Best Practice Webinar

Managing change: From on-premises to cloud

On-Demand Webinar

Moving from an existing on-premises contact center solution to a modern cloud architecture doesn’t have to be intimidating. A smart change management strategy lets you identify potential stumbling blocks and prepare to reach your organization’s goals.

Join Genesys strategic business consultant Jodi Thompson for a roundtable discussion with Genesys customers who have been there and done that. You’ll learn:

  • Essential components of managing change before, during and after a move to new contact center technology
  • Lessons learned including what customers wished they had done differently
  • How personalized migration plans and the Genesys team made it easier to navigate change

Better customer and employee experiences await. Take the next step by registering today.

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Good morning, evening and afternoon

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everyone. My name is Josh

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Reed and I’m going to

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be one of the moderators

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for today’s presentation and let

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me be the first to

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welcome you to our on

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demand webinar, managing change from

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on premises to cloud. As

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per usual, I’m going to

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keep this short and sweet,

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but we do have a

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couple of housekeeping items I

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want to cover before we

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get started. First off, if

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you experience any problems viewing

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or listening to today’s presentation,

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refresh your browser and make

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sure that it’s up to

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date to support HTML5 as

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this usually fixes any console

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issues. It also might help

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to switch over to something

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like Chrome or Mozilla Firefox

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as well, as these are

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the best browsers to support

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the Webcast platform. And also

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note that we encourage you

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to submit questions to the Q&

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A window in the top

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middle of your screen, although

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this is an on demand

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recording, we will gather your

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questions after the fact and

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respond as promptly as we

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can within the next few

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business days. So if you hear

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anything throughout the presentation you

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want to learn more about,

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be sure to throw those questions

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in there. Also note that

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this is on demand, so you

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have full playback capabilities. If

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you miss anything, need to

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stop and take a meeting

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or anything like that, that’s

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completely fine. You can pause,

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come back later, it’s all

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up to your convenience. As

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I said, short and sweet.

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So I’m excited to introduce

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our panel today. We have

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my partner in crime here,

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Jody Thompson, she is going

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to be one of the

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moderators for today’s- Presentation. She’s

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the Senior Principal Business Consultant

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here at Genesys. We also

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have Laurie Bachland, the President

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of Strategic Contact. As well

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as two of our special

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customers from Coke Business Solutions.

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We have Julie Hopkins, the

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Project Manager and Dean the

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Platform Architect. So with all

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that being said, I’m actually

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going to hand things off to

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Jody today to kick off

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the conversation. Jody, the floor

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is yours. Thank you. Hi

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everyone, great to see you

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again. So let’s talk about

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change. First of all, what

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I wanted to do is

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kick things off regarding level

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setting, what change management is.

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So change management is about

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ensuring individuals and organizational adoption

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of new technology. Also, about

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adoption of processes, roles, culture,

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all of that that comes

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with a contact center migration.

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So whether change is perceived

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as simple or complex, anticipating,

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preparing and manning for change

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is essential to any organization

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as we’ve discussed. One of

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the… I’m sorry, two of

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the top questions I hear

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from customers is” Why do

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change management in the first

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place?” And also, ” How do

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other companies do change management?”

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So for today’s conversation and

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we’ve talked about it before,

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we want to get your

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feedback and your insight. So

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I’m going to kick things

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over first to Laurie, and

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ask Laurie and then Julie,

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can you share with us

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what… about what change management

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means to you? Yeah. Thank

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you… It’s one of my

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favorite topics. I got trained

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in it a long time

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ago and get to apply it

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on projects all the time

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as a consultant, I’ve worked

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with a lot of different

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companies. When I’m helping clients

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understand what we’re talking about

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with change management, we say

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it’s concepts and tools. Everyone

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understands that project management concept,

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but this is about helping,

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as you said, individuals and

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groups change. I like to

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think of it as a

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journey. Any project you’re on

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a journey, and you want

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to bring everybody along successfully

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to that target destination, and

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you’re going to hit some

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bumps. You’re going to have

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some detours along the way

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and change management really helps

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everybody adjust and adapt as

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you go on that journey,

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and still hopefully end up

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at the right place together

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and able to get the

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benefits of that change. Good.

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Laurie, what’s your insight to

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share? Yeah, thanks Laurie and so

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when I look at change

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management, I kind of… well

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I’m a project manager, so

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I view it from a

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project management and customer perspective.

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So anytime there is a

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project, there will be organizational

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changes that’ll have to be

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thought through from a customer

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perspective and to Laurie’s point,

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it’s about identifying that bunch

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of people in a project.

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We call those the stake

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holders, and getting them bought

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into that vision and why

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the change is needed in

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determining the plan on how

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to get them to that

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desired state. So I feel

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like if you can create

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a framework or guard rails

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around that process, that really

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is very beneficial for organizations

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to be able to obtain

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and get to the goals

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of change management. Okay great.

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So we heard some keywords

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such as guardrails, which I

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really like that phrase and

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everything that was shared so

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far. But let’s talk about

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real world experiences, so Dean,

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we’d like to hear from

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you regarding change management, but

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first, can you give us

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a little bit of a

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background as to what exactly

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what was driving change at

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Coke Global Solutions and address

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why change management became such

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an essential part of your

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organization. So if you’d like,

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I will push forward that

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first slide and you can

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give us some background. Sure.

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So yeah, we were doing

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a couple of things with

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this project. So I was

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obviously the technical resource for

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the project and Joy was

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my PM that coordinated the

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project. This particular piece of

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the project was part of

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I guess a program, which

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was a larger effort to

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bring Coke forward off of

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premise based infrastructure, some pretty

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common infrastructure. I think a lot of people

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will recognize and get into

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cloud services platform, Genesys being

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one of those. It was

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several things going on, but

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Genesys was obviously the focus

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that I had. So what

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this slide illustrates the larger

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footprint that we have for

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Coke Global Services that we

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provide to our customers to

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contact service contact center capability.

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These are some of the

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sister companies that we support

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in that effort. The next

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slide is the one that

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illustrates the actual project that

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Julie and I had worked on,

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and what we were doing

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with this piece of that

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larger project was consolidating two…

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up to that point, consolidating

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two separate workflows, one being

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HR and one being IT.

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Traditional inbound contact centers, pretty

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standard stuff. The HR… excuse

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me, the IT portion of

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that was already semi global.

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We had offices in Singapore

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and China, and as part

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of this project, we opened

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up three new offices all at

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the same time migrating them

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onto Pure Cloud, which I

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guess is now Genesys Cloud CX.

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So there was quite a

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bit of change going on

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as we went through that.

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With that change, what was one of the things

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that made change easier for

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your organization regarding technology? Well

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like Julie mentioned, having high

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level adoption, having a strategy

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that we were performing under…

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really helped us out there.

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Having that buy in from

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a high level that this

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is the strategy, this is

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what we’re doing and understand

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that this is part of

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a very larger effort. Okay.

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So that was a big

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piece of it. So were

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there any top of mind concerns

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coming to the forefront when

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you were looking at the

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entire migration process? So probably

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some of the big concerns,

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we had a good grip

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on the technology. We had

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been using it for quite

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some time, well for about

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a year and a half

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up to this point. The concern

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that we had for rolling

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it out was probably more

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of a bottom up concern,

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which was the training aspect

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in getting the users comfortable

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with the application. Some of

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them were coming from well

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known or well understood platforms

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that they really liked and

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had a good comfort… sense

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of comfort around, and so

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in order to address that,

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we adopted a train to

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trainer mentality. Where we worked,

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Julie and I and then the

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rest of the project worked

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with what we called early

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adopters or power users. We

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got them into the platform

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early, we trained them, we

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got them to feel good

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about it so that they could

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then go back to their

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teams and be the people

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that really represented back to

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the end users. Part of this was that your technical change was because

283
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the system was aging and

284
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moving towards end of life

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support, so that’s part of

286
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why you needed to make

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the change, correct? Yes. Correct.

288
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We had as an organization

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at a very high level

290
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had adopted a cloud first

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strategy, just across all IT

292
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services, all IT delivery and

293
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this was a piece of that. Okay and Julie,

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can you add anything addition

295
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to that, some of the

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type of mind concerns that

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came when you were moving

298
00:09:28,610 –> 00:09:32,850
forward with this migration? Yeah.

299
00:09:32,850 –> 00:09:35,510
Well number one, it’s global

300
00:09:35,510 –> 00:09:37,700
change, right? So we had

301
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languages that we needed to

302
00:09:39,100 –> 00:09:42,710
verse across and so that

303
00:09:42,710 –> 00:09:45,210
made it particularly difficult was

304
00:09:45,770 –> 00:09:49,820
that language barrier. Okay. Anything

305
00:09:49,820 –> 00:09:51,690
else? is funny that Julie

306
00:09:51,690 –> 00:09:54,130
mentioned that because initially, I

307
00:09:54,130 –> 00:09:54,960
didn’t see that as a

308
00:09:54,960 –> 00:09:56,110
concern. I didn’t know enough

309
00:09:56,110 –> 00:09:57,170
about it to be concerned

310
00:09:57,170 –> 00:09:59,000
it at the time, and

311
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then as we started getting

312
00:10:00,370 –> 00:10:02,140
into it, then it became

313
00:10:02,140 –> 00:10:03,480
apparent that” Hey, this is

314
00:10:04,320 –> 00:10:04,670
a little bit of a

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00:10:04,670 –> 00:10:05,680
new way to deliver this

316
00:10:05,680 –> 00:10:07,850
service.” It wasn’t a concern

317
00:10:07,850 –> 00:10:10,140
so much as it… it

318
00:10:10,140 –> 00:10:12,210
definitely registered as a nice

319
00:10:12,210 –> 00:10:15,820
little challenge. All right, well

320
00:10:15,820 –> 00:10:17,490
thank you on that. So

321
00:10:17,490 –> 00:10:19,680
now that we discussed what changes

322
00:10:19,680 –> 00:10:22,180
and challenges that you initially

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00:10:22,180 –> 00:10:24,780
begin to face, we heard

324
00:10:24,780 –> 00:10:26,120
from you that we learn

325
00:10:26,120 –> 00:10:27,800
that everybody responds to change

326
00:10:27,800 –> 00:10:30,190
differently. This may range from

327
00:10:30,190 –> 00:10:31,690
those that welcome change and

328
00:10:31,690 –> 00:10:33,710
embrace something new, or those

329
00:10:33,710 –> 00:10:35,360
that will remain steadfast and

330
00:10:35,360 –> 00:10:37,510
preserve the status quo. So

331
00:10:37,550 –> 00:10:39,130
Laurie, I’d just like to

332
00:10:39,130 –> 00:10:40,640
get some insight from you

333
00:10:40,640 –> 00:10:42,390
as to what you’re seeing

334
00:10:42,390 –> 00:10:43,530
with your clients who are

335
00:10:43,530 –> 00:10:45,270
facing change from a contact

336
00:10:45,270 –> 00:10:47,140
center, and really how do

337
00:10:47,140 –> 00:10:48,610
you go about getting that

338
00:10:50,470 –> 00:10:52,260
and methodology? So let me

339
00:10:52,260 –> 00:10:53,540
go ahead and push forward

340
00:10:53,670 –> 00:10:56,310
the slide to you. Yeah,

341
00:10:56,310 –> 00:10:57,460
and actually why don’t you

342
00:10:57,460 –> 00:10:58,210
go to the next one?

343
00:10:58,710 –> 00:11:00,140
I’ll talk about it from

344
00:11:00,140 –> 00:11:02,140
a little bit of various

345
00:11:02,140 –> 00:11:05,460
project but it’s interesting when

346
00:11:05,460 –> 00:11:06,680
you say that about people

347
00:11:06,880 –> 00:11:07,840
embrace change. One of my

348
00:11:07,840 –> 00:11:10,690
favorite change management jokes, if

349
00:11:10,690 –> 00:11:11,340
you can call that a

350
00:11:11,340 –> 00:11:12,950
category of jokes is the

351
00:11:12,950 –> 00:11:14,350
only people who like change

352
00:11:14,350 –> 00:11:15,980
are wet babies and panhandlers.

353
00:11:19,430 –> 00:11:20,450
I use that all the

354
00:11:20,450 –> 00:11:22,210
time because even when people

355
00:11:22,210 –> 00:11:24,500
say they like change, what

356
00:11:24,500 –> 00:11:25,470
the reality is, is people

357
00:11:25,470 –> 00:11:26,340
like change when they’re in

358
00:11:26,340 –> 00:11:27,720
control of it, right? They

359
00:11:27,720 –> 00:11:29,870
don’t like change that… to

360
00:11:29,870 –> 00:11:31,700
them. They like changes that

361
00:11:31,700 –> 00:11:32,880
they decide to make and

362
00:11:32,880 –> 00:11:33,980
feel like, ” Hey, I’m in

363
00:11:33,980 –> 00:11:35,210
charge of this thing.” Right?

364
00:11:36,290 –> 00:11:38,180
So it’s good listening to

365
00:11:39,110 –> 00:11:40,580
what Coke did and thinking

366
00:11:40,580 –> 00:11:42,010
about… I chuckle with the

367
00:11:42,010 –> 00:11:43,810
global footprint of what Dean

368
00:11:43,810 –> 00:11:45,260
put up with the graphic

369
00:11:45,260 –> 00:11:46,470
there, and talking about the

370
00:11:46,470 –> 00:11:47,610
language thing. There’s all kinds

371
00:11:47,610 –> 00:11:48,770
of culture, right? It’s easy

372
00:11:48,770 –> 00:11:49,990
to look at global and

373
00:11:49,990 –> 00:11:51,470
say, ” Well there’s cultural differences.”

374
00:11:51,470 –> 00:11:52,540
But even within a given

375
00:11:52,540 –> 00:11:53,840
company, I mean different sites

376
00:11:53,840 –> 00:11:55,860
could have cultural differences. Your

377
00:11:55,860 –> 00:11:57,470
contact center could have cultural

378
00:11:57,470 –> 00:11:59,700
differences compared to your back

379
00:11:59,700 –> 00:12:02,040
office for example, and then

380
00:12:02,320 –> 00:12:04,130
you mentioned the different people

381
00:12:04,130 –> 00:12:06,530
impacted, the users, the people

382
00:12:06,870 –> 00:12:08,190
that have a phone or

383
00:12:08,190 –> 00:12:10,810
have a particular desktop interface

384
00:12:11,090 –> 00:12:12,520
versus the IT people, who

385
00:12:12,520 –> 00:12:15,090
have certain roles and responsibilities.

386
00:12:16,450 –> 00:12:18,480
Then management that might have

387
00:12:18,480 –> 00:12:20,170
a perspective that’s a little

388
00:12:20,170 –> 00:12:21,500
bit oblivious to how important

389
00:12:21,500 –> 00:12:23,230
these processes and technology are

390
00:12:23,230 –> 00:12:25,250
to individuals and groups. So

391
00:12:25,250 –> 00:12:26,110
I think when you’re looking

392
00:12:26,110 –> 00:12:27,620
at the challenge of change,

393
00:12:27,620 –> 00:12:28,990
and the opportunity with new

394
00:12:29,190 –> 00:12:31,810
projects, cloud for example is

395
00:12:31,810 –> 00:12:33,560
to understand all that and

396
00:12:33,590 –> 00:12:34,790
even when people say, ” Oh,

397
00:12:34,790 –> 00:12:36,100
we’re excited about this new

398
00:12:36,160 –> 00:12:37,960
system.” Recognize that everybody’s going

399
00:12:37,960 –> 00:12:38,700
to look at it a little

400
00:12:38,700 –> 00:12:40,190
differently and have a little

401
00:12:40,190 –> 00:12:41,930
bit different set up reactions,

402
00:12:42,190 –> 00:12:44,260
maybe fears in that. So

403
00:12:44,260 –> 00:12:45,870
this slide, I just throw

404
00:12:45,870 –> 00:12:47,870
some ideas out there and

405
00:12:47,870 –> 00:12:48,730
the first one is just

406
00:12:48,730 –> 00:12:50,030
the cloud, moving to the

407
00:12:50,030 –> 00:12:50,930
cloud in general and of

408
00:12:50,930 –> 00:12:52,280
course, we’ll talk more about a lot of

409
00:12:52,850 –> 00:12:53,650
people have done that on

410
00:12:53,650 –> 00:12:55,050
the fly here with the

411
00:12:55,050 –> 00:12:56,970
virus impacts, but people were

412
00:12:57,820 –> 00:12:59,640
resistant in some cases and

413
00:12:59,640 –> 00:13:00,990
this is a push forward

414
00:13:01,210 –> 00:13:02,690
and changes IT’s roles and

415
00:13:02,690 –> 00:13:04,780
responsibilities, and how people interact

416
00:13:04,780 –> 00:13:06,480
with a vendor. What the

417
00:13:06,480 –> 00:13:08,580
users can do themselves versus

418
00:13:08,620 –> 00:13:10,590
what the IT people do.

419
00:13:11,530 –> 00:13:13,580
Then the other ones are examples and everybody

420
00:13:13,580 –> 00:13:14,470
can think about… this is

421
00:13:14,810 –> 00:13:16,140
a trigger for the people

422
00:13:16,680 –> 00:13:17,470
that are listening to the

423
00:13:17,470 –> 00:13:18,800
Webcast to think about the

424
00:13:18,800 –> 00:13:19,970
kinds of changes you make

425
00:13:19,970 –> 00:13:21,210
and how those impact people.

426
00:13:21,570 –> 00:13:23,080
Like I said, a changing a

427
00:13:23,080 –> 00:13:24,680
phone or changing a desktop

428
00:13:24,680 –> 00:13:28,490
interface, a new workforce management

429
00:13:28,490 –> 00:13:30,500
tool, or quality monitoring that’s

430
00:13:30,500 –> 00:13:31,670
going to be used differently.

431
00:13:31,670 –> 00:13:33,130
The tools different and oh

432
00:13:33,130 –> 00:13:34,070
my gosh, what are they

433
00:13:34,070 –> 00:13:34,810
going to do with it,

434
00:13:34,810 –> 00:13:36,990
right? So this is a

435
00:13:36,990 –> 00:13:38,170
starter to think about what

436
00:13:38,170 –> 00:13:39,040
are the risks if you

437
00:13:39,040 –> 00:13:41,030
don’t do change management and

438
00:13:41,030 –> 00:13:43,000
bring people along? Versus if

439
00:13:43,000 –> 00:13:44,120
you put change management in

440
00:13:44,120 –> 00:13:45,780
place, which ultimately, the goal

441
00:13:45,780 –> 00:13:47,020
is to get people to

442
00:13:47,020 –> 00:13:49,330
embrace it, hopefully be advocates

443
00:13:49,330 –> 00:13:50,730
of it and not have

444
00:13:50,730 –> 00:13:51,950
them be… I used the

445
00:13:51,950 –> 00:13:55,180
word saboteurs, somebody that resists-

446
00:13:55,180 –> 00:13:57,250
I saw that. Yeah. As

447
00:13:57,250 –> 00:13:59,300
a result, impacts other people’s

448
00:13:59,400 –> 00:14:01,150
ideas about a change, right?

449
00:14:01,150 –> 00:14:02,140
We want to create change

450
00:14:02,140 –> 00:14:04,790
advocates and not people that

451
00:14:04,790 –> 00:14:05,880
are going to put up

452
00:14:05,880 –> 00:14:06,960
their own barriers and by

453
00:14:06,960 –> 00:14:09,400
doing that, might actually impact

454
00:14:09,400 –> 00:14:10,550
other people. So I hope

455
00:14:10,550 –> 00:14:11,560
this table works, is something

456
00:14:11,600 –> 00:14:13,510
that triggers people thinking about

457
00:14:14,070 –> 00:14:15,160
the different things that do

458
00:14:15,160 –> 00:14:17,080
impact individuals and groups as

459
00:14:17,080 –> 00:14:18,360
they change with new systems

460
00:14:18,360 –> 00:14:22,550
and capabilities. Okay great. So

461
00:14:22,550 –> 00:14:24,280
Julie, I want to kick

462
00:14:24,290 –> 00:14:25,730
things off with you, but

463
00:14:25,940 –> 00:14:27,430
everybody has their own best

464
00:14:27,430 –> 00:14:28,490
practice and one of the

465
00:14:28,490 –> 00:14:29,560
things I think all of

466
00:14:29,560 –> 00:14:30,930
us can agree from our

467
00:14:30,930 –> 00:14:33,480
experience in change management is

468
00:14:33,480 –> 00:14:35,280
their… it’s not one size

469
00:14:35,280 –> 00:14:36,490
fits all. There is not

470
00:14:36,490 –> 00:14:38,370
one approach or one methodology

471
00:14:38,370 –> 00:14:39,810
that is the best, but

472
00:14:39,810 –> 00:14:40,850
you really need to look

473
00:14:40,850 –> 00:14:41,900
at what is best for

474
00:14:41,900 –> 00:14:44,160
you and your organization? So

475
00:14:44,160 –> 00:14:46,870
Julie, I’ll move to this

476
00:14:46,870 –> 00:14:47,970
slide I believe is what

477
00:14:47,970 –> 00:14:48,880
you want me to cover.

478
00:14:48,900 –> 00:14:51,700
Yeah. Hear from you as

479
00:14:51,700 –> 00:14:53,310
to what was the best

480
00:14:53,310 –> 00:14:55,290
approaches and practices for you and

481
00:14:55,450 –> 00:14:57,560
your organization to manage and

482
00:14:57,560 –> 00:15:01,490
adopt change. Right. Well part

483
00:15:01,490 –> 00:15:02,890
of our change and Dean

484
00:15:02,890 –> 00:15:04,380
alluded to this, was it

485
00:15:04,380 –> 00:15:05,730
was part of a large

486
00:15:05,730 –> 00:15:07,330
enterprise initiative and it was

487
00:15:07,330 –> 00:15:10,900
across… it affected every employee,

488
00:15:10,900 –> 00:15:12,070
and so as part of

489
00:15:12,070 –> 00:15:13,420
it, it was a little

490
00:15:13,420 –> 00:15:15,200
bit of packaged up within

491
00:15:15,200 –> 00:15:17,500
that big enterprise change. But

492
00:15:17,500 –> 00:15:19,460
within that big enterprise change

493
00:15:19,460 –> 00:15:21,310
from an awareness perspective, we

494
00:15:21,310 –> 00:15:22,880
created what we call change

495
00:15:22,880 –> 00:15:25,530
network leads. So across all

496
00:15:25,530 –> 00:15:26,660
our different companies and our

497
00:15:26,660 –> 00:15:29,530
organizations, we created a lead

498
00:15:29,530 –> 00:15:32,110
person that, that was a

499
00:15:32,110 –> 00:15:33,230
role, right? Was to be

500
00:15:33,230 –> 00:15:35,500
the change advocate, so they

501
00:15:35,500 –> 00:15:36,930
would… we would communicate with

502
00:15:36,930 –> 00:15:37,660
them and then they would

503
00:15:37,660 –> 00:15:39,970
go back to their folks

504
00:15:40,110 –> 00:15:41,370
at their company and they

505
00:15:41,370 –> 00:15:43,450
would be able to inform

506
00:15:43,450 –> 00:15:44,530
their people about where the

507
00:15:44,530 –> 00:15:46,440
project was at, and then

508
00:15:46,440 –> 00:15:48,250
they would advocate the changes

509
00:15:48,250 –> 00:15:49,800
that were happening. So that

510
00:15:49,800 –> 00:15:51,800
was very helpful throughout the

511
00:15:51,800 –> 00:15:57,350
project. And the model that

512
00:15:57,350 –> 00:15:58,830
you displayed right now, is

513
00:15:58,830 –> 00:15:59,980
that a method that you

514
00:15:59,980 –> 00:16:04,440
used? Yeah. I would say

515
00:16:04,550 –> 00:16:06,440
we don’t maybe use it

516
00:16:06,550 –> 00:16:08,730
formally. Maybe more- Right. We

517
00:16:08,730 –> 00:16:10,470
think about it when we use project

518
00:16:10,470 –> 00:16:13,760
management more informally, but definitely

519
00:16:14,190 –> 00:16:15,230
as I thought through this

520
00:16:15,230 –> 00:16:17,940
project, it does fall into

521
00:16:17,940 –> 00:16:22,180
the same model. Okay. And

522
00:16:22,180 –> 00:16:23,670
I would say one of

523
00:16:23,670 –> 00:16:25,120
the most important things back

524
00:16:25,120 –> 00:16:26,880
on the other slide and

525
00:16:27,400 –> 00:16:28,900
following up to what Laurie

526
00:16:28,900 –> 00:16:30,480
said is that I think

527
00:16:30,480 –> 00:16:32,130
the reinforcement piece of it

528
00:16:32,460 –> 00:16:33,520
at the end of that

529
00:16:33,520 –> 00:16:35,890
change is really important. It’s

530
00:16:35,890 –> 00:16:37,860
just having those open lines

531
00:16:37,860 –> 00:16:39,590
of communication for folks to

532
00:16:40,830 –> 00:16:43,290
continue to adapt to the

533
00:16:43,290 –> 00:16:46,140
changes that have happened. Okay.

534
00:16:47,150 –> 00:16:48,070
You guys had shared with

535
00:16:48,070 –> 00:16:49,050
me when we were prepping

536
00:16:49,050 –> 00:16:50,590
for this, and I think

537
00:16:50,590 –> 00:16:52,410
you just mentioned it Laurie,

538
00:16:52,670 –> 00:16:54,440
but Dean, you mentioned the

539
00:16:54,440 –> 00:16:56,110
train the trainer model that was

540
00:16:56,110 –> 00:16:58,620
very successful in managing change.

541
00:16:59,060 –> 00:17:01,440
Then Julie, your change advocates,

542
00:17:01,440 –> 00:17:03,050
were those the power users

543
00:17:03,050 –> 00:17:04,160
that you were mentioning to

544
00:17:04,160 –> 00:17:08,260
us earlier? No, so we

545
00:17:08,260 –> 00:17:09,220
had talked about training the

546
00:17:09,220 –> 00:17:10,640
trainer and that was more

547
00:17:10,640 –> 00:17:12,990
specific to the support centers.

548
00:17:13,800 –> 00:17:15,630
So we trained… we picked

549
00:17:15,630 –> 00:17:17,420
out a subject matter expert

550
00:17:17,420 –> 00:17:18,640
at the support centers and

551
00:17:18,640 –> 00:17:19,720
then train them, so that

552
00:17:19,720 –> 00:17:20,820
they can then in turn go

553
00:17:20,820 –> 00:17:25,690
train their support team, but

554
00:17:25,690 –> 00:17:26,850
they were not the same as

555
00:17:26,850 –> 00:17:29,700
the change network leaders. Okay.

556
00:17:31,280 –> 00:17:32,340
It was funny when Laurie

557
00:17:32,340 –> 00:17:33,370
mentioned, I was thinking about

558
00:17:33,370 –> 00:17:35,690
that I visualize those people

559
00:17:35,690 –> 00:17:37,220
as change advocates because they

560
00:17:37,220 –> 00:17:38,890
represented the application back to the people

561
00:17:38,890 –> 00:17:40,080
I was most concerned with,

562
00:17:40,800 –> 00:17:42,190
but I think from the

563
00:17:42,210 –> 00:17:43,960
change management perspective, it was

564
00:17:44,190 –> 00:17:46,700
really more the change leads

565
00:17:47,350 –> 00:17:48,280
that you were talking about

566
00:17:48,300 –> 00:17:50,690
Julie. So essentially there were

567
00:17:50,690 –> 00:17:52,150
two different dynamics going on

568
00:17:52,150 –> 00:17:55,660
there. Okay, and Dean, you’ve

569
00:17:55,660 –> 00:17:57,310
been very passionate about expressing

570
00:17:57,310 –> 00:17:58,880
that a good project management is important in

571
00:17:59,930 –> 00:18:02,070
the overall change management strategy,

572
00:18:02,070 –> 00:18:03,120
as well as the migration.

573
00:18:03,120 –> 00:18:04,710
Could you speak to that?

574
00:18:07,330 –> 00:18:08,750
Yeah. It’s important. Having a

575
00:18:08,750 –> 00:18:10,850
good project manager is important,

576
00:18:12,320 –> 00:18:13,500
and it’s… we talk about

577
00:18:13,500 –> 00:18:14,920
this a lot and it’s

578
00:18:14,920 –> 00:18:15,940
one of those things that

579
00:18:15,940 –> 00:18:18,900
I struggle with defining what

580
00:18:18,900 –> 00:18:20,920
exactly good project management is

581
00:18:20,920 –> 00:18:23,330
and it’s definitely one of those things when

582
00:18:23,330 –> 00:18:25,140
you see it. But I

583
00:18:25,170 –> 00:18:28,000
think to the extent that

584
00:18:28,140 –> 00:18:30,680
individual contributors within a project

585
00:18:30,680 –> 00:18:32,130
can focus on their deliverables

586
00:18:32,170 –> 00:18:34,500
and their tasks and not

587
00:18:34,500 –> 00:18:35,350
really have to worry so

588
00:18:35,350 –> 00:18:36,520
much about what everybody else

589
00:18:36,520 –> 00:18:38,350
is doing, and not have

590
00:18:38,350 –> 00:18:39,210
to think about those other

591
00:18:39,210 –> 00:18:40,260
things. They can just stay

592
00:18:40,260 –> 00:18:42,230
on target and do their

593
00:18:42,230 –> 00:18:44,930
thing. We really had that

594
00:18:44,990 –> 00:18:46,540
luxury in this project, and

595
00:18:46,960 –> 00:18:50,340
when you’re dealing with a complex environment,

596
00:18:51,080 –> 00:18:53,530
a complex transition, it’s nice

597
00:18:53,800 –> 00:18:54,540
for me if you’re in

598
00:18:54,540 –> 00:18:56,140
a technical role to not

599
00:18:56,140 –> 00:18:57,510
have to worry about the

600
00:18:57,510 –> 00:19:00,240
soft aspects dealing with customers

601
00:19:00,240 –> 00:19:03,190
that are not really liking

602
00:19:03,190 –> 00:19:05,370
what they’re having to go through. So-

603
00:19:05,370 –> 00:19:07,650
Yeah, we’re good. This change

604
00:19:07,650 –> 00:19:09,620
is a result of having

605
00:19:09,620 –> 00:19:12,190
good technology and a good champion to tie

606
00:19:12,190 –> 00:19:14,610
into your project management. So

607
00:19:14,610 –> 00:19:16,240
you’ve spoken to us about

608
00:19:16,240 –> 00:19:17,390
it’s a bigger picture than

609
00:19:17,390 –> 00:19:18,970
that, and that vision and

610
00:19:19,040 –> 00:19:20,880
that liaison and that partnership

611
00:19:20,880 –> 00:19:22,480
is really important. So could

612
00:19:22,480 –> 00:19:23,470
you elaborate a little bit

613
00:19:23,470 –> 00:19:26,310
more on the technology champion

614
00:19:26,310 –> 00:19:27,700
and partnership that you were

615
00:19:28,030 –> 00:19:29,610
looking to make sure moves

616
00:19:29,610 –> 00:19:30,860
you forward with what you’re

617
00:19:30,860 –> 00:19:34,750
trying to achieve? Yeah. It

618
00:19:34,750 –> 00:19:35,770
worked well. That happened in

619
00:19:35,770 –> 00:19:37,410
real time when we had

620
00:19:37,410 –> 00:19:39,480
selected Genesys to partner with

621
00:19:39,480 –> 00:19:42,580
on this. In terms of

622
00:19:42,630 –> 00:19:44,210
this being our primary platform,

623
00:19:45,490 –> 00:19:46,740
this project wasn’t in scope

624
00:19:46,740 –> 00:19:48,290
yet. I was generally aware

625
00:19:48,290 –> 00:19:50,200
that there was some capabilities

626
00:19:50,200 –> 00:19:51,110
we’d be able to leverage,

627
00:19:51,110 –> 00:19:53,280
but it didn’t really crystallize

628
00:19:53,440 –> 00:19:55,520
until the requirements for the

629
00:19:55,520 –> 00:19:58,790
project popped up. So that

630
00:19:58,790 –> 00:20:00,010
forced us or gave us

631
00:20:00,010 –> 00:20:03,410
the opportunity to give our

632
00:20:03,700 –> 00:20:05,040
customers some options on how

633
00:20:05,040 –> 00:20:07,310
they managed their workflows and

634
00:20:07,310 –> 00:20:10,190
how we interacted with the

635
00:20:10,190 –> 00:20:12,670
application and going the speech

636
00:20:12,970 –> 00:20:14,140
piece and the language piece

637
00:20:14,140 –> 00:20:15,310
was a big component of

638
00:20:15,310 –> 00:20:18,170
that. We shifted from using

639
00:20:18,470 –> 00:20:19,930
traditional white files and audio

640
00:20:19,930 –> 00:20:21,840
files, which worked very well

641
00:20:21,840 –> 00:20:24,140
for quite a while and we

642
00:20:24,160 –> 00:20:25,740
shifted into more of a

643
00:20:25,740 –> 00:20:27,970
text to speech capability of

644
00:20:27,970 –> 00:20:29,550
multiple language text to speech

645
00:20:29,550 –> 00:20:33,940
capability, which that was interesting.

646
00:20:34,360 –> 00:20:35,220
A lot of people learned

647
00:20:35,220 –> 00:20:36,100
a lot of things about

648
00:20:37,020 –> 00:20:40,140
other languages. It allowed us

649
00:20:40,310 –> 00:20:46,820
to use some capabilities of PureCloud

650
00:20:47,740 –> 00:20:48,570
to pretty good effect, so it was nice. Okay, and the last piece because it’s one

651
00:20:48,570 –> 00:20:50,880
of my favorites on how

652
00:20:50,880 –> 00:20:54,170
before we get to Laurie

653
00:20:54,220 –> 00:20:56,440
is Julie, and you mentioned

654
00:20:56,440 –> 00:20:58,290
earlier the reinforcement and the

655
00:20:58,290 –> 00:20:59,820
creative ideas, so could you

656
00:20:59,820 –> 00:21:01,360
explain how you were leveraging

657
00:21:02,300 –> 00:21:02,950
and some of the other

658
00:21:02,950 –> 00:21:05,640
creative ideas to help reinforce

659
00:21:06,100 –> 00:21:09,240
adopting change? Sure, so we

660
00:21:09,240 –> 00:21:10,520
set up a team site,

661
00:21:10,520 –> 00:21:12,330
or I should say the

662
00:21:12,330 –> 00:21:15,470
tech… the telephony team set

663
00:21:15,470 –> 00:21:17,000
up a team site and

664
00:21:17,000 –> 00:21:18,170
we use that team site

665
00:21:18,170 –> 00:21:19,050
for people to be able

666
00:21:19,050 –> 00:21:20,710
to ask questions all throughout

667
00:21:20,710 –> 00:21:22,420
the project. We tried to

668
00:21:22,420 –> 00:21:23,270
get away from all the

669
00:21:23,270 –> 00:21:26,550
emails flooding our box and

670
00:21:26,550 –> 00:21:27,830
rather have them ask the

671
00:21:27,830 –> 00:21:29,400
questions directly in there and

672
00:21:29,400 –> 00:21:31,970
we created global groups within

673
00:21:31,970 –> 00:21:33,390
the team site. So we

674
00:21:33,390 –> 00:21:35,320
could section it off a

675
00:21:35,320 –> 00:21:37,010
little bit, but… so they’re

676
00:21:37,020 –> 00:21:38,080
able to come in there

677
00:21:38,080 –> 00:21:39,310
and ask questions of the

678
00:21:39,310 –> 00:21:42,120
team and get support around

679
00:21:42,120 –> 00:21:44,750
the clock. Then also, Dean

680
00:21:44,750 –> 00:21:45,680
has set up a great

681
00:21:45,680 –> 00:21:47,470
Yammer group site so that

682
00:21:48,010 –> 00:21:49,590
ongoing, he could put in

683
00:21:49,590 –> 00:21:50,510
there if there is any

684
00:21:50,510 –> 00:21:52,130
issues or tips and tricks

685
00:21:52,130 –> 00:21:53,270
that come up. He posts

686
00:21:53,270 –> 00:21:54,440
that on the Yammer group

687
00:21:54,440 –> 00:21:56,670
and people can subscribe to that

688
00:21:57,240 –> 00:21:58,770
and watch that. So it’s

689
00:21:58,770 –> 00:22:00,980
been a really good way

690
00:22:00,980 –> 00:22:02,950
to handle that change across

691
00:22:02,950 –> 00:22:04,180
the organization and get that

692
00:22:04,180 –> 00:22:07,550
communication out ongoing. And again,

693
00:22:07,550 –> 00:22:09,110
it reinforces that there’s not

694
00:22:09,110 –> 00:22:10,910
one methodology, it really is

695
00:22:10,910 –> 00:22:12,080
what fits best in your

696
00:22:12,110 –> 00:22:15,120
organization. So let’s talk about

697
00:22:15,120 –> 00:22:15,840
some of the things that

698
00:22:15,840 –> 00:22:16,960
you’ve seen with the clients

699
00:22:16,960 –> 00:22:18,980
that you support and how

700
00:22:18,980 –> 00:22:21,040
you help them navigate through

701
00:22:21,040 –> 00:22:22,840
change management. So did you

702
00:22:22,840 –> 00:22:23,590
want me to flip to

703
00:22:23,590 –> 00:22:24,550
a slide here, or are

704
00:22:24,550 –> 00:22:27,770
you just going to I

705
00:22:27,770 –> 00:22:29,020
think it’ll nicely tie in

706
00:22:29,020 –> 00:22:30,170
some of the things that

707
00:22:30,500 –> 00:22:31,910
Julie and Dean are pointing

708
00:22:31,910 –> 00:22:36,340
out here. So the project

709
00:22:36,340 –> 00:22:38,460
management methodology along with the change

710
00:22:38,460 –> 00:22:40,360
management methodology kind of working

711
00:22:40,360 –> 00:22:41,600
hand in hand, right? Whether

712
00:22:42,320 –> 00:22:44,420
it’s a formal methodology, so

713
00:22:44,770 –> 00:22:46,810
refer to ADKAR from Prosci

714
00:22:47,120 –> 00:22:48,320
and that’s where I was

715
00:22:48,800 –> 00:22:51,210
trained and the ADKAR for anyone

716
00:22:51,210 –> 00:22:52,900
that’s not familiar is awareness,

717
00:22:52,900 –> 00:22:55,340
desire, knowledge, ability and reinforcement.

718
00:22:55,340 –> 00:22:56,600
And as Julie’s chart showed,

719
00:22:56,600 –> 00:22:57,730
it gives you a structure

720
00:22:57,730 –> 00:22:59,370
for thinking about how individuals

721
00:22:59,370 –> 00:23:01,140
change and therefore how an

722
00:23:01,140 –> 00:23:03,480
organization might change. The other

723
00:23:03,480 –> 00:23:05,330
thing that I like about

724
00:23:05,330 –> 00:23:07,670
that concept of how Prosci

725
00:23:07,670 –> 00:23:09,300
teaches it and again, other

726
00:23:09,300 –> 00:23:10,860
methodologies are very similar, but

727
00:23:10,860 –> 00:23:11,610
that’s just the one I

728
00:23:11,610 –> 00:23:13,060
know and have written about

729
00:23:13,060 –> 00:23:15,830
and everything, but back on

730
00:23:15,830 –> 00:23:17,760
slide A is that it

731
00:23:17,760 –> 00:23:19,470
aligns with a project management

732
00:23:19,470 –> 00:23:20,940
methodology in the sense of

733
00:23:20,940 –> 00:23:22,560
starting early, right? So you

734
00:23:22,560 –> 00:23:23,960
see the preparing for it,

735
00:23:23,960 –> 00:23:25,510
that’s getting the right resources

736
00:23:25,510 –> 00:23:26,910
lined up and building out

737
00:23:26,910 –> 00:23:28,140
plans and thinking about all

738
00:23:28,140 –> 00:23:30,350
the different elements. Managing the

739
00:23:30,350 –> 00:23:32,360
change as you’re actually planning

740
00:23:32,360 –> 00:23:34,460
and implementing and then reinforcing

741
00:23:34,460 –> 00:23:36,070
the Yammer and teams groups

742
00:23:36,070 –> 00:23:39,840
being good examples. Metrics, celebrations,

743
00:23:39,840 –> 00:23:40,840
all kinds of things come

744
00:23:40,840 –> 00:23:42,710
into play there, right? So

745
00:23:42,710 –> 00:23:44,530
whatever methodology someone uses, the

746
00:23:44,530 –> 00:23:46,410
principals can be very similar

747
00:23:46,410 –> 00:23:49,200
and I always emphasize to

748
00:23:49,480 –> 00:23:50,940
our clients that even if

749
00:23:50,940 –> 00:23:52,060
you don’t go to some

750
00:23:52,060 –> 00:23:53,370
kind of formal methodology, and

751
00:23:53,370 –> 00:23:55,410
again project management’s similar. Not

752
00:23:55,410 –> 00:23:56,760
everybody runs a project with

753
00:23:56,760 –> 00:23:59,480
a certified PMP, right? But

754
00:23:59,480 –> 00:24:01,220
if you apply the principles

755
00:24:01,360 –> 00:24:02,700
that go with PMP, just

756
00:24:02,700 –> 00:24:04,050
like you do with change

757
00:24:04,050 –> 00:24:06,270
management of doing it throughout

758
00:24:06,270 –> 00:24:08,760
the project, having multiple elements

759
00:24:08,760 –> 00:24:10,020
to it, that includes more

760
00:24:10,020 –> 00:24:10,930
than just” Hey, I’m going

761
00:24:11,050 –> 00:24:12,020
to train you before we

762
00:24:12,020 –> 00:24:14,420
go live next week.” Or

763
00:24:14,420 –> 00:24:15,450
an email that comes out

764
00:24:15,450 –> 00:24:16,140
and says, ” Hey, we’re getting

765
00:24:16,140 –> 00:24:17,680
this new system and be

766
00:24:17,680 –> 00:24:18,630
aware, you’ll get some new

767
00:24:18,640 –> 00:24:20,990
training.” No, it’s engaging and

768
00:24:20,990 –> 00:24:22,400
they gave great examples getting

769
00:24:22,400 –> 00:24:23,950
people involved early on and

770
00:24:23,950 –> 00:24:24,980
having a say in what

771
00:24:24,980 –> 00:24:27,400
things look like, and helping

772
00:24:27,400 –> 00:24:30,210
people along. Having supervisors help

773
00:24:30,210 –> 00:24:32,250
their direct staff and having

774
00:24:32,250 –> 00:24:34,040
executives. You mentioned the champion,

775
00:24:34,040 –> 00:24:35,430
the sponsorship, these are all

776
00:24:35,430 –> 00:24:36,740
things that are really important

777
00:24:36,740 –> 00:24:37,960
to the success, and they

778
00:24:37,960 –> 00:24:39,510
live throughout the project. They’re

779
00:24:39,510 –> 00:24:41,130
not just an event in time,

780
00:24:41,750 –> 00:24:42,850
they’re certainly not just an

781
00:24:42,850 –> 00:24:43,730
event right at the cut

782
00:24:43,730 –> 00:24:45,540
over. They start early and

783
00:24:45,540 –> 00:24:48,300
they’re continuous throughout the project.

784
00:24:48,300 –> 00:24:51,980
So communication, coaching, managing the

785
00:24:51,980 –> 00:24:53,900
resistance that occurs. You have

786
00:24:53,900 –> 00:24:55,230
to help each individual through

787
00:24:55,240 –> 00:24:56,580
the process, and as you

788
00:24:56,580 –> 00:24:57,890
do, you’re bringing… we talked

789
00:24:57,890 –> 00:24:58,770
about the journey and the

790
00:24:58,770 –> 00:25:00,330
guard rails, right? We’re bringing

791
00:25:00,330 –> 00:25:01,680
everybody along the journey and

792
00:25:01,680 –> 00:25:02,970
hopefully keeping them within the

793
00:25:03,300 –> 00:25:04,650
guardrails as we get to

794
00:25:05,050 –> 00:25:07,250
that destination, and then have

795
00:25:07,250 –> 00:25:08,130
some fun when we get

796
00:25:08,130 –> 00:25:09,340
there, right? That we’re going

797
00:25:09,340 –> 00:25:10,430
to enjoy this new place

798
00:25:10,430 –> 00:25:11,390
we’ve gotten to and get

799
00:25:11,390 –> 00:25:12,650
the benefits out of it

800
00:25:13,040 –> 00:25:14,040
that help our company, our

801
00:25:14,040 –> 00:25:16,420
customers, our staff. That’s really

802
00:25:16,420 –> 00:25:19,130
the goal. Great. All right

803
00:25:19,130 –> 00:25:20,830
and as you were indicating

804
00:25:21,420 –> 00:25:22,770
how we get there and

805
00:25:22,770 –> 00:25:24,340
its real life, so we talked

806
00:25:24,340 –> 00:25:25,750
about the why and the how

807
00:25:25,750 –> 00:25:26,830
and the real life with

808
00:25:26,830 –> 00:25:29,270
the examples of Coke, but

809
00:25:29,320 –> 00:25:30,860
life does get real and

810
00:25:30,860 –> 00:25:32,040
in the midst of the COVID-

811
00:25:32,070 –> 00:25:33,840
19, I thought maybe let’s

812
00:25:33,840 –> 00:25:35,500
just speak to a few

813
00:25:35,500 –> 00:25:39,130
points Dean and Laurie, can

814
00:25:39,130 –> 00:25:40,810
you imagine if you didn’t

815
00:25:40,810 –> 00:25:42,040
move to the cloud? Some

816
00:25:42,040 –> 00:25:43,210
of the challenges you may

817
00:25:43,210 –> 00:25:45,080
have faced, or what challenges

818
00:25:45,080 –> 00:25:46,520
did you not face in

819
00:25:46,520 –> 00:25:48,070
the midst of COVID, because

820
00:25:48,070 –> 00:25:50,510
you’ve had the agility of

821
00:25:50,510 –> 00:25:52,010
this new type of solution

822
00:25:52,010 –> 00:25:54,210
you’ve implemented. So Dean, any

823
00:25:54,210 –> 00:25:57,310
thoughts to share? Well yeah, it would have been

824
00:25:57,960 –> 00:26:00,250
a circus. That’s for sure.

825
00:26:00,800 –> 00:26:02,480
The timing of it was

826
00:26:02,910 –> 00:26:05,420
very fortunate for us. Like

827
00:26:05,420 –> 00:26:07,000
we had talked about, this

828
00:26:06,970 –> 00:26:08,140
had been part of a

829
00:26:08,140 –> 00:26:11,140
much larger effort and it

830
00:26:11,140 –> 00:26:13,320
came together pretty nicely. The

831
00:26:14,960 –> 00:26:16,430
outcome of that, the benefit of

832
00:26:16,430 –> 00:26:18,620
that was not just the

833
00:26:18,620 –> 00:26:19,660
basic fact that we could

834
00:26:19,660 –> 00:26:21,500
have all of the resources work

835
00:26:21,500 –> 00:26:22,630
from home, which we did

836
00:26:22,630 –> 00:26:23,700
and we did it globally.

837
00:26:24,080 –> 00:26:27,290
That included China and India

838
00:26:27,290 –> 00:26:29,630
and Poland, that was very

839
00:26:29,630 –> 00:26:31,450
nice. The real outcome for

840
00:26:31,450 –> 00:26:34,690
all that was that my

841
00:26:34,690 –> 00:26:36,520
customer, which in this case

842
00:26:36,520 –> 00:26:38,420
were HR and IT contact

843
00:26:38,420 –> 00:26:39,980
center, service centers, they were

844
00:26:39,980 –> 00:26:41,510
able to serve their customers

845
00:26:41,510 –> 00:26:43,140
who had a whole other

846
00:26:43,140 –> 00:26:44,320
set of issues pop up.

847
00:26:44,970 –> 00:26:46,590
They were able- Serve those customers

848
00:26:46,590 –> 00:26:48,650
and take an increased amount

849
00:26:48,650 –> 00:26:50,600
of volume because of that

850
00:26:50,600 –> 00:26:53,230
situation, and not have to

851
00:26:53,230 –> 00:26:54,280
worry about the tool that

852
00:26:54,280 –> 00:26:55,090
they were using to do

853
00:26:55,090 –> 00:26:57,580
it. It just happened basically

854
00:26:57,580 –> 00:26:59,350
par for the course. They

855
00:26:59,410 –> 00:27:00,830
didn’t really have to worry

856
00:27:00,830 –> 00:27:02,030
about it too much and

857
00:27:02,460 –> 00:27:05,830
that was very nice. Good, and Laurie,

858
00:27:05,830 –> 00:27:08,530
given that companies are involved

859
00:27:08,530 –> 00:27:09,900
in migration are already moving

860
00:27:09,900 –> 00:27:11,700
towards a new normal, how

861
00:27:11,700 –> 00:27:14,100
has the COVID situation impacted

862
00:27:14,840 –> 00:27:18,250
your organization and strategy? Yeah,

863
00:27:18,270 –> 00:27:19,670
so I mean we’ve been…

864
00:27:19,890 –> 00:27:21,870
as consultants, we’re helping people

865
00:27:21,870 –> 00:27:23,600
with cloud solutions or deciding

866
00:27:23,600 –> 00:27:24,300
should they go to the

867
00:27:24,300 –> 00:27:25,470
cloud all the time, right?

868
00:27:25,470 –> 00:27:26,390
For years we’ve been doing

869
00:27:26,390 –> 00:27:29,500
that and there was definitely

870
00:27:29,500 –> 00:27:31,570
lots of momentum, but this

871
00:27:31,570 –> 00:27:33,560
is a breakthrough, right? I

872
00:27:33,560 –> 00:27:35,330
say people that were entrenched

873
00:27:35,330 –> 00:27:36,180
in their bunker of like, ”

874
00:27:36,200 –> 00:27:38,160
Oh no, I’m afraid or

875
00:27:38,160 –> 00:27:40,240
it’s too expensive over time. I want

876
00:27:40,800 –> 00:27:43,600
have control.” Those barriers got

877
00:27:43,600 –> 00:27:45,660
busted pretty fast with COVID.

878
00:27:45,660 –> 00:27:46,690
So a lot of people

879
00:27:46,690 –> 00:27:47,570
were on cloud and they

880
00:27:47,570 –> 00:27:48,630
could take advantage of it

881
00:27:48,900 –> 00:27:51,730
anytime, anywhere model. It’s never

882
00:27:51,730 –> 00:27:53,010
been a better time for

883
00:27:53,010 –> 00:27:55,230
that. I wrote an article

884
00:27:55,230 –> 00:27:56,650
recently about resiliency and I

885
00:27:56,650 –> 00:27:58,020
put cloud as my number

886
00:27:58,020 –> 00:28:00,600
one technology enabler, right? It

887
00:28:00,600 –> 00:28:02,520
really helps people and Coke’s

888
00:28:02,520 –> 00:28:03,740
example of they were ready

889
00:28:03,740 –> 00:28:04,940
to do that. So I

890
00:28:04,940 –> 00:28:06,650
think it’s really taken the

891
00:28:06,650 –> 00:28:09,130
resistant leaders, whether they were

892
00:28:09,560 –> 00:28:10,890
IT or finance or whatever department

893
00:28:11,470 –> 00:28:12,980
they were in, it’s been

894
00:28:12,980 –> 00:28:14,060
a breakthrough to say, ” Wow,

895
00:28:14,470 –> 00:28:15,190
we got to do this.

896
00:28:15,190 –> 00:28:16,080
We got to make sure

897
00:28:16,080 –> 00:28:17,160
our people are safe.” That

898
00:28:17,160 –> 00:28:18,210
could be home agents. It

899
00:28:18,210 –> 00:28:19,790
could… we have clients that

900
00:28:19,790 –> 00:28:21,140
have scattered people in buildings,

901
00:28:21,140 –> 00:28:22,940
right? Back office people work

902
00:28:22,940 –> 00:28:24,610
from home and contact center

903
00:28:24,610 –> 00:28:25,710
people are spread out in

904
00:28:25,710 –> 00:28:27,680
other buildings. There’s different models

905
00:28:27,680 –> 00:28:28,650
that people have done to

906
00:28:28,650 –> 00:28:30,000
keep their staff safe. Not

907
00:28:30,000 –> 00:28:31,320
everybody can work from home

908
00:28:31,320 –> 00:28:33,510
easily. Right. So those are

909
00:28:33,970 –> 00:28:35,100
some neat things that we’ve

910
00:28:35,100 –> 00:28:36,960
seen in terms of the

911
00:28:36,960 –> 00:28:38,900
reaction and the resiliency that

912
00:28:38,900 –> 00:28:41,420
people have. I think we

913
00:28:41,420 –> 00:28:42,680
just need to recognize that

914
00:28:42,680 –> 00:28:44,960
need for agility going forward,

915
00:28:44,960 –> 00:28:47,360
whether it’s whatever else coronavirus

916
00:28:47,360 –> 00:28:48,410
throws at us or other

917
00:28:48,410 –> 00:28:50,240
things that businesses are changing.

918
00:28:50,380 –> 00:28:51,550
It’s no longer just like, ”

919
00:28:51,780 –> 00:28:52,390
Oh, we might have a

920
00:28:52,390 –> 00:28:54,220
hurricane, we need business continuity

921
00:28:54,220 –> 00:28:56,130
disaster recovery.” Right? We are

922
00:28:56,410 –> 00:28:58,690
volume is volatile and some

923
00:28:58,690 –> 00:29:00,080
places it’s up like crazy,

924
00:29:00,080 –> 00:29:01,390
some places it’s down like

925
00:29:01,390 –> 00:29:03,020
crazy and then we just

926
00:29:03,020 –> 00:29:04,120
need this agility to be

927
00:29:04,120 –> 00:29:06,060
able to move to home,

928
00:29:06,060 –> 00:29:07,330
move to other buildings, maybe

929
00:29:07,330 –> 00:29:09,880
some move back hopefully. Okay.

930
00:29:09,930 –> 00:29:11,520
Lots of things. It’s a

931
00:29:11,520 –> 00:29:13,010
change game and in that

932
00:29:13,010 –> 00:29:14,330
article, I mentioned the resiliency

933
00:29:14,330 –> 00:29:15,660
article. I emphasize that you got

934
00:29:15,660 –> 00:29:16,520
to have a plan that

935
00:29:16,520 –> 00:29:17,930
thinks about all these things

936
00:29:17,930 –> 00:29:18,950
and that you’re ready. A

937
00:29:18,950 –> 00:29:19,670
lot of people did it

938
00:29:19,670 –> 00:29:21,120
on the fly, but now’s

939
00:29:21,120 –> 00:29:21,940
the time and cloud’s a

940
00:29:21,940 –> 00:29:24,560
huge enabler for that. So

941
00:29:24,560 –> 00:29:26,060
Dean, what’s the new normal

942
00:29:26,060 –> 00:29:31,020
for your organization? Well I don’t

943
00:29:31,270 –> 00:29:33,470
know. We maybe in it, right?

944
00:29:33,980 –> 00:29:35,620
This may be it. We

945
00:29:35,620 –> 00:29:36,820
are currently that I have

946
00:29:36,820 –> 00:29:38,080
been seeing and I’m sure

947
00:29:38,490 –> 00:29:40,580
Julie’s seen some chatter about

948
00:29:40,580 –> 00:29:41,910
coming back into the office,

949
00:29:43,020 –> 00:29:45,340
and I think people start coming

950
00:29:45,340 –> 00:29:47,330
in in small groups, and

951
00:29:48,260 –> 00:29:48,900
people want to get out of

952
00:29:48,930 –> 00:29:50,070
the house. I know that,

953
00:29:50,700 –> 00:29:51,540
but I think- A lot

954
00:29:51,540 –> 00:29:54,180
of people will probably adjust

955
00:29:54,690 –> 00:29:55,900
their perspective on this as

956
00:29:55,900 –> 00:29:58,920
a result. Julie, before I

957
00:29:58,920 –> 00:30:00,080
ask you for some final

958
00:30:00,080 –> 00:30:02,410
thoughts and recommendations, would love

959
00:30:02,410 –> 00:30:05,080
to hear what is the

960
00:30:05,080 –> 00:30:07,780
new normal to you? Yeah.

961
00:30:08,400 –> 00:30:09,560
I mean personally, I think

962
00:30:09,560 –> 00:30:10,730
the new normal for me

963
00:30:10,730 –> 00:30:11,950
is working from home. I

964
00:30:13,720 –> 00:30:15,010
kind of like this environment.

965
00:30:15,010 –> 00:30:16,410
I know others don’t and

966
00:30:16,860 –> 00:30:18,670
it’s just not conducive to

967
00:30:18,670 –> 00:30:23,080
them, but… yeah, the cloud and

968
00:30:23,240 –> 00:30:29,160
the internet connectivity has really

969
00:30:29,160 –> 00:30:30,780
played into this, right? I

970
00:30:30,780 –> 00:30:33,450
mean, it’s all what we’re doing now

971
00:30:33,450 –> 00:30:36,830
for work. Okay. So as we start

972
00:30:36,890 –> 00:30:38,430
to wrap up this conversation

973
00:30:38,430 –> 00:30:39,780
of change management as we

974
00:30:39,780 –> 00:30:41,700
see, it’s broad in many

975
00:30:41,700 –> 00:30:43,510
different things, not just technology

976
00:30:43,510 –> 00:30:44,700
but just what the new

977
00:30:44,700 –> 00:30:47,220
normal is. Julie, any final

978
00:30:47,220 –> 00:30:49,020
thoughts or recommendations that you

979
00:30:49,020 –> 00:30:50,900
want to reiterate and emphasize?

980
00:30:50,940 –> 00:30:52,310
Because you and your team

981
00:30:52,310 –> 00:30:54,770
just did such remarkable things

982
00:30:54,770 –> 00:30:56,240
that at times, I can just

983
00:30:56,240 –> 00:30:57,610
think you’re like, ” Well that’s

984
00:30:57,610 –> 00:30:58,950
just business as usual.” But

985
00:30:58,950 –> 00:31:00,000
it was incredible that the

986
00:31:01,040 –> 00:31:02,680
accomplishments that you did with

987
00:31:02,680 –> 00:31:05,650
the languages, getting people to

988
00:31:05,650 –> 00:31:07,710
let things go, so please

989
00:31:07,710 –> 00:31:09,530
share with us any final…

990
00:31:10,280 –> 00:31:11,990
recommendations and sing the praises

991
00:31:11,990 –> 00:31:14,750
of your team. Well yeah,

992
00:31:15,380 –> 00:31:17,270
it was definitely a team

993
00:31:17,270 –> 00:31:18,210
event, right? It takes a

994
00:31:18,210 –> 00:31:20,750
great team, but I would

995
00:31:20,750 –> 00:31:22,330
just say from a recommendation

996
00:31:22,330 –> 00:31:25,120
is to develop that organizational

997
00:31:25,120 –> 00:31:27,230
change framework and those guardrails

998
00:31:27,230 –> 00:31:28,730
that we talked about, and

999
00:31:28,730 –> 00:31:29,580
then tune it as you

1000
00:31:29,580 –> 00:31:30,860
apply the model to your

1001
00:31:30,870 –> 00:31:33,290
projects and your changes. You’re

1002
00:31:33,350 –> 00:31:33,980
not going to get it

1003
00:31:33,980 –> 00:31:35,440
right the first time, right?

1004
00:31:35,480 –> 00:31:39,440
And it’s okay. it’s okay.

1005
00:31:39,590 –> 00:31:41,870
It’s ever evolving, it’s ever

1006
00:31:41,970 –> 00:31:43,750
changing what we’re having to

1007
00:31:43,750 –> 00:31:45,590
do now, right? So create

1008
00:31:45,590 –> 00:31:46,990
a safe environment for your

1009
00:31:46,990 –> 00:31:48,960
customers and your stakeholders to

1010
00:31:48,960 –> 00:31:51,710
give feedback. After, during your

1011
00:31:51,710 –> 00:31:54,850
projects, right? Constant feedback, we

1012
00:31:54,850 –> 00:31:56,770
need that feedback and then

1013
00:31:56,770 –> 00:31:57,980
we need the agility to

1014
00:31:57,980 –> 00:31:59,430
make those changes as we’re

1015
00:31:59,430 –> 00:32:00,940
going through the process, and

1016
00:32:00,940 –> 00:32:03,210
then apply that feedback and

1017
00:32:04,070 –> 00:32:05,270
often times when we start

1018
00:32:05,270 –> 00:32:06,290
a new project, we don’t

1019
00:32:06,380 –> 00:32:07,620
stop and go, ” Okay, what

1020
00:32:07,620 –> 00:32:08,960
lessons did we learn from

1021
00:32:09,000 –> 00:32:10,990
other projects that we can

1022
00:32:10,990 –> 00:32:12,670
apply to this new project

1023
00:32:12,670 –> 00:32:14,860
or change, right?” So just

1024
00:32:15,250 –> 00:32:18,330
be flexible, be adaptable and

1025
00:32:18,850 –> 00:32:20,430
maybe our organization is so

1026
00:32:20,430 –> 00:32:21,580
large and complex that you

1027
00:32:21,580 –> 00:32:24,580
need to create a group

1028
00:32:24,590 –> 00:32:26,440
of individuals to take on

1029
00:32:26,440 –> 00:32:28,330
this responsibility. We are lucky

1030
00:32:28,330 –> 00:32:29,370
enough at Coke to have

1031
00:32:29,370 –> 00:32:32,220
an organizational change management team

1032
00:32:32,680 –> 00:32:34,090
that helps us out in

1033
00:32:34,090 –> 00:32:37,010
this area. So yeah, look

1034
00:32:37,010 –> 00:32:39,960
at that complexity and adapt.

1035
00:32:39,960 –> 00:32:43,450
And- So that’s my- Dean,

1036
00:32:43,450 –> 00:32:45,640
I think it’s finding talent like Julie

1037
00:32:46,360 –> 00:32:48,140
really brings it home on

1038
00:32:48,140 –> 00:32:48,930
what needs to be done

1039
00:32:48,930 –> 00:32:52,780
for change management. Oh absolutely

1040
00:32:52,780 –> 00:32:54,450
yeah, and in the adapt

1041
00:32:54,530 –> 00:32:56,220
piece really hits home with

1042
00:32:56,220 –> 00:32:58,160
me. I think with a

1043
00:32:58,160 –> 00:32:59,700
project that goes on for

1044
00:32:59,700 –> 00:33:02,650
weeks or months, within a

1045
00:33:02,650 –> 00:33:03,900
program that goes on for

1046
00:33:04,060 –> 00:33:05,700
that long things are going

1047
00:33:05,700 –> 00:33:06,630
to go wrong. You’re not

1048
00:33:06,630 –> 00:33:07,650
going to get everything right

1049
00:33:07,700 –> 00:33:08,780
100% of the time, things

1050
00:33:08,780 –> 00:33:08,900
are going to go wrong.

1051
00:33:08,900 –> 00:33:10,380
You’re not going to get everything right 100% of the time. It’s a good sports

1052
00:33:10,380 –> 00:33:13,300
or football metaphor, Tom Brady’s

1053
00:33:13,300 –> 00:33:14,800
won a lot of Super

1054
00:33:14,800 –> 00:33:16,190
Bowls, but he doesn’t get

1055
00:33:17,140 –> 00:33:18,920
touchdown on every play. There’s…

1056
00:33:19,200 –> 00:33:20,060
he turns the ball over every

1057
00:33:20,250 –> 00:33:20,850
once in a while, there’s

1058
00:33:20,850 –> 00:33:22,990
fumbles and that kind of stuff, but

1059
00:33:22,990 –> 00:33:24,330
you got to keep looking

1060
00:33:24,330 –> 00:33:26,070
downfield and keep driving towards

1061
00:33:26,070 –> 00:33:27,690
that goal and adapt and adjust.

1062
00:33:28,510 –> 00:33:31,700
Okay. Laurie, you’ve talked very

1063
00:33:31,700 –> 00:33:34,410
passionately about resiliency and planning,

1064
00:33:34,410 –> 00:33:35,830
so any final thoughts or

1065
00:33:35,830 –> 00:33:39,120
recommendations on changing change management?

1066
00:33:40,130 –> 00:33:41,040
Yeah, I guess I would

1067
00:33:41,040 –> 00:33:42,870
just emphasize what I’ve seen

1068
00:33:42,870 –> 00:33:44,080
in the past, so pre-

1069
00:33:44,080 –> 00:33:47,290
COVID, both change management and

1070
00:33:47,290 –> 00:33:48,770
resiliency planning, what used to

1071
00:33:48,770 –> 00:33:50,760
be business continuity, disaster recovery

1072
00:33:50,760 –> 00:33:52,090
was one of those things

1073
00:33:52,090 –> 00:33:53,410
everybody probably thought, ” Oh, we

1074
00:33:53,410 –> 00:33:54,460
should do that.” But they

1075
00:33:54,480 –> 00:33:56,540
didn’t prioritize it. They didn’t

1076
00:33:56,770 –> 00:33:58,960
invest in it. I call

1077
00:33:58,960 –> 00:34:00,330
it insurance policies. It’s the

1078
00:34:00,330 –> 00:34:01,060
kind of thing that you

1079
00:34:01,060 –> 00:34:02,230
don’t like spending money on,

1080
00:34:02,230 –> 00:34:03,100
but boy are you glad

1081
00:34:03,100 –> 00:34:03,820
you have it when you

1082
00:34:03,820 –> 00:34:05,820
need it. I think we’ve

1083
00:34:05,820 –> 00:34:06,940
all learned, ” Boy, do we

1084
00:34:06,940 –> 00:34:08,700
need it.” Right? So I

1085
00:34:08,700 –> 00:34:10,300
think going forward, I hope

1086
00:34:10,300 –> 00:34:11,320
that everybody will have a

1087
00:34:11,320 –> 00:34:14,000
new prioritization of that both

1088
00:34:14,050 –> 00:34:15,990
applying change management to help

1089
00:34:15,990 –> 00:34:18,220
people, this is a difficult

1090
00:34:18,220 –> 00:34:19,450
time, it’s a scary time

1091
00:34:19,450 –> 00:34:20,790
and we got more ahead,

1092
00:34:20,790 –> 00:34:21,860
right? Nobody thinks this is

1093
00:34:21,860 –> 00:34:23,150
a short little path we’re

1094
00:34:23,150 –> 00:34:25,210
on and companies will continue

1095
00:34:25,210 –> 00:34:26,290
to adjust in ways they

1096
00:34:26,290 –> 00:34:28,550
can’t foresee right now. So

1097
00:34:28,550 –> 00:34:30,200
I think prioritizing that and

1098
00:34:30,200 –> 00:34:32,070
using the tools of change

1099
00:34:32,070 –> 00:34:33,580
management like they do project

1100
00:34:33,580 –> 00:34:36,180
management and putting some emphasis

1101
00:34:36,180 –> 00:34:38,400
on the resiliency planning, so

1102
00:34:38,400 –> 00:34:40,490
that they can… like Julia

1103
00:34:40,490 –> 00:34:41,440
was saying, learn from the

1104
00:34:41,440 –> 00:34:43,020
last time and do the

1105
00:34:43,020 –> 00:34:44,350
things a little bit better.

1106
00:34:44,350 –> 00:34:45,280
I’m sure there’s a lot

1107
00:34:45,280 –> 00:34:46,310
of people working from home

1108
00:34:46,310 –> 00:34:47,700
going, ” This is not ideal.

1109
00:34:48,540 –> 00:34:49,380
I don’t have the screen”

1110
00:34:50,470 –> 00:34:51,710
IT departments going, ” We don’t

1111
00:34:51,710 –> 00:34:53,230
have exactly the security we

1112
00:34:53,230 –> 00:34:54,370
need.” There’s all kinds of

1113
00:34:54,370 –> 00:34:55,330
things you can think about,

1114
00:34:55,330 –> 00:34:57,860
right? So hopefully learns from

1115
00:34:57,860 –> 00:34:59,210
it, takes it forward and

1116
00:34:59,210 –> 00:35:00,070
gets it right, and helps

1117
00:35:00,070 –> 00:35:01,390
people adapt to the changes

1118
00:35:01,390 –> 00:35:03,070
that are inevitably ahead on

1119
00:35:03,070 –> 00:35:06,000
projects or things that get

1120
00:35:06,000 –> 00:35:06,920
thrown at us that we

1121
00:35:06,920 –> 00:35:09,500
have to react to. Well

1122
00:35:09,500 –> 00:35:10,390
it’s been a pleasure to

1123
00:35:10,390 –> 00:35:12,390
hear everybody, because out in

1124
00:35:12,390 –> 00:35:13,730
the field and it’s actually

1125
00:35:13,730 –> 00:35:15,070
applied, really think it’s the

1126
00:35:15,070 –> 00:35:17,170
best story. What we’ve heard

1127
00:35:17,170 –> 00:35:18,360
today from all of you

1128
00:35:18,360 –> 00:35:19,830
is that you decide what

1129
00:35:19,830 –> 00:35:21,050
the best practice was for

1130
00:35:21,050 –> 00:35:23,020
you in your organization. You

1131
00:35:23,020 –> 00:35:24,880
leverage lessons learned, I love

1132
00:35:25,110 –> 00:35:26,220
the message, ” It’s okay to

1133
00:35:26,220 –> 00:35:30,240
make mistakes.” I think it’s

1134
00:35:30,240 –> 00:35:31,300
fair to say that too

1135
00:35:31,300 –> 00:35:32,990
often change management has always

1136
00:35:32,990 –> 00:35:34,520
been seen as a nonessential

1137
00:35:34,520 –> 00:35:35,440
and a nice to have,

1138
00:35:35,440 –> 00:35:37,540
but it is actually extremely

1139
00:35:37,540 –> 00:35:39,470
important and an essential component

1140
00:35:39,860 –> 00:35:41,640
to not only increase the

1141
00:35:41,640 –> 00:35:43,160
adoption, but make it a

1142
00:35:43,160 –> 00:35:45,490
reality. Whatever that new normal

1143
00:35:45,490 –> 00:35:47,630
is and to simply achieve

1144
00:35:47,630 –> 00:35:49,210
your vision. So with that,

1145
00:35:49,210 –> 00:35:50,080
I’d like to thank all

1146
00:35:50,080 –> 00:35:51,320
of you for sharing your

1147
00:35:51,320 –> 00:35:53,270
insight, your stories, which I

1148
00:35:53,270 –> 00:35:54,950
really love and your personal

1149
00:35:54,950 –> 00:35:57,410
experiences. Last chance for any

1150
00:35:57,410 –> 00:35:58,990
final comments and messages you

1151
00:35:58,990 –> 00:36:00,280
want to share. If not,

1152
00:36:00,280 –> 00:36:01,880
I’ll hand everything back over

1153
00:36:01,880 –> 00:36:06,660
to Josh. Thank you. cue

1154
00:36:06,660 –> 00:36:14,940
to Josh. Sounds good. Well thanks everybody

1155
00:36:14,940 –> 00:36:17,360
on the panel. Absolutely awesome

1156
00:36:17,360 –> 00:36:20,050
discussion. Everybody in the audience

1157
00:36:20,050 –> 00:36:21,510
who are watching this on

1158
00:36:21,510 –> 00:36:22,930
demand, be sure to check

1159
00:36:22,930 –> 00:36:24,040
out the resource list below,

1160
00:36:24,040 –> 00:36:25,570
the Q& A window, clicking

1161
00:36:25,570 –> 00:36:26,520
those links will open up

1162
00:36:26,520 –> 00:36:27,380
in a new tab in

1163
00:36:27,380 –> 00:36:29,110
your browser and truly expand

1164
00:36:29,110 –> 00:36:30,490
on today’s topic of change

1165
00:36:30,490 –> 00:36:33,630
management. And on behalf of

1166
00:36:33,630 –> 00:36:34,760
the entire team and all

1167
00:36:34,760 –> 00:36:36,000
of our presenters on the

1168
00:36:36,000 –> 00:36:37,010
panel today, I want to thank you for

1169
00:36:37,810 –> 00:36:39,070
your time in attending this

1170
00:36:39,070 –> 00:36:41,090
on demand webinar, and until

1171
00:36:41,090 –> 00:36:42,130
next time, have a good

1172
00:36:42,130 –> 00:36:45,560
one. you. Thanks.

Meet the Speakers

Jodi thompson webinar image

Jodi Thompson
Sir Principal Business Consultant,
Genesys

Loribocklund webinar image

Lori Bocklund
President,
Strategic Contact

Dean thames webinar image

Dean Thames
Platform Architect,
Koch Global Services

Julie hopkins webinar image

Julie Hopkins
Project Manager,
Koch Global Services

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