Organizational digital maturity and the evolution of the IT pro – BRK1088

Organizational digital maturity and the evolution of the IT pro – BRK1088


Awe thanks very much thanks for coming to our session and let’s get started. So we really think we know why you’re here you’ve read the session description I’ve been intrigued about talk of sou’wester’s digital digital maturity and personal growth. Now I’m not going to get into costume that sort of people have seen me before I’m sorry take it off at this time. So as you will probably experience going digital really brings a level of a unpredictability Anna requirement to know an awful lot more whenever I’m wherever you’ve started your journey. You’re part of a rapidly evolving industry we had satiya talk in the keynote about tech intensity and had this really complicated formula that tech intensity was adoption to the power of capability. I’m really kind of blew my mind I haven’t quite a drug that through how that works out but the point is. You are the pro you lie at the heart of every organization and you find yourself at this point singularity you are the eye of the storm really having to learn how to adapt or change or face being swept away. So that’s the real the session so that’s what we’re thinking about but a little bit about us. Or 3 of us are MVP’s we’ve come from completely different backgrounds in life so Dean over here he comes from a background for enterprise architecture in a really large multi national he’s now the guiding hand in Office 365 analytics company. And as an adoption specialist arrow he’s been there done it worn in many many T shirts along the way. He is worked with organizations with highly variable levels of maturity and a personal level he’s been through this reinvention more time is really than probably most of us have been at all and finally Meanwhile. Back in 2015 oversight exactly where you were I started my journey into our it late and in fact ignite 2015 was really that set me on the path of water come today and before that was a civil engineer so I’ve come from a completely different background in life. On my way my works very much physical now both dinadan or been really instrumental in getting me to where I am and it really is a privilege to be shown the stage with them but I’ll quit the fanboy. I’m carrying with that tool session itself. So every session really needs an agenda slide right there compulsory the kind of thing that we’re going to go through in the next 35 minutes or so. We’re going to cover areas that we feel a critical to evolution of you the it pro along the way we will endeavour to sign post the resource is that we think you need to answer relate related ignite sessions we will wrap it all up at the ends with a nice sort of distilled for you. And as we go along as we switch over between presenters will share our own experiences I’m for us we feel it’s important to focus upon 6 key areas that were kind of balancing these forces of change if you’re in the heart of the maelstrom you really gotta. Where to push and pull in the right place? And in doing that you really need to understand these trends in innovation at pushing you and influencing you not just from the outside but those are coming from in an understanding that really allows you to set your direction and understanding that process and running through there. We’re going to help you sign posting some tools that are so you can look at your current and future states and a kind of the rappers from there we will help you with a few pointers for creating the right conditions for change. I’m highly aware that there’s many sessions throughout ignites around adoption in change so will just touch up on some of the key key subjects and there’s areas. So we talk about this whole need to balance organizational change with your personal evolution and I kind of really see this is a see soroki a translator Teeter totter and so on one side we really feel that trends and innovation really. Drive watch you do it really sets the direction and it probe really has to take it really sets the direction of travel that organization takes you back to the tech intensity point it’s those changes are being made by the vendors that are really set in the direction you go into the minds of the CIO Hey great shiny new toy. We should go this way and you’ve got the team on the inside thinking actually this direction is probably not the right thing to do or actually this is something we’re not sure off is a combination of those trends and the direction that sets the structure of an organization. Once you know that direction of travel your organization that coalesces in a certain way and from that coalesce seeing you get rolled so when she forms here nightall structure and your organization’s only you need roles like a systems architect one enterprise architect. Developer thing in those roles really are empowered. Really needs a blend of people with different skills and values because you’re only a defective team you’ve got that perfect blend for skills and values and you can see how if you understand as the pro what values you have and what skills do you have then you see how that fits into the roles but you can also. Influence the trends and innovations the way your CIOs take directions set direction or where internally you take a direction on from there. So that’s really a kind of first area that we want to focus on is how do we interpret those trends in invasion how do you take that food how does that set York. Thanks Simon looked at if there’s any evidence there that he was a civil or structural engineer and he came up with the seats or for a diagram it’s just you know he’s involved and now he’s gotta. Around that look evolution what does it it is windy conditions in our environment change and we as I to pros we’ve got our eyes fixed on the horizon we’re always looking for the new and trends and innovations in fact that’s why most of us are here. But you might have noticed that the pace of innovation is picked up and yes we have picked up on a certain quote in a certain keynote take intensity did anyone feel a little about the word intensity. I think of interval training or I saw handy I think of interval training and sort of being breathless I need to have little breaks in between so this intensity things sort of freaks me out a bit. And it sort of echoes towards a pace of change that leaves us sometimes a little breathless. So how we going to do with it how do we move our organization forward without doing it ourselves out how do we deal with the impacts of trends innovation on how we practice it. Now the way that fishley think about this is to focus on what matters to you OK we can be quite overwhelmed why all the choices in the things that are coming our way and even such a conference is that. And so we need to be able to azeite pros maybe go you know we are probably quite quite deep and what we. Experts and we might have exchanged people here I think I’ll talk to someone and security I know there was someone here on a supportdesk so we do focus out L. Interest in that area. But we also have to think about what matters to our organization. Now it’s good to focus on certain technology sometimes we’ve been doing that for years but what I want to encourage you to do is to expand your I guess you would say. Reach out to some of the. Complementary technologies right so if I think of an exchange person they’re messaging but why don’t know where intercommunication. So if you can widin that skill and start to think about. The communication technologies then you’ll be able to reach more people in it also feels like it’s an easy shift. Now the other thing that would like to think about to is how do we live Ridge our our community and as it pros would probably go to a tech community and we all like some of us might have been. Logging rather posting to forums and asking questions and all sorts of different places. Hopefully you’re also going in there in your answering questions so that it becomes an enriching experience and you’re getting your asses as a community. Do you think of your community is just the technical peers around you? Maybe. But I also think that there’s another community we have to think of and that is the people that we support. We might not think of them as this way but you’ve got your early adopters you’ve got your power users that will probably teach you more about excel than you ever know. You’ll get people who are your influential technical influential leaders in the business who also love technology so you can sign up to them and show some things. What about those people that also other ones the squeaky wheels that log the most tickets I will look to the general direction of the person who is city was an supportdesk we all have people and mind when we think about tickets being logged? All of these people who we support also contribute to our community they give us a rich and panoramic view of the impacts of change of trends and things that are even just popping up an Office 365 for example that we didn’t know about. See it yet in the message center you know so all these multiple pairs of eyes all these reactions and thoughts and stories that are built around your users experiences of technology are really important there. A huge part of your community. So you need to take a light protsch like approaches you as you look at technology and you know do go deep and one area continue their but build out and diversify a butt. And you know it going on from that once you have understood the power of community and look at Simon said something about being a fanboy but look we as a community I can see a front row of people that I will know. We are all learning from each other as I froze and as in users. Will take that as as experts who are looking at the horizon for trans innovation we can be the filter in the guide so that when we are in partnership talking with our end users in a business leaders? We can help to guide them in the right direction. Now you see engineer had another go at the slide. And we’re thinking about the direction that you want to travel. Organization wants to travel in a certain direction to get things done it’s usually towards the different trains and innovation we talked about but it is a juggling act on one side you’ve got vendors that continue to create value in their product they keep. Creating more features I’ve got this question and I don’t expect any answers yet maybe I’d like to walk up to the mic later or CSS later about this but here’s the question. It feels like we’ve been conditioned to measure their success by the number of features that they release in the pace that they release them. Yeah. So oh yes you’ve given me something new to play with or great trans innovation 15 new releases and there’s might be a little bit in conflict with what we’re talking about here was Microsoft and the things that they usually like to. You know expand but what does it in conflict with if we think about that’s what the vendors are doing what’s happening on the other side an organization that in general is resistant to change. Many changes resistant to change these forces are at work. So if we think about. You know how do we had away is pros deal with it we are at the ball were at the pivotal points and we can affect that direction. Just simply by being part of that process. We can influence avenda to make some changes to the product and we gave a great example earlier in a podcast we did I don’t know if any of you. Quite intimately familiar with some of the mission center in Office 365 but there was a certain update that they were planning to put out there and it was in the message center and it was around. We are going to create an Office 365 group for every single direct report and people underneath there. Don’t do it so the community reacted OK and we have pros were able to affect that change we are able to give the feedback and turn that ship notice I announce eated the P turn the ship around. I had an excellent thing but it’s important we can affect change and in the same way we can affect change in organizations too. Now we have a role to play there to listen to our people and this is really the first part understand your organization and what direction they’re going. Now I know some of us feel that that’s not our job that’s our IT managers job that someone else is job in our team I don’t know what size your teams are maybe there are some people here that will likely that had all those hats on. But what I want to challenge you to do is just be bold. I’ve made a recently met a guy again from New Zealand who went through this change in self he was an introvert called himself like them quite quiet like to focus on the tasks that are before me and I’ll get things done. But they were some switch that happened something that happened in his life and he thought that I’m going to be a bit risky now I’m going to go and talk to the business leaders I’m going to find out what they want and what they need. I’m going to potentially just change the way that things are rolled out and so now he’s working with the windows windows insiders for business program to try and change the way that updates are being rolled out. And he took a risk he went and talked to leadership found out what they needed and he adjusted the way that he applied her as his way of support his way of practice. And he made a partnership out of there. So I talked to these people that you work with it might sound obvious but II like to sort of start off with Hey how’s work I want to talk about tools I’ll talk about scenarios and I’ll try and understand them and how they work. So if you listening to their fears and aspirations you can start to apply what you know about the trends in innovation or maybe making it more relevant you can apply what you’re learning here this week. That’s what they were asking about and really start to find a way to apply the technology. The key thing here is to come out with a shared vision and that only happens when it as a shared discussion so be bold and try and get over the little fears and justice get into a conversation. The last thing about about this whole process here is really understanding you as the IT pro. We can’t really know what changes we need to make in the way that we practice on it unless we take a hard look at ourselves and sort of say where are we at right now. So you can go to the Internet and you can find a whole bunch of models that talk about you know where are on this curve and you’ve got to really take it and the context that it’s given but generally it’s like this you know you are you in avatoru right there at the front. Are you kind of deal with most of the crowd and you’ve let people take that risk at the at the beginning or are you are way behind and there’s all sorts of reasons why we do have to layer but sometimes we held back by? L lack of being able to upgrade things because vendors haven’t changed things you know there’s all sorts of reasons for this well let’s put some context around this let’s say that you’re a security expert. And you need to obviously you need to be at the forefront understanding how people that are attacking. You are environment right so you need to understand that but you also don’t want to be the first to use a brand new. Security appliance or or new way of protecting your environment. So I understand yourself and we’re out and then start to think about how you can empower your colleagues and change the way that they think. It’s doing alright thanks so it’s hard to follow you know a guy with a British accent and then a guy with one for down on her bed. We do what we can. So transformation happens as a result of change. And how big that transformation is. Is the result or a factor of the change in these 3 key areas people process and technology now as we mentioned earlier this can create attention? That can impact your. Make sure you’re ready to change for both you and your organization. Now that danger is that that tension can be so great that you can’t balance the organizational change. With your personal evolution now here’s the thing when we are defining maturity in readiness what we’re really doing is we’re to finding the key indicators for each of these people process. Knowledge E people indicators help us measure the presence of an IT team or an individual in support of it transformation now these indicators are additive. That means the right people with the right blend of skills in value in the right roles are way more likely to embrace change and to support. I’m growing team in to maximize the effectiveness of the transformation that you’re under in terms of process indicators what we’re talking about here is the process indicators reflect how you define. In standardized work and the readiness of those processes to be transformed. In highly mature organizations those processes are dynamic they’re fully automated there are built with purpose. They. Are open to improvement and their adapted to change as markets and companies evolved and then finally when we’re talking about tech indicators technology indicators help us understand? How the techniques used to in able to control to protect and support us those people in process pieces to achieve strategic business objectives? So I’m going to give it back over to you now so I’m in that’s being us. OK so I threw a large amount of discussion research with pros colleagues like yourselves and reviews of industry trends innovations or there’s various generic models that we kind of made reference to. Through this large body of research work with Microsoft we’ve identified 8 domains that really are sidharthan the greatest influence of prom not just use the probe that probably the organization in terms of its. Readiness to maturity is ability to change and all these things are based upon these constructs of people processor technology now just to pick one or 2 of these out in these you know. Do a search on we did it yesterday after we did through the research a artificial intelligence is said to be by the vendors something that’s super super critical everyone needs to embrace AI AI for this AI for that? Now we did a snap sample using the tool that I’m about to show you. Virtually every single person scored zero on the AI score by it is it is not really a priority to them but you can see how the vendors are trying to push that as a priority and how the organization is not a really ipride to for them so. Using this tool in using some research we can help you start to position yourself. So that’s all is really really simple you can actually try it right now what I’m talking bout obviously I’d appreciate it if all your focus is over here. And you could try the AKA link or I don’t know if they give you a QR you can scan it as well but it’s a really simple process right so you can use it for yourself is the it pro looking at the lens how you view your organization. It may be that you do just work on the help desk but it’s great so you can take this thing and take your perception this is your perception of the organizations approach these a domains like hot its approach the modern workplace is security. I don’t know what I’d say shanle level you could run through this and take a look at it and actually see how you are as an organization for the beautiful thing is this doesn’t come up with one of those beautiful curves the recognizer Bell curve which you may remember is based on crop. Growth right we’re all being encouraged to follow a model that’s based on the crop growth of the laggards the early adopters that Bell curve is basically crops it gives you a different view gives you a radarbox it gives you a feel for this is where I feel strong and confident. These the areas that are might need to focus on but if they are your priorities don’t forget this week comes back to the context so if you do end up with a bit of a black spot near the bottom round modern workplace if that is not the direction of travel of that your organizations on is it in area want to focus on. And through these things if you’ve kind of repeat this process again and again through time you can also start to track your evolution and you can also check your organization so you’ll ation. You know you will have a direction of travel set you may want to see this bubble sort of grow and move in particular areas of your banking you really want that security bubble to start moving out to the right hand side. You want to focus on these things so in that give you a really clear picture it’s really quick and simple for 5 minutes overtime at how you’re going through. Thank you Simon. Alright so far we’ve talked about the need to balance organizational change with your own personal evolution and you can strike this balance. By focusing on your strategic direction your skills and your values your rolls your structure your trends and innovation in your focusing all of these in varying degrees to meet the needs of both you. And your organization organizations readiness to change that we’ve shown you a method through which you can measure the current state of readiness in maturity for both you and your organization. It’s focused on those 8 domains that Simon was just talking about and those 8 domains through the research that Microsoft has done has proven to have had the most influence on your people process. And technology so now the question is how do you create those conditions that are most conducive to your change plans. Now we have to realize that. If you push change it breeds resistance? A weekly to find change that’s going to fill it’s just not going to happen for you so how do you do it well we start out by real life saying that we all live change. Every day. We just don’t talk about it very much and when we talk about it we don’t really do it very productively so the very first thing that you need to do is you need to create the awareness for change. That’s the business objective why are we doing this that should job want and secondly in this in moment of the presentations is we all have to embrace the notion. That true change really does come from within. It does. We change to a purpose we change for a reason when organizations want change its each of you. You do the change that you are the unit of measure. And when companies are successful at this it’s be cause. A group of individuals have collectively decided to move the organization forward. Now communicating this change through awareness is awesome but what you really need to do is to link that to a very strong benefit. A with them you know a what’s in it for me but you also need to empower your people with the skills and the training necessary to get them. To change. And especially if you’re going to ask them to change the way they work so our calls to action here are to create awareness find out what people are worried about. What are their objections what are the things that are bugging them about what you’re trying to do again? Address those see if you can’t create a desire to change. You’re going to want to support that knowledge and training as we talked about. And you’re going to want to clearly define. The benefits for change. Alright. So now what we’re going to move is onto the whole notion of the journey that we’ve been on. And the journey that we’ve been on to support our organizations. We’re really talking about. 7 key activities that you can do to help you revolution. Now both Simon andura we’ve talked about 4 of these the power of community the propensity for you to change we’ve talked about. You know not worrying about knowing everything because we just simply can’t. There’s a couple of more things that we want to talk about before we end today and one of them is on the product and scenario ownership and there are you are going to talk about that right yeah that’s right so with my background and adoption and change management. Um I’m all about scenarios an I’ve sort of thought of this as an illustration imagine that you have a pocket knife and your hand it over to someone and you ask them to describe how do you use this thing. You can hand it over to them and leave it closed and watch them Explorer. When the satellizer knife is a is a something what the heck is that and I don’t know how to use that thing right so much like how we often hand technology over to our users and we don’t really give them any? Scenarios or ways of understanding that he is the tool go and user. So what we need to do is it proezas change the way that we do their in not think that will just leave it to a trainer but we need to get familiar with scenarios as well so it’s not enough for us to just know how to turn the lights on and keep it running an. And maybe know a few things but also understand how these things have been used in practical situations. So you might feel really adding something more to my role is this something else that I have to do it only has to be a little thing you know even if it’s that you’ve learned how to use the new focused inbox in outlook. And you understand oh that’s why we use it cause it gives us more focus so that were not overwhelmed by all the email if you can think of a couple of scenarios around there then you’re already helping people to understand why to use it. Rather than that deep technical reason of how and how it works. So that’s my encouragement to you is just you know learn a few scenarios around what you support and be able to tell the story so that it makes a lot more sense than just turning the lights on. Thanks Sarah. The one I wanted to talk about a little further is becoming an internal consultant and when you do that one of the things you’re going to want to do is to embrace us off scale that may not be in your comfort zone and if it is that’s awesome. But that’s osskil is all about what we call non sales selling in his book to sell is human Dan pink define this as convincing influencing persuading. Stakeholder or a colleague of something that doesn’t involve a purchase. It turns out that in order to move people we need empathy and apathy is that thing that helps us understand other people and so in your journey to become a better it. Pro becoming a better internal consultant will be a key skill for you now it also turns out that there is a very quick test for empathy. We’re going to do it here you don’t have to share your answers with your unless you want to and it’s going to take a very short period of time but here’s what we’re going to do. I’m going to count to 3. And after I do that but I’d like for you to do with your dominant hand is stab your fingers 5 times as fast as you can and then here’s the hard part I want you to draw the letter E. On your forehead and invisible and I’ll take your pen done in less you want to that’s cool it’s all fine if if you want to that’s awesome but what we’re going to do. Again I’m going to count to 3. Question yesterday. It’s up to you flow in case of yet but the. Who won the question was do you have to draw capital or a lowercase E in our case it’s OK either one is fine? Alright so here’s the test count to 3 snap your fingers have your dominant hand fat she can’t 5 times draw the eat here we go 123. Now. Get that E strong in your mind think about that either to drew in your head and this is the critical piece. Was that E so that you could read it? War. If somebody was looking at your forehead could they read the eat? Now if it’s the latter then you’re well on your way. It is becoming an empathetic person I see some successes and we got them hands out there alright. Offer that is really cool I’m glad to hear that. For the critical skill. So where do you start. You know one of the things I wanted to mention here is. In case you haven’t guessed it UK New Zealand US. So the nearest be more specific. We had some challenges putting this thing together because of all the time zone. But the reason we wanted to do this is because we’re at a flexpoint. In the it industry. It’s awesome to be able to administer an exchange server down to the last flag bit in bite but what’s going to be critical moving forward is the ability to adapt to change in to be the change agent in your organization. And so where do you start well we’ve got some suggestions here. I would like for you to focus on those 7 kiur activities that both Simon darrell and I guess that’s 3. We all talked about the 70 activities. Would like for you to take the maturity assessment if you Boo if you like swag the immersions owns a great place to be because if you come take a really quick quiz on? Assessing the maturity of your organization will give you a ticket you’ll get a chance to go to the claw machine. And what else do you go did you get a tee shirt only if you spectacol although if you got to respect the cloth you don’t then we’re not going there so come see us in the emergence own actually general assignment and myself will all be there after this. We’d love to see you there is a white paper that we will see there in the related resources please have a look at that. And what do you think I’ll take the end yeah yeah so. We’ve got through a you know this is probably the hardest session I’ve had to write for. 10 or 12 I’ve had to deliver at various ignitus a really hard subject for us to cover right it’s really broad has a lot of death and we’ve gone through this whole principles of tracking the trends in invasion those things that push up on you. Studying the course of your direction understanding your internal direction and how those things really really affected how they flow through into how an organization kind of structures but we’re not talked about how to coalesce and organizations. But that is a whole big new conversation I think we should all be having about how we should reformen reshape organizations to move forward in this CF tech intensity to that end we’ve created a new space in the tech community so you can continue that conversation going on for. So there’s a whole brand new area code on it. Transformations and you can go in there and really start to have those conversations. Around these subjects around these hours answering how do I creative center of excellence Friday you know when I’m being pushed and pulled this way how do I face the competing demands how do I interpret well everyone wants to use the magic Gardner top corner. Aquadrome product they’ve all drunk the kool aid how do I hold these guys back without being too polite there’s a really good space to touch upon it. But also another area of 338 night when you’re in this massive learning jenn your subjected to this. Dick ulous intensity of 2000 plus sessions in a week I mean it’s kind of mind bending but I didn’t want to call a few out for you to kind of focus upon now you’ve missed some already apologized I should have got the memo earlier but. The first the first 2 really are Julia whites right she’s been talking about how Microsoft approached it for there are it pros and how to make the changes to really just feel something in there that you want to touch pond really just have a look at that and other one is around the excellerator your career we haven’t really talked about. Learning Japanese once you understand the direction of travel that you want to be a going on to individual you know how do you make that start do you go to Azure learning and do this or do you do go over the plural sight and what parts I mean there’s not. Apart from Deans amazing E test right there is no real pass around how to start changing you mean I think it’s really quite generic so. That’s a really good thing about calling out how to change your career and I’m reading the last one reason. Whatever we do however we set the compass and what we do in our skills and our values in the direction we help influence the organization the trends and innovations that we want to take on what things we want to influence the organization with. We’ve got to do it right we’ve really got to take a belief in there are social responsibility around this and so that’s really the last want to come pick up on that. If you use your skills and values to re home them focus upon them you will help set the compass and really that is the end of our session so please focus on the 7 keys subjects? Please help me choose Sam Smith and read the white paper or more open for questions. OK. I got one question sure and I do appreciate the scenario aspect of the pocket knife I correlate data traffic pattern changes we all are told and then when we get there. This is not great and then we see the next new pavanelli we like it we get more people living in the area. My question really is as you’ve done your work through the number of years and you had that nice chart showing innovators to laggards. Have you come to find what turns innovators into laggards overtime coz obviously you nighty a very broad range of agents someone or now there’s there’s a few things there that? Sometimes they are out of your control I think we can all relate to this if we are in a organization where they’re compliance issues or the certain legislation that prevents us from going forward we want to go forward we want to lead our company for it but it’s one of the reasons that. Some out of our control you know whether the vendors ovall line of business application have managed to get themselves into the Windows 10 space or are we still stuck in Windows 7 area so there’s technical things. And I think also just before I head over to Dean the other thing that we aren’t very comfortable with and I’m trying to encourage you to do is the area you can change change itself in actually having more of a conversation with people. That’s really one of those factors that that’s absolutely great and I’m really glad you asked that question because I’m moving between lager and innovation I’m just going to confess us I kind of like structure. I’m just kind of I just that way yeah. One of the things that you know in my career that I know for sure doesn’t work is when somebody goes. It’s Tuesday let’s innovate. No not you know not only when it’s like no create a program for innovation if you create the structure again we change for a reason we change on purpose we can’t. Innovate without being planeful of what it takes to do that so that’s where I would start is you know. You know where I always start is what problem are we trying to solve. And also problems do not care how you solve them and that’s a lot of what’s at the heart of innovation I love your questions thank you yeah it’s great question yet you going to move the needle little bit right let’s go from laugart to. Innovative my software every want everyone to be innovators right now and what they’re trying to do is drague everyone across and note focus on the little things that start moving the dial in the place that you want to do so that’s a great question thank you very much thank you. If you have people who are changing? Who then in turn one to change a lot of technology? And then in turn changes. All the process. If it all happens at the same time how do you manage that how do you get control over that at the highest levels? I think we already see that happening when we provide such a rigid structure in it that people are going outside of our bounds and making that change happen cells. So they want change and they want to have options and choices but we now have the ability if we can get our mind around us to provide that nice ring fence of choice. Some people sell Microsoft you give me too many choices is so many overlaps of applications what do I choose and win and we see all these different graphics about that the main thing is that we give people choice and we know that and we can trust that at some of the ring fence that is at least within the bounds of our control. Yeah II love your word description because as you got about halfway through it I was in the capsule with you know Jim Lovell and the food to was going in space and the tank babelsberg everything was in the air and that’s what changed kind of feels like. Even when we it’s a good change you know we have a hard time with it but what I would say is again I would I would say fall in love with a problem. Not the solution and then be again be very planeful about what that objective is and how it ties to the business and I really hammer home in the fact that we all you know. We all walk into work in our changes already up here we walk into work and we’re here and then arbas puts one another level on and suddenly we can’t see because all the change is blocking our view. The way I deal with that is I start off with OK what’s our plan where you know where we going to end up here and then prioritize that’s what the other thing that we part of the maturity assessment those 8 domains. We thought why not sure exactly what we thought but what we’re finding is as. Simon mentioned is AI is not on very many people’s radar it sounds cool in it’s an important part of our future and all of that but I love the fact that people are being honest with us as they are being very transparent when they assess. There are change but I love the question in that’s where I would start so just for up I quit the governor tarkin model so anyone familiar with the Star Wars line the more you tighten your grip the more they slip through your fingers. So it’s all about balancing the amount of grip you have everything people processing technology is changing right you apply certain amount of grip in those different areas make sure the things that we want to slept through are acceptable to you. Acceptable risk taking effectively but yeah just focus group questions thanks very much yeah he still mad we didn’t work costumes. I’m super better. And questions any other questions. Well thank you all very much have a great rest of your afternoon thank you.

Danny Hutson

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