amount of years. You can pull that data. How many tasks do we have that solve this thing that we’re fixing? How many projects have we opened that we’re hoping to save time on? Every single one of our projects that we have, some of our stuff is based off requests. Once a project or request closes, part of the things that I have my team fill out, and it’s a mandatory process for our team is going back and reevaluating the impact to the business, because at any moment we can provide that impact to our executive sponsors.

I love that you do that. I feel like not everyone kind of does just sort of post project review. And so maybe implementing some type of process to help measure that impact. For people on this call, I think that’s a huge win. And I also want to go back and talk about, Tim, you talked about how you’re calculating different KPIs and how you went from X number of weeks to X number of days. If you don’t have baselines now, you probably want to start looking into, okay, how can we capture baselines now so that we can talk and speak to the impact that Workfront has made? And so whether that’s having interview style conversations or digging through some of the data or really just trying to grasp the sense of, okay, what does it look like before? What does it look like now with Workfront? That will be your friend when it comes to help telling that story of how Workfront has driven change and impact across the business. And you’ll notice too, sorry to interrupt you, but you’ll notice too, when you start asking some of these qualifying questions, a lot happens. So again, I’ve been in prior lives of mine before we had stuff like this set up, even at Deloitte before we had it set up. I mean, I constantly felt like a little bit like a chicken with your head cut off. You’re running all over the place.

Slack or team chats, people are pinging you, fix this, fix that. When you start putting this, again, governance process in place, and you’re asking these qualifying questions, you will be amazed how much stuff either just doesn’t happen because when you start picking apart the ask, people are like, why are we even asking for this? Or you’ll be amazed on how much more your partnership with your stakeholders grows because they start realizing we never asked ourselves this before. So when you start really prying into what are you asking, it brings this sense of partnership to the table and you really ensure that you’re kicking off projects in a right way. So not even looking at it from an executive sponsorship level, just looking at it from keeping your head on straight and ensuring you’re not running around all the time, it really helps that partnership. And it really, you’re kicking off the right projects at the right time and doing the right work. I mean, I can’t highlight enough on this call. I would say setting up that governance process and that workflow that we built, I mean, it saved us a lot of headache. It saved us a lot of time. And our partnership with our stakeholders has skyrocketed since. I mean, if you just think about it, if you had to ask someone, I think it was our old CEO, he always said, ask five whys before you say yes. Really just make sure that you’re one, fully understanding what the need is, but also really taking the time to learn. You’re not only asking these questions to not just answer them, but you’re really making time, you’re investing in what they’re looking to accomplish. And so with five questions, five whys, like, okay, why are we doing this? Why are we doing this? You can really get down to the basis and it might not, what their original ask is, might not be what that ask is five whys later. It might be something a little bit more simple. So just keep that in mind as you’re trying to, like I said, like Tim said, trying to just kind of keep the pace, not overload yourself, ask five whys. It’s funny too. I mean, as a work front admin, I think some of you guys would appreciate this. I think things like custom fields and forums is really helped us because everyone’s just add it, just add it. Can we just add it? Can we just add that as a field on a form? And then you get to the point where you’re like, we have 500 fields, we’re running out of space. And now we need to go back to the stakeholder and say, we have to eliminate some of this. And the best part about that is the more you add, the more your project managers or people who actually need to input the data start complaining. We have to fill out 300 questions before we can open up a project. And I’m exaggerating a little bit, but even down to adding custom fields, it’s super important to ask. I like that five why example because the more you do it, you’ll start to put that pressure on the stakeholders to be like, do you really just want to keep adding things here? Because it’s going to make the process even more, just more of a pain. Yeah. So just something to think about as you guys are, as being a solo system admin, just try and find different ways to sort of reduce that effort on your plate. And so to some other questions I have for you is really around, okay, you’ve kind of built some of your key executive sponsors, you’ve found ways to measure how Workfront is driving impact. Now, how are you actually sustaining that engagement and support now that Workfront is up and running? Like, are there certain cadences or updates or like, how are you just ensuring that you have this longevity of support from your executive sponsor? So I hit on this a little bit, but I’m going to hit on it again because I think it’s super important. Now that we have the business sponsorship approach and we have our governance process. So again, business sponsorship, we have, we actually, we have scrum teams that we meet with for each stakeholder. We have one, two, sometimes three where we have these scrum calls and we meet with them sometimes multiple times a week. So these are the business sponsors, not the executive sponsors where we’re meeting with them just to give them updates. Here is the amount of work that we’re doing this week, next week, this month. And we have those, excuse me, extremely frequently. I mean, again, minimally a week, if not every other week. That is one of the areas that was probably the hardest for us to set up because we were asking for a lot of time dedication. Right. So I had going back to one of the things that Nicole, you mentioned earlier is that some of this stuff isn’t easy, right? That was, I think my biggest roadblock in setting up the governance process is just getting someone on the business side, who’s not on the tech side to raise their hand to say, I can meet this frequently, but we got through it. We, you know, put a whole business case together on why it would be important. And then in these conversations, we’re speaking about the day to day, the work that the project statuses we’re working on, and we focus on prioritization, right? So we’re meeting with them frequently to make sure we’re working on work that fits and aligns to our business goals. Then each month, like I mentioned, we meet with some of the other leaders amongst the business and we say, Hey, just giving you guys a heads up. Here’s everything that we’re working on. Here’s the priorities. You know, we got really tight around how many points we can deliver within a month. And we say, you know, we’re maxed out. Here’s our priorities. Should we move something to fit something else in or are you agreeing with these priorities? So we’re actually leveraging the business to dictate priorities to us, which really helps to make sure we’re aligned to those goals that I keep talking about. So now we have, again, a quarterly meeting, sometimes more frequently, where we’re getting in front of our executive leadership. You know, we’re literally just telling the same story that we speak with our delivery teams on a weekly basis, that we then speak with the other leaders once a month. Then we just kind of shape that story just for executives and we try to get in their ear quarterly, if not twice a quarter or so, that we say, Hey, here’s all the awesome impact that we’ve provided. Here’s the value that we’ve provided. Here’s all the cool stuff that Now Workfront’s doing. Here’s our roadmap for before. Are you in agreement in our direction? Right? So it’s literally taking the same story, but each level up, just kind of tweaking it to fit the audience. So we’re constantly talking about this stuff with our stakeholders. And again, that type of alignment and that type of meeting cadence has really ensured that we’re always aligned with our leaders on the work we’re doing. And it really ensures that you have a nice collaborative partnership. And I’m going to use that word partnership a lot. I use it with my team all the time. You don’t, you know, what this helps to do is enables you not to just be the Workfront person who clicks buttons and fix stuff, right? What this type of governance process puts into place is it lets your stakeholders look at you as the SME of the tool, because you are, and they come to you for that partnership and alignment, right? So you’re also at the same time of making sure you’re doing the right work. You’re also making sure the executive leaders know that you are there as someone who they can strategize and solution with, which also goes a long way.

And really just driving home that point of consistency, Tim, I think that’s critical. You know, there’s no such thing as over communication. So the more you can get in front of these people, share those quick wins, the better off you’ll be. And so I want to just wrap up. I have two more questions for you. And is that for people on this call, if you’re like, okay, great, this has been super helpful. Okay, now what are two, say two actionable steps that someone can take today to really just start making progress towards building that champion, that executive sponsor? So, and it sounds silly because you don’t think it’s going to be as aligned to it, but track your work in Workfront and set up the proper funnel to get the work to you, right? And it’s going to take time. It’s going to take time to get agreement. But if you set up that, you know, something like a request process that gets vetted by the business before you start working on projects, you’re already beginning to start that partnership. So it’s not, you know, a it’s, it’s nice just to have that trackability. It’s nice to be able to have those conversations and know, you know, easily can pull reports directly out of Workfront. You’re using the pool that you’re telling your stakeholders to use. That’s all awesome. But tracking your work in and setting up that, that request process, or that governance process, it’s going to bring that partnership with the business together a lot, which is going to go a long way. And then just make sure you’re setting up a case, a cadence to showcase the impact and roadmaps to those leaders, right? You know, like we mentioned, if you’re asking the right questions up front, it should actually be pretty simple to pull a report or put, get your team together and pull stuff together that could say, here’s all the work that we did over the last quarter. And here’s the estimated amount of time savings or things that we’re now able to do that we couldn’t do before. I mean, if you get that cadence in the books, I mean, your executive sponsors will start coming to you for, should start coming to you, um, to bring other suggestions to the table. Um, big key thing there is you actually can help push or guide or steer some of those executive goals as well. And I’m just going to say one thing on, you know, building out those, um, quarterly meetings or whatever cadence you choose. Like, I want you guys to know that you have the power to get on their schedule. Like don’t feel like your time is not worth, you know, their time is not worth your time. Like you are an expert in the work-friend space, have the confidence in yourself to be like, Hey, John, Tim, whatever your executive Sarah, you know, I would like to schedule time on a quarterly basis. And this is the reason, and here’s the data I’m hoping to present you like, be, you know, trusting yourself, you guys can do this. You are the experts for work-friend, you know, put some time on their calendar. Don’t be afraid. Um, I promise you it’ll be better off in the long run. So, um, one more question for you, Tim, and then I’ll open it up for a few folks here on the call is Tim, I know you’ve moved over to the ultimate package, and I’m not, you know, trying to do a sales pitch here, but I’m just, I want to let you share a little bit about your story of how you leverage that executive sponsorship to build out that business case for moving to ultimate. So, you know, fusion is a big one for, for us. Uh, I’m just going to highlight that, right? So, um, it was relatively, you know, it was not a huge challenge for us, um, to put together a list of a whole bunch of fusion scenarios that we wanted to and then go do the interviews and got estimates on the time savings. If we were able to complete these fusion scenarios, we would be able to save X amount of money, right. Or X amount of time, sorry. And then we did get an estimate from, um, HR just on average time or average dollars per hour. You know, if they had to break up an hourly rate, and then we actually were able to provide a, here’s how much we can save if we just let fusion go wild here, right? So that, that one, that was a big one for us because anyone who doesn’t know the ultimate package, you get unlimited fusion scenarios, um, so, or operations now. So that was a pretty big business case build for us right away. But then we started to look at other benefits that you get, right? So, um, the data lake is a good example. You get, you get data connect that gives you a data lake. There’s definitely tools out there that can do reporting, uh, you know, a little bit more advanced than work front Tableau power BI. Um, so then we started to look at all of the areas that, you know, our stakeholders say we want X type of report that report. We can’t physically build out of work front right now, for whatever reason, we then started to say, well, what if we could provide this to you? Right. So we started to look at what are the areas that we could pull in Tableau power BI with the data connect. Um, I would say those were really the two biggest selling points for us. It was the fact now that we, excuse me, um, you know, we, we gave them a tangible number that they could hold onto to say, if we had unlimited fusion scenarios operations, we could save X amount of time and money. And then we were able to say, well, if we can connect and get some of this reporting that right now you’re operating in manual efforts that will save X amount of time. So I’m assuming all of us have some kind of stakeholders who take work front data, put it in Excel and manipulate it in there. Well, if you use data connecting and connect to Tableau or again, power BI, that’s a lot of manual effort you’re saving, right? So our big sales pitch was around automations, removing, um, manual efforts and letting technology drive the work. Um, and I feel like once we hit on that, it really became a no brainer. Yeah. And I think I’m just going to share my slide here for, as we wrap up and then I’ll open it up to Q and A is that for people who are, you know, you, Tim, you talked about that, uh, those cost savings, like think about the metrics that are important to your executive. That’s going to be cost savings, you know, faster time to market. Maybe it’s efficiency. Like think about the things that matter to them and then build your, your business case, you know, work on these, you know, strategic communications with them that align back to this. And so I’m just going to leave this slide up, um, as we open it up for Q and A, because I know we only have eight minutes here. Um, like I said, we’re going to do a short and 45 minute session, uh, today. So does anyone, um, want to, yes, I was going to say, I wanted to jump in because there was some, a lot of questions in the chat and we can kind of summarize the one question that Tim, you’re not going to be surprised. It’s basically like, you have execs that either don’t like Workfront, they’ve never used Workfront, they don’t want to know about Workfront. Um, how do you improve that perception? There’s so many questions generally around that in the chat. And I know that a lot of us have gone through that. So it takes time, right? And it’s definitely, you know, you heard me say multiple times and I highlighted it, the partnership, right? So the partnership doesn’t start with your execs. The partnership starts with the people who are physically doing the work inside of Workfront, right? Typically, if an executive doesn’t want to hear about it, I mean, I know they’re all super busy, but it’s also them probably hearing it from others, right? So they’re going to voice an opinion, I would say on average, from my experience and voice an opinion that they’re hearing from, you know, the steps below them or steps, you know, before them. So start partnering again with those business sponsors or business points of contact, right? Set up some type of, whether it’s your power users, if you have power users, set up some type of cadence with a set group of people within your stakeholder group who, you know, you can either they already love Workfront or, you know, you can convince them to love Workfront because they’re going to be, and I actually see it around the slide here, the bottom up approach, right? They’re going to be the ones who are going to go to their leaders and say, look at all the awesome stuff we’re doing, right? Then they’re going to be the ones who then can go to their leaders. So if you mix that with, again, starting every project with asking the right questions, you are going to be able to go to the executive sponsors or, you know, other leaders and say, we now have this group of people who are supporting it and like Workfront, let them speak to it, but then we’re also going to bring to the table, here’s how much we want to save you, right? And, you know, I feel like every business’s goal is money, right? Make money, save money. If you’re able to get some quantifiable measurements to that, you’re going to bring a good, you know, bottom up approach of people pushing for Workfront and you’re going to be able to bring, you know, hey, I can save you X amount of dollars a year, X amount of manual efforts. And when you mix those two together, it typically just becomes like a, how could they not want to promote it, right? Another big key piece, and again, I know not all organizations are using more of the Adobe suite, but if you find ways to promote connective tissue, right? Hey, if you’re in Workfront and we connect it here, we’re streamlining approaches and again, minimizing manual efforts. So I would definitely say those are the two big ones for me is that bottom up approach. You know, you sell it to the people using it, they sell it to their leaders. And then again, be making sure every project you’re working on, you can have alignment to the business and some good measurable KPIs, because even that alone is going to make executive sponsors just think, wow, they’re listening, right? They’re listening to our needs by working on what they’re working on. Yeah, I think I honestly, I think you hit it home, Tim, right there. I love the idea of one, you know, using the people that you constantly surround yourself with like that word of mouth from your peers eventually will get to the higher ups. And so just be persistent. You’re going to get there. It’s going to be, you know, be patient. It’s going to take time, but I do want to make sure, does anyone, we probably have time for maybe one or two questions before we wrap up. So does anyone want to raise their hand and ask a question? Gerald. Hey Nicole, hey Tim. Thanks for, thanks for the session. This is hugely helpful. You have no clue or maybe you do, but yeah, in a nutshell, taking over an existing instance that was not implemented in a satisfactory manner, there’s a lot of negative sentiment about the system with the users’ refusal to use it. Everyone’s using manual stuff. The leadership folks who are supposed to be my sponsors are either divested or actively not invested in this, in the platform. So I guess, you know, that everyone’s, there’s been a few links I think Cynthia put up there, which has been helpful. I’ll read through that. I’m just wondering if you’ve been in this kind of a situation. I’m assuming that some of your existing guidance kind of applies here, but anything there that you can kind of relate to? Yeah, and you know, this is, you know, this is just personal opinion here. Gerald, one of the things that I would definitely aim to do is interviewing, right? Find out what, what don’t you like, right? Get those exact answers and build a proper roadmap, but don’t just build a roadmap that is, hey, this all sounds really cool. This is what I want to do over the next year or two, right? What you would want to do is hear the problems and give them a really clean and concise business plan of, I want to address problem A with project A. I want to address problem B with, problem B with project B. So work with, you know, the users of the tool. Again, it could be interviews, could be, you know, your own system admin skills, vetting through the system, but then start to build a plan that you can go to them and just say, I, you know, we plan on fixing this, here’s how. And typically what’s going to happen is you’re going to have a couple of those success stories that they’re going to realize it’s not the system itself, it’s how it was set up. And, you know, I love the concept of, I mean, project management tools are project management tools. I know Workfront has a lot of capabilities that others don’t, so on and so forth, but one way or another, if you set it up wrong, people aren’t going to like it, right? And that’s just the nature of the tools. If you are able to adapt to what their concerns are and provide nice successes, here’s how we fixed it. Typically you’ll start converting a few who then help convert a few more. And that’s when you can roll out something like that governance plan that says, hey, listen, we heard you loud and clear, we fixed it, let’s make sure this doesn’t happen again. Yeah, that’s great. Thank you. I appreciate it. Great question, Gerald. And I know there’s, I know a few people have kind of shared some of their thoughts here in the chat as well. I know we’re just about at time, so I’m just going to share a few resources and then some events and then we’ll wrap up. So if you guys missed yesterday’s session that our Adoption Marketing team did on articulating value with M-sphere and SYNCHRONY, I don’t believe the recording has been added there, but I know for a fact it’s going to be on that post. So keep an eye out for that. That was a great session. There’s a few value realization workshops and blueprint dashboards available to you. So just know that there are a handful of resources out on the community that you can take advantage of. User groups are coming back. I know people talk about these workshops as therapy. User groups are going to be customer-led as well. The first one is going to be happening for Southern California. Becky Barros from Qualcomm is hosting the very first one on March 5th. So if you’re located in the SoCal area, I encourage you to just start networking and collaborating with your peers and then other cities are coming down the pipeline. So if that’s just, just know that that program is coming back and will be available to Adobe Summit, obviously if you guys are going to be in attendance. Cynthia and I have drafted a blog on the Experience League community. Just let us know if you’re going to be there. We’re going to try and coordinate some in-person networking opportunities for work front admins. So let us know. And then last but not least is upcoming events. So obviously we deliver a handful of work front related events every month quarter for system admins. And so here is the calendar of events for what’s coming over the next few weeks, along with a new quarterly release webinar coming in April. And so with that, I know we’re one minute over time, but I really just want to say thank you so much to Tim for taking the time to share your expertise, your guidance, your recommendations. I think this was hugely valuable to everyone here in attendance. And so Tim, I don’t know if you have any final thoughts or words before we wrap up. No, you know, thanks for coming everyone. It’s, you know, we hit on a lot today. I think a lot of us as system admins have been in the same boat. I think Gerald brought up an example that many of us have been in as well. You know, just remember work front is an extremely customizable tool. And you know, if you’re having people who aren’t the biggest fans of it, just remember it’s okay to take a step back and rebuild. Absolutely. And Tim also shared in the chat here that he’ll be at Summit. So if you do happen to catch time with him, I’m sure he would love to connect. So thanks again, Tim. Fantastic session. We will send out a follow-up email this afternoon. We appreciate everyone’s time and we’ll hopefully see you at more customer success events in the coming weeks. Have a great rest of your day, guys. Thank you. Thanks all.