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Good morning. Good afternoon and good evening.

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Welcome to today's webinar. My

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name is Jared Hornsby and I'm here today to help

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answer any general or technical questions that

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you may have.

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But before we get started, I would like to welcome you to

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today's webinar, reducing the digital

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friction in the digital workplace.

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Here's today's timing breakdown. These numbers

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are rough. So please don't hold us to these at

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any point during today's webinar. If you have

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a question, please don't hesitate

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to submit using the ask a question tab on the left side

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of your screen.

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You can chat with your fellow attendees by clicking the audience

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chat that's also at the bottom.

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Please let us know where you're joining from in the audience

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chat as well. I'd love to see uh where everybody's

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coming from.

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Here's a little bit

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about rework. We were founded in 2020

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covering digital workplace experiences

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and we cover the primary topics that you see here on this slide

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and you can learn more about us visiting

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our website at rework dot co.

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Our connect conference is coming up in Austin,

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Texas. Uh We have a chance

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for you to win a free ticket. It will be next

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week. So stay uh for our post

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event survey for a little bit more information

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on that.

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I want to thank today's sponsor, Work

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Grid Work Grid is guided attention technology

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that focuses employees attention on the

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critical moments that matter the most.

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You can learn more about them at work grid dot

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com. And now it's time

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to introduce today's speakers.

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Thank you, Jared. So excited to be

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here today and joining me

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is Brad from Igloo Software.

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And we've decided to partner together to discuss

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the problem of digital friction within the digital

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workplace due to our shared values

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on improving the employee experience

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for today's webinar.

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We want to kick it off. We're looking at the current

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state of the digital workplace

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and now we don't want to bore you with probably all

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of the stats that you know, we're all very familiar

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with. But we do want to take a look

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at some of the root causes and problems

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on how we got here so that we

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can create and address those root causes.

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Next, we're gonna have a little fun and

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demonstrate

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the worker digital assistant. We want to

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showcase what the work day could look

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like if employees were guided and connected

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with the right information and experiences

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based on their needs throughout the day,

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which is very much a different experience than

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most of our employees experience the workday

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today. When using technology,

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we'll share real feedback and R O I stats

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from customers using our joint solution,

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the igloo digital workplace and the worker digital

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assistant. And we'll discuss tips

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for success on how to design experiences

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around your employees needs. Let's

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get started.

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It's no doubt today's work environment

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has undergone a major shift in recent years.

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There's been extra pressure on our organization

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to meet the growing demands of its

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staff and technology, of course,

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is being called upon to bear the biggest workload

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with these changes

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during the pandemic. There was and really

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still today, there's no sign of stopping.

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It's just been a run on of procuring technology

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to meet the needs of hybrid and remote workforces.

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Now, most of this technology that has been rolled

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out, it's likely best in class software,

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right? And although we might all

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each have our individual favorites and likely

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a lot of software that we probably don't care for

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as well.

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Most of the tools out there today are actually

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good at what they do. The problem.

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However, is when we take a step back

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and look at the experience

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of having to use all these different technologies

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from the employee's point of view,

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it's a disjointed experience.

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Um Recent research from 451

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research shows that only 25%

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of employees feel that their work tools

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help them accomplish their priorities faster.

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And while you know, we view this due to

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the rapid pace of siloed applications

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being added, the user experience

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also plays a role which we will touch

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upon in a little bit.

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And this is because as

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you know, most times when new software is rolled

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out, there is little guidance on what to use

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when as apps are not built with the

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end user in mind. And many tools

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also have overlapping features. So

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they confuse employees and cause frustration.

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To be honest, this would have been hard

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to avoid over the last couple of years.

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As Digital transformation has

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happened at such a rapid pace, many

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organizations actually underwent

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uh digital transformation efforts faster

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in two years than they may have in the last

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10 years. So even though digital

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transformation efforts have evolved,

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the way we procure software hasn't

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changed over the last decade. Systems

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and tools have always been acquired and adopted

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in silos. And that's because each

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department has their own budgets, objectives

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and projects and they purchase and build software

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based on their needs.

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And what we found

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is through all these digital transformation efforts

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rather than technology helping us

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achieve our goals. It's actually unintentionally

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causing digital friction.

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So what we want to do is take a moment to run

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a survey and we want to understand

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from our audience, what is the biggest factors

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of digital friction are at your

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organization,

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I load the survey

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and digital friction for those that might be unfamiliar

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with the term. That's the unnecessary

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effort that's required to use the technology

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we have at work

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All right, we have some responses coming

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in here. Yep. It looks like

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uh we've got um quite

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a lot in favor of context switching. So

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option B context switching, we're seeing

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a lot of continuous logging in and out of systems.

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But as I said, that we do see that

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uh uh that stat has drastically

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changed and then we see information finding

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uh is leading the charge uh at

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uh so again, tracking down files, details

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and information context switching

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uh for up a very close second. And again, that's

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the continuous logging in and out of systems.

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This is an interesting poll to watch because the results

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are changing. We're pretty much neck and neck

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with the uh in fact, we are exactly

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tied items, B and C context

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switching and information finding would be

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the two biggest ones. Uh A little

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bit of action for pings and dings option A

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and uh distractions would bring up the tail

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end presently um with

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uh with 18% of the vote.

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And um

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yeah,

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it looks like we're pretty much final here. Oh, no,

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a couple more votes coming in.

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Great. Well, thank you everyone for taking that survey.

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Um It's, it's probably no surprise

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with all those tools we just looked at being procured.

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Um We are contact switching, we're context

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switching, you know, more and more

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and this is causing a poor employee experience.

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It's impacting employees productivity.

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It's hindering our employees from reaching

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their potential really what you hired

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them to do

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and we all struggle with technology at work. Work.

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It's a universal problem.

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Um, and it's interesting because

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it's something we've dealt with for a while, obviously,

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since the pandemic, it's, um, it's

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gotten worse and I know Brad,

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you work really closely with customers understanding

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their needs and you probably talk a lot about digital

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friction. Can you share with us why

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organizations haven't necessarily solved

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for digital friction in the past or maybe

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better said, what challenges they've

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been up against?

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Sure, thanks Jeanine. Absolutely happy to

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share that. Um We all really struggle

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with technology at work and, and really

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comes down to the idea of a problem.

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But whose problem is it? And, and

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you know, is it a universal problem? Is it an organizational

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problem? Is it an individual problem?

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And the answer really is, it's all of those things.

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So, quite often what we see is

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um the first limiter is really that idea

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of learned helplessness. It's the way we've always

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done things. It's the worst thing we can say in any

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sort of progressive nature. Well, it's the way we've always

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done things, but with digital friction,

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it's the truth. Um people come on

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and, and, and join an organization

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and it becomes a very learned experience. It's just

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historically, the way we do things we bake in new

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apps and that process grows.

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But there's never anyone or I shouldn't say there isn't

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anyone it takes an individual to

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come in or a group to come in and start

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to change that. And that brings us of course, to 0.2,

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which is that it and a lot

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of organizations uh halting or

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forestalling digital transform uh digital

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um friction. Pardon me is really no one's job

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and therefore they lack the dedicated

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resources to do. So. If we don't have someone who's spearheading

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the charge in reducing digital friction,

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then the problem of course can be that

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uh we, we just don't have those dedicated

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resources, we don't have budget, we don't have time.

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Uh And of course, that can just help

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to um uh continue the problem

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uh in its life cycle. Um

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We also look at walled applications

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and technological limitations. So we mentioned

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the idea of um individual departments

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deploying the technology that they need that

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sort of thing. Certainly.

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Um So we have kind of a disparity

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between the tools that are seen as needed

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for a particular department versus those needed for

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the organization, that sort of thing. And then

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technological limitations quite often come

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into the play when we start looking at uh applications

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that maybe aren't as friendly in terms

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of maybe API S talking to each other. So we

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can't integrate things like that or we

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simply haven't got that documentation, we

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haven't got that in information shared. So we don't

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know whether or not those apps would integrate again if it's

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no one's job no one's explored that no one's

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explored the usefulness to the company.

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And then of course, competing internal priorities

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hand in hand with that departmental discussion

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goes, the idea of I have

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a department that I'm running. I have technology

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that I need for that department to do its job.

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Some of that may contribute to the organization.

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But what I'm concerned, vote as a manager is how my

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department runs. And in a lot of cases, that's

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what we see is there's that very siloed

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behavior. And then finally, uh we

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have that rapidly changing work model.

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Um We've, we've done the whole idea of the pandemic

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very, very thoroughly, but certainly, it

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did launch this great work from home strategy,

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which then became a kind of work work from

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anywhere hybridized work. We do have a lot

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of back to the office, certainly, but we

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see a very dispersed work model and there's

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a lot of applications that um

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have come to the fore to support that. We've got

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a lot of people in dispersed work rules that are bringing

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in their own applications, that sort of thing. And

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it's really creating kind of a scattershot method

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of, of um of achieving

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work uh really backpedaling

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from the idea of, of that digital unity

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and creating that, that aspect of digital

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friction. That

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makes a lot of sense. Brad, I think there's certainly quite

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a bit of change management organizations will

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need to go through and, and really behavior change

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as well. In addition to using

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technology to help. Now when I say use

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technology to help

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the key for solving for digital friction using

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technology is not about replacing

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the technology. We have, we just implemented,

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you know, a lot of new technology and

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it's not that the technology is necessarily bad.

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We discussed many, many of that technology

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is likely best in class and the

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amount of data we have in the enterprise, it's

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only going to increase over time. So there's

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no turning down the dial on information

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and data. We can't just put a halt to that,

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especially as we see advances um

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in machine learning and artificial intelligence.

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So it's actually a filter or an experience

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problem. We as organizations

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need to filter the information and data

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for our employee employees. So rather than putting

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the burden on our employees to search

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and click around. So we saw on the survey

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context switching and trying to find

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information if you think about how much time is

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wasted, trying to find information. And then we're not sure

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if the information they find

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is accurate, right? Is it are people using

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out of date data to make decisions that can have

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real impact to your business?

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So we need to provide employees with a personalized

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experience that actually guides and connects them

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to the information they need

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when they need it, so they can work more efficiently.

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And this actually isn't a foreign concept

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in the world of the customer experience. This is exactly

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what the majority of companies do. The

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customer experience is all about removing friction

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points to complete a purchase or a transaction.

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And brands usually go a few steps beyond

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to ensure you're not able just to complete that

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purchase, but make sure the experience of doing

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so is a good one. And it's one that's personalized

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and contextualized to you. And that's the methodology

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we need to apply for the employee experience.

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One that really warrants that end to end focus.

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Again, you mentioned ownership, Brad

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really has ownership. So someone is owning

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what that experience looks like for employees

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and it's very similar to the customer of

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what you know, brands do for the customer experience.

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There are a lot of examples out there today. You all

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probably know what your favorite apps are and you love

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all the intelligent things that it does for you and personalized

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um information and recommendations

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it provide.

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I think Uber is a great example to look at

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because on the surface,

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Uber aims to make transportation easy

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and reliable. Um They have an incredible,

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incredibly easy to use app and

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it handles high traffic, lots of complex

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data and systems on the back end. But

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for you and I it's an extremely easy

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app to use. It's tailored to me as an individual

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based on my preferences where I'm located.

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And it's continuously updates to

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always provide a relevant experience

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as the end user. I'm completely abstracted

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from what's happening behind the scenes

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and behind the scenes is a giant infrastructure

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consisting of thousands of services

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and an enormous amount of data in order

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to operate and, and run the Uber app.

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Now imagine if Uber made you log into multiple

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apps to set up a ride, nobody would, would

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use the app, right? We rely on, we rely on

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it and use it because it's easy and it's convenient.

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But at work, we as employees don't

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really have a choice. We have to manage and

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use technology in its native form rather

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than having an experience built around our needs.

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So, again, similar to Uber, what we're

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looking to do is where you have

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the back end infrastructure or you

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have all your systems of record, you have your

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information and your data and that lives in

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the background. We're not removing that from

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your tech stack, but we're creating a front

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end user experience to deliver it to our employees

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that's designed to deliver an intuitive experience

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that's based on their needs and the outcomes

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that we want them to achieve.

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And it's a shift in thinking in terms of how

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we roll out technology, we need to change our

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focus from delivering systems to

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delivering experiences where every interaction

[00:14:14.609]
is carefully considered and designed around

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the end employees needs.

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And this shift is what work rate

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and igloo believe will be the next chapter for the

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digital workplace. So from digitizing

[00:14:25.460]
the digital workplace to delivering guided

[00:14:27.750]
and intelligent experiences.

[00:14:29.889]
So, what we wanna do next is explore,

[00:14:32.119]
what would the work day look like if we took this approach

[00:14:34.629]
to design experiences around employees

[00:14:36.690]
needs, I'm gonna hand it over to Brad in

[00:14:38.700]
just a moment here to walk you through two employee

[00:14:41.080]
personas and how a digital assistant

[00:14:43.168]
can guide employees with a personalized experience.

[00:14:45.609]
Again, that's connecting them to the information they need

[00:14:48.288]
so they can work more efficiently.

[00:14:52.690]
Thanks, Jeanine. And uh as Jeanine mentioned

[00:14:55.019]
earlier, uh we have partnered

[00:14:57.590]
uh and we at Igloo Softwares part, have partnered

[00:14:59.719]
with the folks at uh work uh to

[00:15:01.830]
create what we call the uh Igloo digital assistant

[00:15:04.190]
living within the Igloo digital workplace.

[00:15:06.538]
So, what we're gonna look at today is

[00:15:08.808]
uh how the Igloo digital assistant

[00:15:11.009]
um living within this context can

[00:15:13.155]
support uh two distinct roles.

[00:15:15.434]
We've got uh a day in the life as we're calling

[00:15:17.575]
this the day in the life of a uh a manager

[00:15:19.716]
first off. Uh And then we'll get into somebody

[00:15:21.945]
who's a little bit more front line. But what we're really

[00:15:24.144]
looking at is contextualization, the

[00:15:26.296]
idea of uh what sorts of things

[00:15:28.775]
um might support a manager's work day

[00:15:31.235]
in terms of uh how they progress

[00:15:33.480]
through the things they need to know actions, they

[00:15:35.600]
can perform that sort of thing. And then how

[00:15:37.621]
does that translate to someone who's maybe a little

[00:15:39.682]
bit more uh towards the, um, the

[00:15:41.910]
sharp end of things. So, looking at the idea of someone

[00:15:44.192]
who's, um, not necessarily managerial

[00:15:46.730]
but more, more functionary in their role, can

[00:15:49.062]
we have, um, benefits to them as

[00:15:51.081]
well? And we found we certainly can.

[00:15:53.038]
So let's meet our manager getting

[00:15:55.080]
right into it. So, the first individual

[00:15:57.399]
that we have is Emily and Emily is a communications

[00:15:59.629]
manager. Uh, she lives in a suburb outside

[00:16:01.849]
of Boston. She has a hybrid working style.

[00:16:04.058]
She works between her home and the office

[00:16:06.479]
in Boston. So Emily

[00:16:08.580]
is going to uh start her day

[00:16:10.798]
and uh we're going to get right into

[00:16:13.099]
uh the first action that uh Emily performs,

[00:16:15.320]
which is well, good morning, Emily. Uh she

[00:16:18.019]
is uh gonna be working in the office

[00:16:20.381]
today, but she's going to start her day at home. She

[00:16:22.650]
logs into her computer into her digital workplace

[00:16:25.001]
and uh right away, she sees her digital

[00:16:27.041]
assistant giving her a summary overview

[00:16:29.182]
of what's on her calendar for the day.

[00:16:31.480]
So she's just getting that again that uh

[00:16:33.900]
um surfacing of all her

[00:16:36.001]
commitments for the day. Uh She's got

[00:16:38.110]
a very important and busy day coming up with some

[00:16:40.182]
meetings in the afternoon. And the visual that we're looking

[00:16:42.392]
at here is a notification coming

[00:16:44.491]
through the digital assistant um coming

[00:16:46.683]
from office 3 65 and

[00:16:48.773]
pushing a notification that details

[00:16:51.023]
uh the individual's calendar for the day. So

[00:16:53.342]
uh we have that quick overview And of course, then,

[00:16:55.364]
uh Emily's got that context

[00:16:57.604]
and, uh, she's ready to, uh, to really

[00:16:59.793]
start the day. But before she does

[00:17:02.114]
Emily, of course, wants to ask that question that's on

[00:17:04.284]
everyone's mind. She's headed into the Boston office

[00:17:06.523]
for today. Uh, does she want to pack a lunch?

[00:17:08.624]
Does she wanna order from the cafe? Does she wanna go out?

[00:17:11.104]
So she uses the Chatbot feature on

[00:17:13.195]
the digital assistant to quickly ask what's

[00:17:15.234]
on the lunch menu. Now you'll notice in the

[00:17:17.255]
visual here that uh Emily has received,

[00:17:19.425]
I mentioned she lives in Boston. She's going into the Boston

[00:17:21.705]
office today. Notice it is the Boston

[00:17:23.744]
menu. Um And the reason for that

[00:17:25.964]
is she wasn't sent a hyperlink

[00:17:28.115]
to the cafeteria webpage with multiple menus.

[00:17:30.296]
Um She was sent the Boston menu because

[00:17:32.566]
her chatbot sent her a personalized response

[00:17:34.826]
knowing that she's based in Boston. So she's

[00:17:36.845]
got a profile uh that lives

[00:17:39.228]
in and talks to the digital assistant

[00:17:41.386]
letting the digital assistant know

[00:17:43.708]
uh what information to surface prominently

[00:17:46.166]
to Emily based on uh where

[00:17:48.327]
of course Emily is based. So again, we see

[00:17:50.547]
a savings in time simply because she

[00:17:52.646]
doesn't have to um dig through a long

[00:17:54.787]
website, a PDF, anything like that.

[00:17:56.896]
Uh And she's being presented with information

[00:17:59.327]
that is relevant to her

[00:18:01.347]
for the case. In this case, the very

[00:18:03.468]
important case of lunch.

[00:18:05.818]
So Emily is going to hop on the train

[00:18:08.199]
and this is where we get into the idea of a little bit more

[00:18:10.250]
action getting. Uh, we've, we've seen

[00:18:12.309]
information and notifications. Now we're getting into action

[00:18:14.709]
and what we're seeing on screen here is,

[00:18:17.059]
um, Emily has opened up, she's logged into her digital

[00:18:19.680]
assistant again, into the digital workplace

[00:18:21.699]
and she's seeing notifications popping

[00:18:24.009]
up that are telling her that she has expenses

[00:18:26.338]
to approve. She's got, um, mileage

[00:18:28.880]
request, whatever the case may be she's got,

[00:18:30.984]
as I mentioned, uh uh a team of people

[00:18:33.175]
and they're submitting expenses. This is one

[00:18:35.185]
of the biggest um we'll call it

[00:18:37.455]
a AAA time vacuum uh in the

[00:18:39.536]
day. In terms of just

[00:18:41.744]
formulating approvals, we have to log into

[00:18:43.776]
the parent system, that sort of thing. Uh And

[00:18:46.144]
of course, that context shifting. So in this case,

[00:18:48.595]
Emily's presented with these notifications

[00:18:50.894]
and has the ability uh to

[00:18:53.432]
approve these things directly from the digital

[00:18:55.551]
assistant. So allowing that everything's in line

[00:18:57.692]
and as we saw on screen, she does have the ability to

[00:18:59.801]
review some of this information. She

[00:19:02.010]
can easily and quickly review and approve

[00:19:04.432]
these approvals uh at a time

[00:19:06.592]
savings very, very quickly. And

[00:19:09.102]
um she knows that it's done. That's one more thing off

[00:19:11.250]
her plate for the day. Uh which of course

[00:19:13.551]
is, is very important when you're, when you're busy.

[00:19:16.500]
So next up, Emily a arrives

[00:19:19.000]
at the office, her train was on time. She arrives at

[00:19:21.049]
the office, likely she's got a coffee in hand

[00:19:23.259]
and she is ready to go. Uh She

[00:19:25.500]
sits down at her desk once again, opens up

[00:19:27.509]
her laptop, she's uh logged into the digital

[00:19:29.670]
workplace and she sees a, a notification

[00:19:31.699]
from their Ceo Leslie in

[00:19:33.709]
this case, and Leslie sent out

[00:19:35.818]
a notification of a new strategic plan. So we

[00:19:37.848]
see a video here. Uh Emily has

[00:19:40.000]
seen that a notification. I'll draw the attention

[00:19:42.363]
here really quickly to the screenshot.

[00:19:44.761]
So what we see, uh we see these little

[00:19:46.781]
icons appearing on the left in the digital workplace.

[00:19:49.123]
This is the digital assistant in action we're seeing

[00:19:51.392]
to knows which are the flags we're seeing

[00:19:53.402]
to dos, which are some of the things the actions

[00:19:55.593]
we can undertake, we can see apps

[00:19:57.642]
which we're going to talk about a little bit

[00:19:59.652]
more uh as the uh as the

[00:20:01.952]
talk progresses here. And then finally ask

[00:20:04.301]
we're seeing that chatbot features. So this

[00:20:06.526]
is where these uh notifications are being

[00:20:08.665]
engineered. And in this case, she would have

[00:20:10.705]
received a to no notification letting her

[00:20:12.724]
know that this particular um strategic

[00:20:14.964]
plan has been released. She's obviously excited

[00:20:17.255]
to hear that and uh wants

[00:20:19.276]
to uh wants to sit back and

[00:20:21.464]
um watch that while she's enjoying her coffee

[00:20:23.586]
in her office. But again, notified of

[00:20:25.665]
this very timely information within the context

[00:20:27.925]
of the digital workplace.

[00:20:29.449]
Now, as I mentioned off the top, Emily had a busy

[00:20:31.660]
midmorning of meetings. She's kind of working

[00:20:33.868]
right through and she finally gets

[00:20:35.890]
back to her desk at three PM. And the first

[00:20:37.939]
thing the digital assistant is going to do is notify

[00:20:40.390]
her that she has some unresponded messages

[00:20:42.809]
from Microsoft teams. So this

[00:20:44.828]
is just a gentle nudge. It's the idea that,

[00:20:47.130]
uh, Emily was paying attention during meetings,

[00:20:49.209]
so she wasn't answering teams. Um, she

[00:20:51.559]
opens the digital workplace, she immediately receives

[00:20:53.920]
a notification that you do have some teams questions

[00:20:56.309]
as far as things go. Uh And it's just

[00:20:58.430]
a reminder that you've got these follow ups. So

[00:21:00.769]
it, it, it, it's again, a very nice piece to have

[00:21:03.160]
uh making sure that she keeps up with her communications

[00:21:05.650]
without having um to once again,

[00:21:07.789]
contact shift to Microsoft teams to find

[00:21:10.118]
that out.

[00:21:12.338]
Uh the digital system then

[00:21:14.479]
is going to generate a, uh um another

[00:21:17.699]
notification in this case, what we're looking at is a sales

[00:21:20.098]
quote. So you can see this is an uh a sales

[00:21:22.449]
force notification. Uh One of our team has,

[00:21:24.969]
uh, uh gone out and got it and gotten a

[00:21:27.000]
quote together for an organization.

[00:21:29.459]
Emily is able to review this, as we can see

[00:21:31.559]
on screen here, she's able to review and

[00:21:33.598]
to approve this in flight.

[00:21:35.818]
So, again, very quickly, she doesn't have

[00:21:37.949]
to log into sales force to do this. That's not

[00:21:40.088]
to say she wouldn't necessarily.

[00:21:42.098]
But if everything is on the table

[00:21:44.250]
here and she's got the request details and this

[00:21:46.354]
is something that she was expecting. Uh very

[00:21:48.574]
quickly, she can go ahead and approve this instead of having

[00:21:50.814]
to go find the same thing in sales force

[00:21:53.055]
and maybe going from email to salesforce

[00:21:55.574]
and then back to where she was, if

[00:21:57.904]
she remembers what that place happens to be.

[00:22:00.739]
Uh next up, uh Emily's

[00:22:03.299]
gone for, for a little bit of a coffee. So she

[00:22:05.479]
sits down coffee in hand and she's

[00:22:07.630]
opening up her browser. This is automatically

[00:22:09.880]
again uh uh as I've implied,

[00:22:11.959]
connecting her to the company internet and therefore

[00:22:14.279]
the digital assistant and she sees

[00:22:16.358]
a notification providing her some helpful

[00:22:18.539]
insights into high and low performing content

[00:22:20.979]
from the past week. So this is

[00:22:23.068]
something that's really cool and critical.

[00:22:25.279]
While with the Igloo digital Assistant is

[00:22:27.650]
as a publisher

[00:22:29.439]
as someone has, who has some uh maybe

[00:22:31.640]
some administrative or governance uh based

[00:22:33.939]
responsibility within the digital workplace.

[00:22:36.789]
Uh Emily is able to see how her

[00:22:38.939]
content is performing and it's really important

[00:22:41.259]
to understand this because of course, we want

[00:22:43.269]
to ensure that we're reaching the right people. We

[00:22:45.500]
want to ensure that uh um

[00:22:47.733]
our numbers are meeting our expectations

[00:22:49.805]
as far as things go. Uh And it's just a nice

[00:22:52.064]
helpful reminder to let Emily know that

[00:22:54.233]
uh these publications are either performing

[00:22:56.354]
well or in some cases poorly because

[00:22:58.404]
then of course, if they're performing poorly, Emily's

[00:23:00.733]
can make the decision to maybe surface

[00:23:02.795]
that in a in a greater context. So that's

[00:23:04.844]
what we're looking at there.

[00:23:06.634]
And then

[00:23:07.519]
building on that point with the idea

[00:23:10.019]
of igloo based uh notifications,

[00:23:12.338]
digital workplace based notifications,

[00:23:14.479]
there's also uh sentiment analysis.

[00:23:17.039]
So we're looking at the idea of

[00:23:19.380]
uh the internet sentiment app in this case.

[00:23:21.759]
And it's helping content authors understand

[00:23:23.818]
how their content is being received by readers. It's

[00:23:25.949]
gonna send a notification with a sentiment analysis,

[00:23:28.449]
uh either positive, negative mix, neutral

[00:23:31.059]
uh based on comments. So it's

[00:23:33.170]
looking at the language and comments and determining

[00:23:35.213]
whether or not that is uh meeting

[00:23:37.394]
one of those criteria in terms of sentiment.

[00:23:39.625]
So again, important in understanding

[00:23:41.814]
your overall reach to the audience, uh both

[00:23:44.243]
in terms of, of, of read numbers as we

[00:23:46.295]
saw on the previous screen. Uh but also

[00:23:48.404]
in terms of sentiment where people are leaving comments,

[00:23:50.684]
it's a good context to have

[00:23:53.134]
uh in terms of um determining

[00:23:55.525]
published content and what you want want

[00:23:57.574]
to and how you surface it within the

[00:23:59.625]
digital workplace and to the organization at large.

[00:24:02.759]
Finally, Ely Lee is

[00:24:05.009]
at the end of her day. Uh and

[00:24:07.180]
before wrapping up for the day that sales force notification,

[00:24:09.910]
uh the quote went out and good

[00:24:11.920]
news, the quote has come back. She's gotten a notification

[00:24:14.559]
that she has a little something to celebrate. Uh

[00:24:16.598]
We've already got a closed

[00:24:19.400]
um status for this uh sales

[00:24:21.410]
force quote. So uh we can see it's been updated

[00:24:23.799]
closed one again, just a nice little

[00:24:25.949]
thing on the way out the door. Uh Emily

[00:24:27.979]
knows that this has been taken care of and

[00:24:30.140]
uh is uh leaving the office in a good mood.

[00:24:32.809]
So that's Emily. And we can

[00:24:34.969]
see

[00:24:35.900]
from, from the context of things

[00:24:37.910]
like um looking at those publication

[00:24:39.979]
and governance, looking at um some

[00:24:42.049]
of the approvals, things like that right down

[00:24:44.160]
to things like the, the, the nudges for teams

[00:24:46.509]
conversations, the lunch menu, things like

[00:24:48.549]
that, how this really strives to support

[00:24:50.809]
her. The next business case we're

[00:24:52.828]
gonna look at is again, more uh an

[00:24:54.979]
uh an employee, so more of a functional

[00:24:57.279]
role and we're gonna look at

[00:24:59.459]
our employee and our employee in this case

[00:25:01.699]
is a fellow named Joe and Joe uh works

[00:25:04.279]
as a sales development professional in Toronto.

[00:25:06.759]
He works from home 100% of the time.

[00:25:09.479]
So Joe is gonna start his day.

[00:25:12.130]
Uh and he's sitting in his favorite sunny seat

[00:25:14.368]
here. He's uh greeted with his morning

[00:25:16.509]
schedule for the day. So again, we're seeing that my day

[00:25:18.750]
app, he's already seeing his calendar commitments

[00:25:21.029]
just has that kind of refresh and reset,

[00:25:23.229]
understanding of, ok, I'm logging in level

[00:25:25.529]
set. Here's what's going on for my day

[00:25:28.019]
uh in the context of the things that I've committed

[00:25:30.380]
to so very similar to Emily.

[00:25:32.489]
Um, but the next thing that Joe's gonna

[00:25:34.598]
receive, which is really kind of cool is

[00:25:36.828]
an idea of who is out of the

[00:25:38.880]
office. So we have an out of office notification

[00:25:41.719]
uh for some of Joe's teammates. So he's gonna

[00:25:43.890]
receive this notification, letting him know that three of his

[00:25:46.000]
team members have time off this week. And

[00:25:48.358]
of course, this is gonna help him prepare for the fact

[00:25:50.420]
that uh maybe he's got to take on a little extra

[00:25:52.500]
work. Maybe he was thinking of reaching out to

[00:25:54.588]
somebody whatever the case may be. It's a nice helpful

[00:25:56.660]
reminder that his teammates are out.

[00:25:59.059]
And this is uh just simply coming

[00:26:01.250]
uh in again via the uh via

[00:26:04.049]
the uh the to know uh aspect

[00:26:06.459]
of the uh the digital assistant

[00:26:09.219]
next up. And I really like this use case.

[00:26:11.338]
This is what we're calling it, let's chat.

[00:26:13.959]
And basically what's happened is Joe's had

[00:26:16.150]
a little trouble with his uh VPN.

[00:26:18.479]
So he's using the chat bot within

[00:26:21.118]
the digital assistant to, to submit a ticket

[00:26:23.180]
to his I T team. So

[00:26:25.199]
he's using the chat bot to create it as we can

[00:26:27.299]
see in the animation here. Uh We

[00:26:29.459]
can see the title of the ticket uh and

[00:26:31.799]
everything that uh uh Joe

[00:26:33.910]
is providing in terms of information

[00:26:36.140]
the chat bot is ensuring him that

[00:26:38.189]
the ticket is being created. So this

[00:26:40.259]
can integrate with things like Zendesk service now

[00:26:42.410]
or Jira and really offers that turn by

[00:26:44.539]
turn experience within the digital system

[00:26:46.818]
itself in order to start that help

[00:26:48.910]
process

[00:26:50.509]
So within a few seconds, Joe is gonna

[00:26:52.549]
see he has an I T ticket submitted and he hopes

[00:26:54.789]
help is on the way soon as we all do when we

[00:26:56.818]
have these technical issues. Um, but

[00:26:59.189]
moreover, he has that sense of relief. He doesn't

[00:27:01.348]
have to wait on hold with anybody. He doesn't have to get

[00:27:03.489]
into the email exchange. He doesn't have to go

[00:27:05.559]
on to Zen desk and file a ticket or whatever the case may

[00:27:07.699]
be. Uh He has uh that

[00:27:10.098]
ticket filed and ready to go so he

[00:27:12.289]
can move on with uh other portions of his

[00:27:14.380]
day now.

[00:27:16.199]
And speaking of other portions of his day, the

[00:27:18.299]
next thing we have up is is training. So

[00:27:20.469]
what we're looking at here is a cornerstone reminder.

[00:27:22.858]
Um So this could be an L MS like cornerstone.

[00:27:25.299]
Hence we use the uh the example here. But

[00:27:27.930]
um he is able to um or

[00:27:30.160]
moreover, the digital assistant is able to surface

[00:27:32.680]
training notifications within the digital

[00:27:34.779]
assistant. You can see the key line there is

[00:27:36.838]
the new required training has been assigned to you again,

[00:27:38.890]
it's that personalization aspect. So

[00:27:41.064]
Joe is seeing training that's assigned to him,

[00:27:43.344]
not necessarily to his team, not to everybody

[00:27:45.664]
in the company, but to him as a user.

[00:27:47.963]
And this is very important. One of the key aspects

[00:27:50.265]
really that, that um

[00:27:52.344]
uh can support the idea of that reduction

[00:27:54.814]
in digital friction is that aspect of personalization

[00:27:57.463]
what's relevant to me. Uh what is,

[00:27:59.703]
is is necessary for me in order to get my job

[00:28:01.904]
done. So taking

[00:28:04.000]
a bit of a different turn, the next thing we see

[00:28:06.160]
is a time off recommendation.

[00:28:08.209]
So uh Joe is

[00:28:10.750]
uh we're leveraging here data that exists

[00:28:12.890]
within of oh 3 65.

[00:28:14.660]
So looking at the idea, perhaps he hasn't had

[00:28:17.259]
a day off in two months, something along those lines

[00:28:19.299]
and this is just a nudge. Now, Joe is being reminded

[00:28:21.739]
that, hey, uh Joe, you haven't had time

[00:28:23.930]
off in a, in a little while. So maybe this is

[00:28:25.949]
something that uh uh you might want to take

[00:28:28.189]
at some point on the other

[00:28:30.828]
side of the screen. Uh, we were seeing

[00:28:33.059]
the idea of uh reminders

[00:28:35.400]
or we, we do have reminders. Pardon me? We have a

[00:28:37.410]
series of apps.

[00:28:38.434]
Uh, and they can let Joe know

[00:28:40.505]
uh vacation time he has remaining and they can

[00:28:42.674]
let him know his pay period, that sort of thing.

[00:28:44.904]
And this again helps to contextualize

[00:28:47.035]
that idea of he hasn't been, uh

[00:28:49.084]
taking time off in a while. Does he have time

[00:28:51.255]
remaining? Absolutely. He does. When is

[00:28:53.275]
he getting paid that sort of thing? All very important

[00:28:55.505]
stuff to know uh in terms of

[00:28:57.703]
this and of course, contributing to that employee health,

[00:29:00.125]
he's taking a day off

[00:29:02.469]
next thing up, Joe is on some sales

[00:29:04.489]
calls. So we uh have an application,

[00:29:06.779]
this is just a World Clock app that we

[00:29:08.949]
input into the digital system falling under

[00:29:10.989]
apps. And what we're looking at is the idea

[00:29:13.108]
of just world clocks. Uh What time is it

[00:29:15.289]
in the various zones he wants to call so he can plan

[00:29:17.449]
his calls accordingly and make sure he is

[00:29:19.469]
corresponding with the business day. Uh where

[00:29:21.759]
from the world, he happens to be uh uh engineering

[00:29:24.390]
those calls. So just kind of a neat little feature

[00:29:26.880]
there. Uh Next

[00:29:28.939]
up, we have um satisfaction, we

[00:29:31.009]
have a ticket closure, the I T team has gotten

[00:29:33.358]
back to Joe and uh we can see

[00:29:35.380]
that uh the ticket has now been resolved.

[00:29:37.838]
Joe knows he can access the VPN

[00:29:39.920]
once again, that communication has come back

[00:29:42.539]
uh through the digital assistant as a notification.

[00:29:45.199]
So you can see very quickly right away uh that,

[00:29:47.479]
that has been uh taken care of as far

[00:29:49.618]
as things go.

[00:29:50.880]
And then finally, and this one

[00:29:52.939]
I I really like as well. Um What

[00:29:55.318]
we get into is a survey

[00:29:57.500]
notification. So in this

[00:29:59.719]
case, we're looking at a survey application

[00:30:01.979]
uh being it could be built into the

[00:30:04.029]
digital assistant tool. Uh It could be

[00:30:06.098]
an integration with something like a survey monkey,

[00:30:08.338]
that sort of thing. Uh But we're gathering employee

[00:30:10.680]
sentiment analysis, that sort of thing. And, and

[00:30:12.699]
Joe is again, being reminded as we can see

[00:30:14.785]
in the graphic uh that this survey

[00:30:17.134]
is here, he can elect to take the survey,

[00:30:19.384]
the survey is then conducted and we

[00:30:21.535]
can more easily elicit response.

[00:30:23.644]
We're not having to steer Joe to a uh

[00:30:25.664]
a Google doc someplace or whatever the case

[00:30:27.875]
may be. Uh Again, we're surfacing this

[00:30:29.993]
within the context. Moreover, we're surfing the reminder

[00:30:32.743]
within the context of the

[00:30:34.765]
igloo digital assistant that lives within

[00:30:37.174]
Joe's digital workplace.

[00:30:39.130]
So I'm sure looking at both of these, you can

[00:30:41.219]
appreciate um how we

[00:30:43.289]
can support uh individuals

[00:30:45.630]
within their workday um using

[00:30:48.189]
the digital assistant. But

[00:30:49.949]
one of the things that we like to say

[00:30:51.959]
uh at igloo quite often is that

[00:30:54.219]
uh we like to say, we, we uh drink our own

[00:30:56.439]
champagne. And one of the things that we've

[00:30:58.549]
implemented, of course, at Igloo

[00:31:00.729]
within our own digital workplace is

[00:31:02.979]
the Igloo Digital assistant. And I want to just

[00:31:05.009]
tell you a little bit about that in terms of what

[00:31:07.118]
we've seen and what we've learned both

[00:31:09.358]
um internally as an organization

[00:31:11.739]
and when we look towards our customers.

[00:31:14.088]
So as I mentioned, Igloo has implemented the digital

[00:31:16.189]
assistant for all its employees. We immediately

[00:31:18.529]
saw value in the internal and external

[00:31:20.670]
system notifications. It was the first thing we heard,

[00:31:22.680]
we implemented it for managers first and we heard

[00:31:24.939]
a a lot of great um uh hue

[00:31:27.068]
and cry from our managers that this was a wonderful

[00:31:29.250]
thing. They were able um largely to process

[00:31:31.368]
approvals, things like that.

[00:31:32.930]
Um But moreover, it's just the streamlining

[00:31:34.989]
of processes and the easy conveyance of

[00:31:37.068]
information notifications themselves are

[00:31:39.269]
easily digested. They present the user with

[00:31:41.439]
a personalized view of what they should know. Managers

[00:31:44.170]
were able to very quickly see and triage

[00:31:46.348]
approvals. And we also support users

[00:31:48.489]
with personalized applications as we saw

[00:31:50.568]
kind of in our Joe example.

[00:31:52.539]
Now speaking personally and this is, this is Brad

[00:31:54.939]
speaking, um speaking personally,

[00:31:57.598]
the the digital system for me engineered

[00:31:59.759]
an almost an instantaneous behavior

[00:32:02.000]
change in the way I look at notifications.

[00:32:04.250]
So we all have our outlook pop ups on if we're

[00:32:06.328]
using outlook and it pops up usually

[00:32:08.719]
in one of the corners of your screen and says, hey, you have

[00:32:10.838]
an incoming email.

[00:32:12.289]
Um I still have my outlook popups

[00:32:14.328]
on, they still pop up but I don't find a click

[00:32:16.368]
on them anymore because if I see that that's coming

[00:32:18.759]
from the igloo digital workplace,

[00:32:21.059]
our our digital workplace, I immediately

[00:32:23.328]
because I'm always logged into the digital workplace.

[00:32:25.719]
I go to the to know bar because I know

[00:32:27.739]
where there's an email, there's going to be a to know

[00:32:29.930]
and where there's a to know there's a link I can click

[00:32:32.199]
on to get to the information that I need. So I'm

[00:32:34.368]
not popping into outlook to do this.

[00:32:36.420]
I'm working within my digital

[00:32:38.439]
workplace which is where I'm intended to be.

[00:32:40.479]
So it's a small behavioral change.

[00:32:42.920]
It's a little bit of a time saving but

[00:32:45.029]
times that by every Brad

[00:32:47.549]
in the company, if you will, uh not to say

[00:32:49.680]
we're all brads, but you get the idea,

[00:32:51.838]
um it can snowball very, very quickly

[00:32:54.150]
in terms of that, that time change.

[00:32:56.309]
So then pivoting a little bit to the idea

[00:32:58.578]
of what are our customers seeing in terms

[00:33:00.858]
of the value prop for

[00:33:02.939]
um the digital assistant.

[00:33:05.049]
Uh The centralization of notifications can't

[00:33:07.229]
be overstated. The idea that um we're

[00:33:09.539]
creating that, that hub like behavior

[00:33:11.848]
that centralization of the digital uh workplace

[00:33:14.549]
itself within the corporate ecosystem

[00:33:16.640]
is a single source of truth. So it's increasing

[00:33:19.108]
that value prop by making the digital

[00:33:21.750]
workplace a focal point of

[00:33:24.068]
the uh employees day to day behavior,

[00:33:26.759]
manager level staff, they're seeing value with

[00:33:28.769]
the simplicity of the approvals process.

[00:33:30.890]
Digital workplace managers and administrators

[00:33:33.039]
are seeing value in the igloo based notifications

[00:33:35.789]
that comment on the reel relevance, pardon

[00:33:37.939]
me, timing limits of content, user

[00:33:40.299]
sentiment. And then finally end users see value

[00:33:42.670]
in the personalized notifications, applications

[00:33:45.269]
and the easy to use chat featuring which

[00:33:47.390]
can steer them towards uh other

[00:33:49.630]
information uh and allow them to self

[00:33:51.750]
serve a lot more within the digital

[00:33:54.088]
workplace.

[00:33:56.000]
Janine,

[00:33:57.660]
that's great. Really appreciate

[00:33:59.719]
you sharing your own personal experience, Brad.

[00:34:01.759]
You know, we at Wired also drink our own champagne

[00:34:04.140]
and I gotta say my favorite app is the Sales

[00:34:06.269]
Force app which we saw

[00:34:08.199]
um Emily using

[00:34:09.849]
and you know, I'm, I don't need to be in

[00:34:11.958]
sales force every day. I, I am a

[00:34:13.978]
user but I, I don't log in that often.

[00:34:16.269]
And through the digital assistant, I can get notified

[00:34:18.289]
any time an opportunity, status change

[00:34:20.438]
has happened, such as a closed one opportunity.

[00:34:23.688]
It's really great because every employee um

[00:34:26.548]
receives this notification. And so

[00:34:28.768]
I think back to when we used to work in the office

[00:34:31.068]
and, you know, some companies that I worked for maybe

[00:34:33.079]
had like a bell, we would ring

[00:34:35.208]
and it would really drive engagement and keep people excited,

[00:34:37.648]
celebrate the moment. But virtually, you kind of lose

[00:34:39.809]
that. So it's really nice to know

[00:34:41.907]
that everyone gets an alert, delivering the exciting

[00:34:44.048]
news. And then you usually see, you know, slack

[00:34:46.188]
start lighting up with, with people celebrating. So

[00:34:48.599]
sometimes it's those those really small delight

[00:34:50.958]
that um the employees love.

[00:34:54.349]
OK.

[00:34:56.418]
And so what we want to do next. And,

[00:34:58.489]
you know, I think we showed some really

[00:35:01.070]
interesting examples of the digital assistant.

[00:35:03.309]
And really regardless if you implement

[00:35:05.708]
a digital assistant or not, the purpose of

[00:35:07.820]
this webinar is really focusing on delivering

[00:35:10.188]
improved employee experiences for your employees.

[00:35:12.958]
And we discussed how these experiences

[00:35:15.309]
should be experience driven and how a digital

[00:35:17.409]
assistant is. One example of technology

[00:35:19.869]
that allows you to create that guided experience,

[00:35:22.250]
leveraging your existing technology stack,

[00:35:24.599]
not replacing it.

[00:35:26.030]
But we wanted to also touch upon some tips

[00:35:28.360]
on how you might be able to get started on building

[00:35:30.628]
out a business case and what types of experiences

[00:35:33.628]
you could get started with and how you actually get

[00:35:35.688]
started looking for, you know,

[00:35:38.219]
what processes you should look to improve

[00:35:40.250]
for employees. We'll also look at the importance

[00:35:42.599]
of building out employee personas and

[00:35:44.610]
user studies and designing experiences

[00:35:47.010]
based on employees intent and leveraging

[00:35:49.050]
your existing systems and the digital workplace

[00:35:51.188]
channels your employees already work in.

[00:35:54.559]
So how do you go about identifying those

[00:35:56.579]
moments that matter, those moments where

[00:35:58.619]
you have the opportunity to really delight employees,

[00:36:00.820]
save them time, help them not

[00:36:03.070]
have to dig around and find information

[00:36:05.619]
or context. Which and so there's

[00:36:07.688]
obviously multiple

[00:36:09.260]
different ways that you can approach this.

[00:36:11.309]
Uh when working with clients, we usually recommend

[00:36:13.780]
to start with a high volume transaction,

[00:36:16.309]
something that will immediately have impact for

[00:36:18.389]
a large or, or a certain employee

[00:36:20.409]
population and really be able to deliver value

[00:36:23.099]
quickly. So employees can, can

[00:36:25.329]
see that value and you don't have to, you

[00:36:27.469]
know, roll out multiple use cases at once, but

[00:36:29.708]
a handful is usually kind of a nice

[00:36:31.728]
so that the digital system is hitting the employee

[00:36:34.110]
with

[00:36:35.079]
something that needs their attention throughout the, throughout

[00:36:37.320]
the day.

[00:36:38.418]
And I think a lot of times we've seen

[00:36:40.739]
in the digital workplace and hr space

[00:36:43.559]
when other companies have talked about looking

[00:36:45.610]
at, you know, moments that matter, you may

[00:36:47.639]
have heard this term or maybe, you know, your hr

[00:36:49.978]
teams have maybe used this term companies

[00:36:52.300]
kind of fall into the trap of looking at the employee

[00:36:54.559]
life cycle and choosing milestones

[00:36:56.679]
within the entire employee life cycle. So these

[00:36:58.804]
are things such as employee on boarding,

[00:37:01.155]
employee anniversaries, employee

[00:37:03.405]
promotions and so on. And these are certainly

[00:37:05.614]
very important events and events that

[00:37:07.753]
you should have the opportunity and make the

[00:37:09.793]
opportunity to delight your employees.

[00:37:11.813]
But I would say you don't want to limit to just those

[00:37:13.914]
opportunities because if you think about it

[00:37:16.289]
many times those span years

[00:37:18.309]
apart from each other, so something like

[00:37:20.329]
an employee's day to day experience where

[00:37:22.438]
we look what we looked at with Joe and Emily

[00:37:24.510]
is gonna be just as critical for success

[00:37:26.949]
or maybe some high volume experiences

[00:37:29.159]
that you could start with. And it makes sense, right?

[00:37:31.409]
So if you go to work every day and

[00:37:33.510]
you're con contact switching, you can't find

[00:37:35.599]
information or you're bogged down with digital

[00:37:37.708]
friction, they're not gonna be able to do what you

[00:37:39.739]
hired to do, which is gonna lead to disengagement

[00:37:42.289]
and really large impacts to your business.

[00:37:44.860]
Um You could also look at in addition to high volume

[00:37:47.199]
items, you could look at things that

[00:37:49.559]
are important to your business. So maybe there's

[00:37:51.659]
certain initiatives that your business is trying

[00:37:53.978]
to focus on for the year,

[00:37:56.019]
could be something like employee wellness where you

[00:37:58.110]
have different campaigns where you want to

[00:38:00.119]
promote certain things around wellness or maybe

[00:38:02.280]
upskilling is really important to you this year

[00:38:04.800]
and you might be able to find ways to make it easier

[00:38:07.039]
for employees to learn about upskilling opportunities

[00:38:09.679]
or take part in upskilling opportunities

[00:38:12.599]
or could be something that costs your business a lot

[00:38:14.719]
of money, whether it's the most common

[00:38:17.199]
I T help desk issue or maybe

[00:38:19.320]
late approvals for finance. Sometimes

[00:38:21.639]
those issues that seem like

[00:38:23.949]
they're not solvable because just like all employees

[00:38:26.059]
always forget to reset their password on time.

[00:38:28.458]
You can really take those um processes,

[00:38:31.019]
break them down and think about how you could create

[00:38:33.300]
a, a more ideal process that's easier for

[00:38:35.360]
the employees. So you aren't

[00:38:36.909]
having that high volume of I T help

[00:38:38.978]
desk issues.

[00:38:41.398]
So once you've kind of started to look

[00:38:43.489]
at what processes you may want

[00:38:45.699]
to start with, you wanna map out a few

[00:38:47.869]
different personas across your organization.

[00:38:50.139]
So you can effectively understand the different

[00:38:52.208]
types of experiences your different types

[00:38:54.360]
of employees have

[00:38:56.000]
on the screen. Here is just a sample where

[00:38:58.309]
we worked with with one of our customers where we started

[00:39:00.539]
with six uh digital personas.

[00:39:03.039]
And it's important to note that you might actually have

[00:39:05.099]
different personas for different user studies

[00:39:07.559]
that you're gonna conduct. So

[00:39:09.469]
if you think about something like talent recruitment,

[00:39:12.139]
that those personas might look really different

[00:39:14.550]
than something

[00:39:15.829]
like improving the process of employees resetting

[00:39:18.329]
their password.

[00:39:22.699]
Once you have your personas,

[00:39:24.929]
you wanna go ahead and create a journey

[00:39:27.280]
mapping. So you wanna do a user study,

[00:39:29.510]
you'll want to sit down with each persona

[00:39:32.349]
and watch them complete the process that

[00:39:34.489]
you're evaluating.

[00:39:36.010]
So whether again it's something like enrolling for benefits

[00:39:38.489]
or something more broad, like their day to day work

[00:39:40.590]
experience or finding something that's

[00:39:42.728]
really important. Get as close to understanding

[00:39:44.869]
the employee as possible. So again, sit down, shadow

[00:39:47.269]
them, don't ask them what they do, actually watch

[00:39:49.530]
the steps that they do because those would usually be different.

[00:39:55.789]
And once you've gathered information on the current

[00:39:58.090]
process and learned how your employees are

[00:40:00.188]
going about the process, this is where

[00:40:02.289]
you'll want to start thinking about how you could redesign

[00:40:04.458]
the process. Not based on, it's

[00:40:06.610]
really hard sometimes to think outside the box

[00:40:08.688]
on what is possible,

[00:40:10.949]
but really envision based on the outcome or

[00:40:13.090]
the employee's intent, think about

[00:40:15.110]
what if or imagine if, what would

[00:40:17.208]
the ideal process be with minimal steps

[00:40:19.510]
and friction points. We also

[00:40:21.550]
recommend clients include your employees in the

[00:40:23.628]
process. Have employees help imagine

[00:40:25.699]
new ideas, have them draw out the

[00:40:27.809]
ideal process on white boards,

[00:40:30.079]
whether it's virtually or or in the office. Look

[00:40:32.119]
at your favorite consumer apps. For example,

[00:40:35.599]
when we talk about designing experiences based

[00:40:37.889]
on intent,

[00:40:38.809]
I think we looked at a lot of those with Joe

[00:40:40.978]
and Emily

[00:40:42.059]
and Google is a great example

[00:40:44.110]
when it comes to looking at

[00:40:46.688]
their search results based on intent. If you think

[00:40:48.869]
about how Google has evolved over the years,

[00:40:51.679]
you know, years ago, you used to just get a list of

[00:40:53.780]
search results and many times you kind of have to like

[00:40:55.860]
change your search and get really specific

[00:40:58.079]
in your search to have Google present the results you were

[00:41:00.159]
looking for. Now. However,

[00:41:02.179]
it's almost, you know, Google really is

[00:41:04.969]
understanding your intent is doing a great job

[00:41:07.228]
at assuming when you search for something

[00:41:09.280]
what your intent is and you have to use

[00:41:11.389]
very little words to get those results.

[00:41:13.969]
And you don't just get a list of web pages. You

[00:41:16.070]
also get information and data

[00:41:18.188]
and sometimes services built right into

[00:41:20.250]
that search result page. So Google

[00:41:22.389]
uses intent based search to help, you know, provide

[00:41:24.849]
a range of information and data.

[00:41:27.878]
This is an example of a search

[00:41:29.949]
result listing page. Um You

[00:41:31.969]
see these red cards here, this is a search

[00:41:34.079]
for the Boston Red Sox and I wasn't presented

[00:41:36.639]
with the Boston Red Sox website as the

[00:41:38.708]
first result that was on the page.

[00:41:40.898]
But what I have is this aggregation of information

[00:41:43.500]
from the latest game scores to the upcoming

[00:41:45.639]
schedule and even a roster of players

[00:41:48.119]
where I can use this card based

[00:41:50.369]
design to just easily click through

[00:41:52.429]
all the information that I likely want to look

[00:41:54.519]
up about the Boston Red Sox.

[00:41:56.840]
And again, this is similar to the Uber app where

[00:41:58.929]
information is being pulled from

[00:42:01.059]
multiple services or places Um

[00:42:03.079]
But for us as the end users, it's really an intuitive

[00:42:05.579]
experience based on our intent.

[00:42:09.019]
If we look at a kind of a simple

[00:42:11.039]
experience um

[00:42:13.340]
that we did with Joe and Emily, but

[00:42:15.360]
I think a powerful one is when we

[00:42:17.378]
saw that um Joe received

[00:42:19.780]
an alert about taking time off. So we all know

[00:42:21.820]
it's very important for employee well-being

[00:42:24.519]
to take time off. And there's always that, you know,

[00:42:27.030]
group or employee population

[00:42:29.039]
that don't leverage their time that well.

[00:42:31.340]
And we know that because we have that data sitting

[00:42:33.539]
in our systems.

[00:42:35.000]
And so this is a great example we

[00:42:37.199]
worked with on a, with a client here at work and

[00:42:39.320]
it's something we we offer out of the box, but

[00:42:41.389]
we leverage this data

[00:42:43.010]
to see if an employee hasn't taken a time,

[00:42:45.329]
you know, time off within two months. And

[00:42:47.360]
you can change the the time period to send

[00:42:49.539]
just a friendly nudge to the employee to help influence

[00:42:51.918]
their behavior, alerting them that it's

[00:42:53.978]
been more than two months since they took time off.

[00:42:56.478]
This is again an example of using the

[00:42:58.489]
data that already exists in our systems to promote

[00:43:00.760]
an action

[00:43:01.989]
and then let the employee easily see their time

[00:43:04.139]
off and submit their time off within a just

[00:43:06.728]
in just a few clicks all within the same screen.

[00:43:09.010]
So kind of

[00:43:10.050]
aligning to that Boston red Sox example.

[00:43:13.070]
And so if we were to previously do a user

[00:43:15.099]
study. Before this experience,

[00:43:17.110]
most employees would likely have to log into an

[00:43:19.128]
hr system. It may not be,

[00:43:21.250]
you know, very complex, but they might have to spend

[00:43:23.559]
a couple of minutes poking around, digging

[00:43:25.760]
several layers deep to find where they can access

[00:43:28.010]
their time off.

[00:43:29.610]
Then sometimes it might be an additional click

[00:43:31.889]
to once you find out your time off to then

[00:43:34.090]
submit your time off.

[00:43:36.659]
And then when we think about it on

[00:43:38.860]
for the manager who needs to approve the process,

[00:43:41.398]
what does their user experience look like?

[00:43:43.659]
They usually maybe get like a generic email

[00:43:46.099]
that an approval is awaiting them.

[00:43:48.478]
And it's like again, very generic. And if they're

[00:43:50.539]
lucky, they might have single sign on, but

[00:43:52.829]
then they still have to find where that approval sits

[00:43:55.340]
within that hr system.

[00:43:57.679]
So why not make proving time off request

[00:44:00.159]
easier by simply sending a notification

[00:44:02.739]
to the managers and letting them approve

[00:44:04.909]
the request without having to log into the time

[00:44:06.989]
off system, saving our managers precious

[00:44:09.378]
time and also taking

[00:44:11.579]
a step forward, bringing a little intelligence into

[00:44:13.889]
it if we did a user study

[00:44:15.929]
on. Ok. What happens when a manager has to

[00:44:18.309]
approve employees time off?

[00:44:21.148]
Maybe they also have to jump into the hr

[00:44:23.429]
system or review outlook to see if other

[00:44:25.599]
employees on their team have overlapping

[00:44:28.030]
time off request. This is where technology

[00:44:30.849]
can do the work for the manager which you see

[00:44:32.909]
in the example here where

[00:44:34.570]
uh the digital assistant is pulling the team members

[00:44:36.849]
schedule off, seeing if time overlaps

[00:44:39.289]
and then showing that on the approval notification.

[00:44:42.070]
Again, making the experience of proving the

[00:44:44.309]
time off request easy and quick for

[00:44:46.398]
the manager.

[00:44:50.219]
And the last tip is leveraging your existing digital

[00:44:52.559]
workplace channels to deliver these types of experiences.

[00:44:55.559]
We see a lot of technology vendors

[00:44:58.769]
enhancing their software.

[00:45:01.300]
Um And again, there's certainly software that some of your employees

[00:45:03.688]
will need to be in every day. So, you

[00:45:05.789]
know, something like sales force or sales reps are probably

[00:45:08.119]
in sales force. You know, a certain hr

[00:45:10.418]
employee might live in workday or AD

[00:45:12.639]
P. But for the general population

[00:45:15.239]
that doesn't have to access those systems every

[00:45:17.309]
day, we want to

[00:45:19.360]
be able to guide their attention to

[00:45:21.378]
something from that system wherever they're already

[00:45:23.500]
working. So we don't want them to have

[00:45:25.579]
to go find the chat bot in AD P

[00:45:27.628]
to ask a question. They could go to

[00:45:29.688]
their internet or Microsoft teams

[00:45:31.860]
ask a question about payroll or

[00:45:33.958]
whatever the subject matter is. And

[00:45:36.079]
the digital assistant is smart enough to know to be able

[00:45:38.228]
to um abstract that information

[00:45:40.820]
from the appropriate system.

[00:45:43.728]
And so the majority of our joint customers

[00:45:46.559]
for work rate and igloo have the

[00:45:48.570]
digital system as an omnipresent tool

[00:45:50.648]
bar that sits right on top of their igloo

[00:45:52.840]
digital workplace like we saw with Emily and

[00:45:54.889]
Joe and this is a great experience

[00:45:57.139]
for the employees because their digital workplace likely

[00:45:59.458]
already plays an important role, you

[00:46:01.478]
know, driving that sense of community and culture

[00:46:03.679]
and really offering that centralized or single

[00:46:05.989]
source of truth for their employees to access information

[00:46:08.938]
related to their company and their jobs.

[00:46:11.110]
And I know Brad, um you probably

[00:46:13.369]
have lots of feedback

[00:46:15.559]
on the benefits that your customers have seen

[00:46:18.708]
deploying the digital assistant, right on the internet.

[00:46:21.039]
Could you share some of those?

[00:46:22.550]
Absolutely. Yes, thanks, Jeanine. Um

[00:46:24.780]
Certainly the internet, as you said is a great

[00:46:27.010]
platform to leverage. It's the digital

[00:46:29.090]
representation of your office. It's your virtual

[00:46:31.139]
office work happens here. So what better

[00:46:33.340]
place to surface these notifications,

[00:46:35.530]
contextualize and, and, and bring

[00:46:37.628]
these apps together where we can

[00:46:39.869]
within the digital assistant uh to provide

[00:46:42.168]
those notifications. So what we see

[00:46:44.355]
in terms of benefits, we see those personalized

[00:46:46.625]
relevant timely notifications that

[00:46:48.766]
are helping cement your internet as

[00:46:50.945]
that source of truth. So you use the phrase earlier,

[00:46:53.295]
single source of truth and that's exactly what we're

[00:46:55.385]
looking for from a digital workplace,

[00:46:57.516]
from an from an internet is the idea that we

[00:46:59.695]
are trying to cement this as

[00:47:01.916]
a trusted source of information for our

[00:47:03.985]
employees. So um we want

[00:47:06.085]
to increase visibility of corporate communications,

[00:47:08.936]
we want those communications to be trusted.

[00:47:11.030]
We want our employees to be able to find the

[00:47:13.101]
information they need and adding

[00:47:15.481]
the digital assistant to a digital

[00:47:17.541]
workplace only helps support these

[00:47:19.811]
uh overall goals. It helps your

[00:47:21.922]
employees stay informed, it gives

[00:47:24.010]
us the ability to manage processes

[00:47:26.521]
um through the internet. Uh

[00:47:28.710]
And of course, that's going to centralize it, make

[00:47:30.771]
it that hub, the place employees return to

[00:47:33.061]
again and again for information.

[00:47:34.918]
Uh we can see time savings realized

[00:47:37.039]
by action, the notifications that are surfaced

[00:47:39.398]
through the digital assistance. So that is going

[00:47:41.500]
to uh reduce if not eliminate

[00:47:44.059]
a needed context switching. So again, if

[00:47:46.340]
uh a bulk, uh I shouldn't say a bulk, but

[00:47:48.478]
uh maybe a larger task in my day is simply

[00:47:50.619]
processing approvals. If those approvals

[00:47:52.699]
are being surfaced, I can review that information

[00:47:54.820]
within the digital workplace with the digital

[00:47:56.909]
assistant. Uh and just quickly process

[00:47:59.250]
those approvals. I don't have to shift to

[00:48:01.309]
another application in order to get that done,

[00:48:03.389]
the the tasks are being done right there.

[00:48:05.708]
Employees themselves, they can stay on task

[00:48:08.039]
while receiving reminders that they need

[00:48:10.188]
those personalized reminders, things like training

[00:48:12.409]
survey data for sentiments, things like that

[00:48:14.570]
recommended reading. Um is another

[00:48:16.840]
thing that we can look at. So things they they they should

[00:48:19.110]
read that would benefit them. Uh they can

[00:48:21.239]
receive those notifications as needed. Digital

[00:48:23.769]
workplace managers themselves can ensure

[00:48:25.938]
their content is timely relevant and

[00:48:28.059]
hitting home sentiment wise. And

[00:48:30.119]
you know that timeliness and that relevance

[00:48:32.250]
uh comes up when we look at that idea of audience

[00:48:34.500]
reach. If people are um reading

[00:48:37.000]
the content that I'm creating, then I know

[00:48:39.119]
that I'm doing my job successfully. If I'm reaching

[00:48:41.418]
the audience that I need to, if not,

[00:48:43.579]
it's a a pin point to me that maybe I need

[00:48:45.590]
to change my strategy or change the way I'm exposing

[00:48:48.099]
things, that sort of thing. So um it

[00:48:50.168]
it helps greatly with the idea of that

[00:48:52.260]
overall digital workplace administration.

[00:48:54.800]
And then finally, and this is a big

[00:48:56.918]
benefit, the idea of the chat capability

[00:48:59.918]
um that chat bot allowing

[00:49:02.750]
your employees to self serve for key information.

[00:49:05.300]
So think if you will of an onboarding

[00:49:07.449]
process and quite often an onboarding

[00:49:09.489]
process is a lot of self directed learning.

[00:49:11.628]
Uh But we also get into the idea that

[00:49:14.000]
um folks when they are doing self directed

[00:49:16.059]
learning, they may be looking for resources

[00:49:18.119]
they can't find or they may just have one off questions,

[00:49:20.539]
things like that, imagine

[00:49:22.728]
if they could ask a chat bot and the chat

[00:49:24.760]
bot would point them towards the most likely

[00:49:26.938]
resource. And as we saw, you know, uh obviously

[00:49:29.469]
outside of the uh the onboarding example,

[00:49:32.099]
uh But with the menu example, pointing

[00:49:34.188]
them to the resources that matter for their geographic

[00:49:36.869]
location, that sort of thing. So certainly

[00:49:39.378]
allowing that self-service, creating that

[00:49:41.389]
aspect of trust, but also limiting

[00:49:43.769]
the time that maybe employees are spending on emails

[00:49:46.119]
or on the phone, asking someone for

[00:49:48.188]
information they can, they can retrieve themselves.

[00:49:50.478]
So there's a lot of great benefits.

[00:49:52.820]
These are just a few of them uh with

[00:49:54.829]
overlaying the digital assistant

[00:49:56.909]
into an igloo digital workplace. Um But

[00:49:59.320]
certainly these are, these are a few great ones

[00:50:01.449]
to highlight.

[00:50:03.188]
Thank you, Brad. I love all those those examples.

[00:50:06.269]
And I think to, to quickly kind of summarize

[00:50:08.300]
the tips and some of the topic areas

[00:50:10.378]
that we covered today

[00:50:12.148]
is we want to avoid focusing on delivering

[00:50:14.519]
technology and really focus on delivering experiences

[00:50:17.128]
for the employee move away from

[00:50:19.449]
a siloed approach to having more

[00:50:21.929]
of a formal ownership around the user experience

[00:50:24.590]
for employees, creating experiences

[00:50:27.250]
that are designed based on employees needs

[00:50:29.449]
and their intent or generic experiences

[00:50:31.929]
to really reduce that digital friction

[00:50:34.090]
of context switching

[00:50:35.889]
and making their day just simpler

[00:50:37.969]
for efficiency purposes, which

[00:50:40.010]
will result in a guided experience that is

[00:50:42.039]
sure to improve the overall employee experience

[00:50:44.559]
helping them throughout their day.

[00:50:46.918]
And I think next, we're gonna jump into

[00:50:49.219]
Q and A.

[00:50:53.219]
All right. All right.

[00:50:58.179]
Let's get into some audience Q and A

[00:51:00.590]
up first,

[00:51:02.228]
we have a question from Brian.

[00:51:04.570]
How would you shift the behavior in teams

[00:51:07.570]
to start accepting this method?

[00:51:13.438]
That's a good one.

[00:51:15.059]
Yeah. Sure. Absolutely. Um I think

[00:51:17.519]
one of the things that I've seen work with

[00:51:19.668]
with great success for starters is the idea

[00:51:22.250]
of um

[00:51:24.398]
distilling it down uh to

[00:51:26.458]
uh finding a, a willing participant.

[00:51:28.780]
So when we're looking at uh a team that we can

[00:51:30.898]
roll this out to um as Jeanine

[00:51:33.050]
said, we're looking at these, these win

[00:51:35.070]
points, these areas where we can look at behaviors

[00:51:38.039]
um that are contributing to digital

[00:51:40.159]
friction and looking at these processes

[00:51:42.280]
that we can um

[00:51:44.179]
bring into the digital assistant to reduce

[00:51:46.409]
that digital friction. And if we can find a willing team

[00:51:48.648]
that's willing to roll that out. Pardon me? There's a phone

[00:51:50.840]
ringing here and I don't understand why. So, apologies

[00:51:53.119]
if you can hear that.

[00:51:54.250]
Um But if we can find someone who's uh uh willing

[00:51:56.889]
to roll that out, then we can take this in

[00:51:59.000]
bite size chunks. We can get a department that

[00:52:01.119]
can adopt this, we can roll this out in whole

[00:52:03.418]
or in part, it doesn't have to go out to the whole organization.

[00:52:06.219]
Uh but we can use them as a case study

[00:52:08.260]
and use that case study to influence other

[00:52:10.469]
departments. So we, we talked about that

[00:52:12.500]
silence approach and how this can be a little bit fractured

[00:52:14.974]
in terms of uh contributing to

[00:52:17.625]
the uh digital friction, but it can

[00:52:20.103]
also be supportive of reducing it because

[00:52:22.253]
if we can get one department that can say, yeah, this

[00:52:24.434]
absolutely worked for us, then we

[00:52:26.534]
can get that understanding of how we can

[00:52:28.684]
roll it out to others and, and, and definitely create

[00:52:31.003]
buy-in

[00:52:32.699]
Yeah, I think that's a great point, Brad. And I think,

[00:52:35.099]
you know, one of the um

[00:52:37.039]
helpful things with the digital system is we mentioned

[00:52:39.239]
it can live in your existing digital workplace

[00:52:41.360]
channel. So it's not something where like a new technology

[00:52:43.938]
that you're trying to roll out. Like, you know, when Slack

[00:52:46.219]
or Microsoft teams was introduced and we were

[00:52:48.260]
trying to really push employees to Microsoft teams,

[00:52:50.539]
it's something that exists already in those digital channels.

[00:52:52.898]
And I think finding um a department

[00:52:55.898]
to test out use cases, what usually ends up

[00:52:57.958]
happening is other departments say, hey,

[00:53:00.570]
I want to be able to do, you know the

[00:53:02.728]
approvals for five, if, if

[00:53:04.889]
you've done approvals for finance, maybe now

[00:53:07.269]
um expense management teams wanna have

[00:53:09.340]
those put into the, the digital assistant.

[00:53:11.478]
So a lot of times it's kind of that snowball effect too.

[00:53:14.070]
Um but definitely finding champions um

[00:53:16.159]
just kind of like how you would probably roll out some other

[00:53:18.438]
software. But again, I think you, you do have

[00:53:20.550]
a slight

[00:53:21.619]
easier adoption just given, it's, it's

[00:53:23.648]
not something new, you have to push to the employees in

[00:53:25.688]
terms of like a new software

[00:53:27.760]
or go to this URL. You want

[00:53:29.860]
to put it where, where the employees are already working?

[00:53:34.030]
All right. Thank you very much.

[00:53:36.458]
Next question here is from Bradford.

[00:53:39.398]
Where should the job of friction

[00:53:41.829]
reduction reside? And where does it

[00:53:44.030]
typically reside?

[00:53:48.289]
Big question.

[00:53:49.208]
Yeah. So I think so usually where we

[00:53:51.360]
see the role have the most success

[00:53:53.530]
and someone asked a question that kind of

[00:53:55.969]
um is very similar around, should it be

[00:53:58.280]
a full time role or should be a role that someone,

[00:54:01.079]
you know, is doing two different jobs, we

[00:54:03.309]
find the most successful companies is when it is

[00:54:05.489]
a full time, you know, role where someone is dedicated.

[00:54:08.219]
They're essentially a product owner if

[00:54:10.449]
you will for the, the digital employee

[00:54:12.699]
experience, and they may

[00:54:14.739]
have like a steering committee or

[00:54:16.929]
a champion group where they're working with

[00:54:19.414]
other departments that are very important

[00:54:21.864]
in the organization, whether it's hr or facilities

[00:54:24.273]
management, communications and helping

[00:54:26.954]
drive use cases that are important

[00:54:29.094]
to those departments. So maybe again, if

[00:54:31.144]
they're running a company wide initiatives,

[00:54:33.304]
you can use the digital system to help

[00:54:35.333]
with those initiatives, whether it's something in hr

[00:54:38.019]
or something in procurement, but usually

[00:54:40.050]
where we find the most success for that kind

[00:54:42.059]
of product owner to live is,

[00:54:44.079]
is within I T or like a specialized

[00:54:46.510]
digital workplace group or underneath

[00:54:48.519]
what you might have a digital innovation or end

[00:54:50.648]
user computing because you have

[00:54:53.340]
um you have better connection

[00:54:55.539]
to I T teams

[00:54:57.739]
that can help maybe answer questions

[00:55:00.059]
around, you know, how does

[00:55:02.699]
let's look at some examples for service

[00:55:04.739]
now or workday. So being able to partner with,

[00:55:07.530]
you know, the product owner who runs service now,

[00:55:09.699]
your organization or workday, and you might not necessarily

[00:55:11.849]
have if you're a smaller organization,

[00:55:14.199]
a a dedicated product owner for those systems.

[00:55:16.250]
But if you are, it kind of can be that person that can

[00:55:18.280]
work with those people, or again, those departments.

[00:55:20.829]
So we usually again find the most success

[00:55:23.128]
with our customers if it's, it's

[00:55:25.250]
sitting within an I T role geared towards

[00:55:27.269]
the digital workplace or end user computing group.

[00:55:31.039]
And certainly to build on that point from,

[00:55:33.090]
from our experience, looking at the idea

[00:55:35.219]
of um as as Jeanine mentioned,

[00:55:37.340]
you know, do we have a, do we have a dedicated

[00:55:39.418]
role that's responsible for the digital workplace?

[00:55:41.739]
100%? That's, that's ideal. Um

[00:55:43.800]
But certainly that role can also be supported,

[00:55:46.500]
um can be augmented by

[00:55:48.898]
a, by a steering committee. Um

[00:55:51.260]
You can't facilitate change

[00:55:53.639]
or it's gonna be a lot slower of a process

[00:55:55.719]
uh within an organization without buy in

[00:55:57.860]
from the various departments. So the ideal

[00:56:00.090]
situation would be a digital workplace,

[00:56:02.179]
uh governance or steering committee that has

[00:56:04.280]
representatives from all affected departments

[00:56:06.590]
on it. And it doesn't have to be a case

[00:56:08.659]
of everybody has a uh has a toe in the

[00:56:10.679]
water. But at the same time, what

[00:56:12.889]
we're trying to do is affect global change

[00:56:15.119]
in a organization. Uh and really

[00:56:17.275]
reduce that, reduce that aspect of

[00:56:19.375]
friction and really create that, that

[00:56:21.815]
um uh love for and trust

[00:56:24.155]
for the digital workplace. So certainly

[00:56:26.496]
we see uh most success where

[00:56:28.585]
we have a lot of departments involved as,

[00:56:30.864]
as Jeanine said earlier, it does typically sit

[00:56:33.255]
um within um current

[00:56:35.394]
key departments. Uh if it doesn't have

[00:56:37.755]
a dedicated department of its own. We do see

[00:56:40.072]
marketing, communications. Uh hr

[00:56:42.710]
uh it'll live in a lot of those areas, but certainly

[00:56:44.882]
our recommendation would be that there would be a dedicated

[00:56:47.431]
person. And if possible, a committee,

[00:56:49.601]
we have a lot of successful customers that,

[00:56:51.851]
that, that have a steering committee and that

[00:56:54.010]
really helps facilitate the greatest digital

[00:56:56.391]
change. Contribute to governance and con continue,

[00:56:58.621]
continue. Pardon me, contribute

[00:57:00.751]
uh to the overall life cycle of the digital

[00:57:02.851]
workplace.

[00:57:04.289]
Yeah, that's a good point, especially for depending

[00:57:06.809]
on where the digital assistant lives. If it's living

[00:57:08.958]
on the internet, then it might be an internet owner

[00:57:11.128]
that's kind of spearheading that or if it's living in a different

[00:57:13.429]
digital workplace channel, it could be the individual

[00:57:15.469]
that's spearheading that. But to Brad's point having that

[00:57:17.708]
kind of committee, so to bring everything,

[00:57:19.800]
bring together the right people when you need it.

[00:57:26.599]
All righty. And I think that's gonna

[00:57:28.610]
be our time for today. I wanna

[00:57:30.878]
thank you Janine and Brad for being

[00:57:33.090]
here today. Thank you to work

[00:57:35.250]
for sponsoring today's webinar and

[00:57:37.320]
last but not least, thank you to

[00:57:39.329]
everyone in the audience for your time and attention.

[00:57:42.010]
Today's webinar was recorded

[00:57:44.208]
and you'll be receiving a follow up email

[00:57:46.579]
uh in the coming days. So please keep an

[00:57:48.599]
eye on your inbox for that.

[00:57:50.938]
In the meantime, thank you all once more

[00:57:53.539]
and we will see you on the next one.

[00:57:56.389]
Thanks very much everyone.