Latest / The DEX Show: A Show for IT Change Makers / 🎙️ Reality Bytes: The DEX Equation (Productivity Savings + Nexthink's $3bn Milestone)

Transcript

🎙️ Reality Bytes: The DEX Equation (Productivity Savings + Nexthink's $3bn Milestone) · The DEX Show: A Show for IT Change Makers

• 0:01
  Speaker 1: Welcome it, change Makers to the deck show with Tim
• 0:05
  Speaker 1: Flower and Tom McGraw. Let's get into it.
• 0:09
  Speaker 2: Hello change makers, and what a week of change has been,
• 0:13
  Speaker 2: not just the next thinkers, but for the whole digital
• 0:16
  Speaker 2: employee experience industry. I'm Tom McGraw, joined us ever by
• 0:20
  Speaker 2: Tim Flower. How are you doing today?
• 0:22
  Speaker 3: Tim? Good? Tom? Just back from a little bit of
• 0:25
  Speaker 3: a trip. Was out on the road for four weeks,
• 0:28
  Speaker 3: multiple experience events, a quick little PTO overseas trip out
• 0:33
  Speaker 3: to California. But feeling feeling good today in light of
• 0:37
  Speaker 3: some changes, we can talk about.
• 0:40
  Speaker 2: Why didn't we?
• 0:41
  Speaker 3: Why don't we?
• 0:41
  Speaker 2: You know, in case somebody is tuning into the show
• 0:43
  Speaker 2: and it hasn't seen the buzz on social media or
• 0:48
  Speaker 2: the industry news don't Why don't you lay it out him?
• 0:50
  Speaker 2: What has taken place this week? That's a momentous for
• 0:54
  Speaker 2: the organization we work for and for the wider industry.
• 0:57
  Speaker 3: Yeah. I put something out on LinkedIn too, So it's
• 0:59
  Speaker 3: interesting timing for me having just hit a birthday with
• 1:03
  Speaker 3: a zero in. It crept up on me, but it
• 1:05
  Speaker 3: happens to all of us. But also on Sunday was
• 1:09
  Speaker 3: my official ten year anniversary. October twenty six was my
• 1:12
  Speaker 3: ten year anniversary at the company.
• 1:14
  Speaker 2: This was it, Tim I was talking about and I'm
• 1:16
  Speaker 2: taking it.
• 1:18
  Speaker 3: Very coincidentally that on Monday we announced a majority stake
• 1:26
  Speaker 3: investment in Next Thing. And I think it's you know,
• 1:29
  Speaker 3: we're we're now valued at a three billion dollar company.
• 1:33
  Speaker 3: We still have our sites on a public position down
• 1:39
  Speaker 3: the road, but this sets us up to be even more,
• 1:43
  Speaker 3: even more invested in innovation, in technology and growth of
• 1:48
  Speaker 3: our business. It shows the faith and interest in this
• 1:55
  Speaker 3: market and seeing it grow. So I think it's a
• 2:00
  Speaker 3: I think it's a huge sign for what's to come
• 2:02
  Speaker 3: for us.
• 2:03
  Speaker 2: That's really what put And you know, look, Tim, you
• 2:05
  Speaker 2: know you've got the birthday with a zero and it
• 2:08
  Speaker 2: relatively recently. You've got your your ten year anniversary. We've
• 2:12
  Speaker 2: got the v the the news of this new valuation,
• 2:17
  Speaker 2: it's new investor, the next Thing, and then and then,
• 2:20
  Speaker 2: as if that isn't enough anniversaries, we we are basically
• 2:23
  Speaker 2: slap bang on the two hundred anniversary of The Deck Show.
• 2:27
  Speaker 2: Can you believe it? Two hundred episode? You're a two
• 2:32
  Speaker 2: hundred year old podcast? You know, not yet?
• 2:35
  Speaker 4: Yeah, everybody longer than some democracies out there to wow.
• 2:39
  Speaker 2: Yes, if you if we were to equate it in
• 2:42
  Speaker 2: that way in episode per year two two are crazy, right,
• 2:47
  Speaker 2: and we're gonna we're gonna be celebrating everybody. We got
• 2:49
  Speaker 2: it kind of crept up on us too, I should stress.
• 2:52
  Speaker 2: And we're going to be celebrating it next week hopefully,
• 2:56
  Speaker 2: hopefully a very special guest is in the pipal for
• 3:00
  Speaker 2: next week. And you know, even if it falls through,
• 3:02
  Speaker 2: we'll do something. We'll have a you know, we'll have
• 3:04
  Speaker 2: a little episode party, So do tune in for that.
• 3:08
  Speaker 2: But we have you just heard in the background. You
• 3:10
  Speaker 2: just heard Chip in there our special guest today. Regular
• 3:13
  Speaker 2: listeners to this show will know him only too well
• 3:17
  Speaker 2: as a as A as a regular reality bites valued
• 3:22
  Speaker 2: it was a panelist panelist, and he's a senior editor
• 3:27
  Speaker 2: and content manager and editor in chief at the beloved
• 3:31
  Speaker 2: Dex Hub. Sean Malby, how are you doing, Sean, Welcome
• 3:33
  Speaker 2: to the other version of the Dex Show.
• 3:36
  Speaker 5: Once again, thanks a lot, thanks for having me.
• 3:38
  Speaker 4: I would like to be referred to as senior panelists
• 3:41
  Speaker 4: from now on as well.
• 3:42
  Speaker 2: Senior panelist quite as quite. I think you've probably been
• 3:46
  Speaker 2: in like fifty sixty episodes of a texture yourself a
• 3:50
  Speaker 2: good slice of the pie, I believe.
• 3:52
  Speaker 6: Yeah, you're you're a vet here and we're here to
• 3:56
  Speaker 6: talk about a report you recently wrote, and you've recently
• 4:02
  Speaker 6: written and helped spearhead along with David Adelman from our team,
• 4:07
  Speaker 6: who couldn't be with us today to discuss it because
• 4:10
  Speaker 6: he's so busy helping with the comms.
• 4:12
  Speaker 2: Around all of this this next thing investment news. So
• 4:16
  Speaker 2: you're flying solo to talk about this research report which
• 4:20
  Speaker 2: is cracking the Deck's equation for first annual Workplace Productivity Report.
• 4:26
  Speaker 5: It is a big deal.
• 4:28
  Speaker 2: We do a lot of fantastic studies and research and
• 4:31
  Speaker 2: we cover a lot of from here on the Deck Show.
• 4:33
  Speaker 2: But I kind of feel Sun if you tell me
• 4:36
  Speaker 2: if you disagree with this might be the most significant
• 4:39
  Speaker 2: research project you've ever been a part of we've been
• 4:42
  Speaker 2: a part of as a team before.
• 4:44
  Speaker 5: Yeah, I think so.
• 4:44
  Speaker 4: And definitely shout out to David for all the work
• 4:47
  Speaker 4: he did behind this. So I know he's not here
• 4:49
  Speaker 4: right now, but he helped a lot with this project.
• 4:52
  Speaker 4: The difference of this report so and first off, anyone
• 4:55
  Speaker 4: who wants to download it just go to our website
• 4:57
  Speaker 4: next thing, dot com, slash resources just the show notes
• 5:02
  Speaker 4: as well, right, And so we've done surveys in the past.
• 5:06
  Speaker 4: Obviously there's two types of data reports. One are surveys
• 5:10
  Speaker 4: like external surveys where we go to IT professionals and
• 5:13
  Speaker 4: sometimes employees to get their opinions and feedback about their
• 5:17
  Speaker 4: workplace and their issues. And then the other type of
• 5:19
  Speaker 4: survey we've done only a few times in the past,
• 5:22
  Speaker 4: is looking at our own anonymized data sets, usually just
• 5:25
  Speaker 4: for like specific niche topics like Windows eleven we've done
• 5:30
  Speaker 4: in the past, and things that impact startup food time,
• 5:35
  Speaker 4: what variables might impact that. And this this round we
• 5:39
  Speaker 4: decided to take a much bigger cut. Now, we didn't
• 5:42
  Speaker 4: grab all twenty five million end points that you know
• 5:45
  Speaker 4: we work with for our customers, but we have a
• 5:47
  Speaker 4: pretty large subset of nine.
• 5:49
  Speaker 5: Million end points where we looked at our own data.
• 5:52
  Speaker 4: And tried to really trace and articulate the relationship between
• 5:57
  Speaker 4: one's deck score or the digital employees sperience, what's felt,
• 6:01
  Speaker 4: and productivity gains or losses. And I won't jump in
• 6:07
  Speaker 4: too far ahead, but basically we've seen this over the
• 6:09
  Speaker 4: years with our customers. At a customer level how they've
• 6:12
  Speaker 4: been able to kind of trace this relationship and see
• 6:16
  Speaker 4: reap the benefits from understanding it. But we wanted to
• 6:19
  Speaker 4: kind of take a bigger cut of the data across
• 6:22
  Speaker 4: the market and see what we could find.
• 6:25
  Speaker 5: Well, let's take it.
• 6:27
  Speaker 2: Let's take it further because this kind of drills into
• 6:29
  Speaker 2: the question as the report's caul film the decks equation
• 6:33
  Speaker 2: and what I guess we're asserting here we have the
• 6:37
  Speaker 2: data to make this assertion is that we've cracked it.
• 6:40
  Speaker 5: We've cracked that dex equation you alluded to it.
• 6:43
  Speaker 2: Just then we've put hard numbers next to the kind
• 6:46
  Speaker 2: of productivity gains that the DECKS can facilitate and create.
• 6:51
  Speaker 2: So tell us what the main findings were and why
• 6:54
  Speaker 2: it matters.
• 6:55
  Speaker 4: Sure, yeah, and definitely to underline this, you know, this
• 6:57
  Speaker 4: is our best guess as that we can from our data,
• 7:01
  Speaker 4: and it's only going to get better. We're hoping to
• 7:03
  Speaker 4: do another report next year and individual reports throughout the quarter.
• 7:09
  Speaker 4: So if anybody does have like research topics that they
• 7:11
  Speaker 4: would like to see, you can also contact us and
• 7:14
  Speaker 4: submit those queries. But we're essentially able to figure out
• 7:17
  Speaker 4: like the estimated time loss caused by a poor digital
• 7:20
  Speaker 4: employee experience and conversely a positive one. So one of
• 7:24
  Speaker 4: the biggest stats that we were able to kind of
• 7:26
  Speaker 4: extrapolate is that the average enterprise of say thirteen thousand,
• 7:31
  Speaker 4: five hundred employees loses about four hundred and seventy thousand
• 7:34
  Speaker 4: hours a year due to poor digital employee experience. Now
• 7:37
  Speaker 4: that might be very shocking as a headline, we also
• 7:41
  Speaker 4: view this as a number that a lot of people
• 7:44
  Speaker 4: didn't even know existed prior to working with us.
• 7:47
  Speaker 5: So these are.
• 7:48
  Speaker 4: Tickets and issues that would have gone under the radar
• 7:52
  Speaker 4: if it wasn't for our software. And actually, when we
• 7:55
  Speaker 4: looked at a separate survey earlier this year, when we
• 7:59
  Speaker 4: spoke to IT leaders, it was about a thousand of
• 8:02
  Speaker 4: them that responded that what they believe their organizations lose
• 8:05
  Speaker 4: per year to poor decks is around one hundred and
• 8:07
  Speaker 4: ninety eight thousand hours or just under two hundred thousand
• 8:11
  Speaker 4: hours excuse me, So there's a huge they've obviously underrated
• 8:15
  Speaker 4: that estimate massively, So that's one thing to look at
• 8:20
  Speaker 4: that figure. It's also to kind of identify issues that
• 8:23
  Speaker 4: many of which can be automated away for certain remediations
• 8:27
  Speaker 4: that our software can deal with. There's also stuff that
• 8:30
  Speaker 4: has nothing to do with the technology that I think
• 8:32
  Speaker 4: Tim will get into later that can impact that time loss.
• 8:38
  Speaker 4: But I'll stop for now because there's some other good
• 8:40
  Speaker 4: points that we can get to.
• 8:42
  Speaker 3: So Sean, I'm sure you know and folks know, I've
• 8:46
  Speaker 3: done a ton of work here on ROI, and it
• 8:49
  Speaker 3: can be very complicated when you look at it savings
• 8:53
  Speaker 3: versus business savings and avoiding issues. The report shows this
• 9:00
  Speaker 3: is one of the benefits of the deck score. But
• 9:03
  Speaker 3: the report shows a ten point increase and a DEX
• 9:07
  Speaker 3: score can recover twenty two minutes of productivity per employee
• 9:11
  Speaker 3: per week. So how should employees interpret that in terms
• 9:16
  Speaker 3: of ROI? Is it hard savings? Is it soft savings?
• 9:20
  Speaker 3: Is it an employee benefit, a company benefit, an it benefit?
• 9:24
  Speaker 3: Whatt's talk a bit about the increase in the DEX
• 9:26
  Speaker 3: score and it's linkage to ROI.
• 9:28
  Speaker 4: Sure, and it's so short answer a little bit of everything.
• 9:33
  Speaker 4: What that means is you're recovering like software asset management costs,
• 9:36
  Speaker 4: hardware costs, reallocating and us your support headcount. But we
• 9:42
  Speaker 4: have specific examples. So when we looked at that estimate,
• 9:45
  Speaker 4: we said, all right, that's a pretty good figure. I'm
• 9:48
  Speaker 4: certain there's a more conservative estimate that can be done though,
• 9:52
  Speaker 4: and just luckily in parallel with us, if you go
• 9:55
  Speaker 4: to the next Think Experience site in the replay section,
• 9:59
  Speaker 4: we have a great cut customer talk from BDO, which
• 10:02
  Speaker 4: is an advisory firm out of the UK that has
• 10:06
  Speaker 4: done this exact thing that we've done, but with a
• 10:09
  Speaker 4: more conservative estimate. They found out that if you increase
• 10:12
  Speaker 4: the deck's score by one point, you can recover about
• 10:15
  Speaker 4: five minutes of productivity. Now what does this all mean
• 10:18
  Speaker 4: in individual customers and industries Those numbers have different impact
• 10:23
  Speaker 4: depending on where you are. So for this particular customer, BDO,
• 10:26
  Speaker 4: they found that by tracking the deck score and making
• 10:30
  Speaker 4: improvements and watching it improve by the number of productivity recovered,
• 10:35
  Speaker 4: they were able to actually gain back an estimate of
• 10:38
  Speaker 4: three hundred thousand pounds just in value from after one
• 10:42
  Speaker 4: year of doing all this work and kind of tracking
• 10:44
  Speaker 4: the score.
• 10:45
  Speaker 5: So that's just one example, but.
• 10:49
  Speaker 4: I believe it was a study a couple of years
• 10:51
  Speaker 4: ago by the Forester. They did a total economic impact
• 10:53
  Speaker 4: study on next Thing customers across the board, and they
• 10:56
  Speaker 4: found that there was almost a three hundred percent ROI
• 10:59
  Speaker 4: within the first three years.
• 11:01
  Speaker 5: Just now, this is a bit old. This is a
• 11:02
  Speaker 5: couple of years ago.
• 11:03
  Speaker 4: So we have some new fresh products that have been
• 11:06
  Speaker 4: in play for just the past two three years. So
• 11:09
  Speaker 4: I'm sure we'll do studies like that in the future
• 11:11
  Speaker 4: to keep looking at it. But that should give listeners
• 11:14
  Speaker 4: a sense of the type of ROI they can expect.
• 11:18
  Speaker 3: Yeah, like I said, OROI has always been a bit
• 11:22
  Speaker 3: of an art as well as a science, determining what
• 11:26
  Speaker 3: the formula is, trusting the data, trusting the calculation, and
• 11:30
  Speaker 3: elevating the conversation. I think it is a good point
• 11:34
  Speaker 3: to make there. But the analysis also shows and this
• 11:38
  Speaker 3: we've gotten kind of a bit of customed to this set.
• 11:41
  Speaker 3: Next think over the past few years with Infinity, but
• 11:44
  Speaker 3: with twenty five million end points in the cloud, I
• 11:47
  Speaker 3: know we didn't use them all for this. We wanted
• 11:49
  Speaker 3: to kind of pull our most mature customers. But the
• 11:51
  Speaker 3: analysis shows workplace productivity loss by industry. So as a customer, myself,
• 11:59
  Speaker 3: as an IT the enterprise IT guy, we were always
• 12:03
  Speaker 3: pushed to be top quartile. Our CTO, our CFO wanted
• 12:07
  Speaker 3: our operation to be in the top quartile for our
• 12:11
  Speaker 3: market segment, and the question always was, well, how do
• 12:14
  Speaker 3: you know, how do you know when you got there?
• 12:16
  Speaker 3: How do you know you're measuring the same things that
• 12:18
  Speaker 3: the analysts come in and tell you, we'll get you
• 12:20
  Speaker 3: to the top quartile. How long did it take? What
• 12:23
  Speaker 3: do you do after you get there? There's lots of
• 12:25
  Speaker 3: conversation you could have about getting to that, But some
• 12:29
  Speaker 3: of the industries reported more loss than others. So walk
• 12:34
  Speaker 3: us through the data and what it means for it
• 12:36
  Speaker 3: leaders in terms of comparison across industries.
• 12:40
  Speaker 4: Yeah, and I think this is one of the most
• 12:42
  Speaker 4: interesting parts of the report. So first off, stepping back
• 12:46
  Speaker 4: from time loss even across all industries, we found it
• 12:49
  Speaker 4: was pretty much the same, where the average employee would
• 12:52
  Speaker 4: face off to fourteen technology disruptions per week regardless of
• 12:57
  Speaker 4: your industry. But when you get into the actual time
• 13:00
  Speaker 4: loss of those individual events, it does vary greatly. So
• 13:04
  Speaker 4: digital workers like in retail, healthcare, and financial services suffer
• 13:09
  Speaker 4: delays about one point seven times longer than their peers
• 13:13
  Speaker 4: in the tech industry. So if you're working in the
• 13:14
  Speaker 4: tech industry, you're doing pretty good compared to other industries,
• 13:18
  Speaker 4: which I think is kind of that makes sense. I'm
• 13:22
  Speaker 4: hoping if we do this again, which we will next year,
• 13:24
  Speaker 4: but I want to dive more into the things that
• 13:27
  Speaker 4: were impacting those top three industries, for example, with retail, healthcare,
• 13:32
  Speaker 4: and financial services and how they stack.
• 13:34
  Speaker 5: Up year over year. I can take a wild guess.
• 13:38
  Speaker 4: You can probably articulate it better, Tim, but my guess is,
• 13:41
  Speaker 4: you know, in healthcare and financial services, you probably have
• 13:43
  Speaker 4: more custom applications and stuff that's built in house that
• 13:48
  Speaker 4: could be impacting time loss, whereas you know, other stuff
• 13:52
  Speaker 4: that's sold on the commercial market, it might be a
• 13:54
  Speaker 4: little bit easier to get tech support and troubleshoot and
• 13:56
  Speaker 4: things like that. But that was really eye opening to
• 13:59
  Speaker 4: see the the discrepancy between the different industries.
• 14:03
  Speaker 3: The other thing I think that would be interesting to
• 14:06
  Speaker 3: look at but more difficult to assess, is and I
• 14:09
  Speaker 3: think we'll talk about it here in a bit, but
• 14:10
  Speaker 3: the maturity of those industries. So the tech industry obviously
• 14:15
  Speaker 3: has more technical people in their company to be able
• 14:18
  Speaker 3: to find and fix things more quickly, whereas in healthcare,
• 14:22
  Speaker 3: some of the evidence tells us that a medical professional,
• 14:26
  Speaker 3: a nurse, a doctor, a practitioner will just push a
• 14:29
  Speaker 3: windows on works, a windows on wheels machine into the corner.
• 14:33
  Speaker 3: I've heard stories about them pushing it into the elevator
• 14:35
  Speaker 3: and hitting floor seven just to get the device off
• 14:37
  Speaker 3: their floor. So those kinds of frustrations, those kinds of
• 14:40
  Speaker 3: delays are inherent in the response to issues and not
• 14:44
  Speaker 3: just the issue itself. So I think there's a lot
• 14:48
  Speaker 3: to be explored there for sure.
• 14:51
  Speaker 2: I mean, Tim, you've actually a couple of questions for
• 14:54
  Speaker 2: you to round us LF. Maybe you've obviously worked closely
• 14:57
  Speaker 2: with organizations at different stages in their deckhops of maturity.
• 15:04
  Speaker 2: What is the significance and what does it tell us
• 15:07
  Speaker 2: about that level of maturity for an IT department that
• 15:12
  Speaker 2: is able to correlate productivity wins or losses with the
• 15:16
  Speaker 2: DEX score or with the DEX investment.
• 15:19
  Speaker 3: I think the ugly truth in IT and business in
• 15:25
  Speaker 3: general is that IT leaders frequently focus on the losses
• 15:30
  Speaker 3: because they're more visible, right, or they're focusing on the
• 15:35
  Speaker 3: fear of loss. There's a lot of pressure in IT
• 15:37
  Speaker 3: to make that next change, to make that next deployment
• 15:40
  Speaker 3: without impacting employees. So there's this focus and fear of
• 15:45
  Speaker 3: failure or of losses. Why we have end of quarter
• 15:48
  Speaker 3: and end of year moratoriums. The change moratorium is there
• 15:51
  Speaker 3: because the business is so confident that you're going to
• 15:54
  Speaker 3: break them, they don't allow you to change anything. So
• 15:57
  Speaker 3: there's a lot of focus on failure are celebrated very quickly,
• 16:02
  Speaker 3: but just in the context of thank god, that didn't fail, right.
• 16:06
  Speaker 3: We pushed out the patch, we pushed out the upgrade.
• 16:08
  Speaker 3: We only got three percent tickets, let's move on to
• 16:11
  Speaker 3: the next one. But the score and the ability to
• 16:14
  Speaker 3: see where you are in your maturity journey elevates that
• 16:17
  Speaker 3: conversation even in failure. So for example, you can take
• 16:23
  Speaker 3: a look at that score and communicate your improvements over time.
• 16:31
  Speaker 3: We went from a six point nine to a seven
• 16:33
  Speaker 3: point three over the course of a month, and here
• 16:35
  Speaker 3: are the specific things we did to improve that or
• 16:39
  Speaker 3: those big changes where there's a fear of failure, you
• 16:42
  Speaker 3: can show the massive amount of change you made with
• 16:45
  Speaker 3: no breakage and our score state flat. We didn't impact anybody,
• 16:48
  Speaker 3: we didn't degrade. So you've got a different conversation with
• 16:51
  Speaker 3: the business, you've got a different focus in it. And
• 16:55
  Speaker 3: each of the stages of maturity, whether it's getting better
• 16:59
  Speaker 3: at reactive or proactive or preventive or strategic. You've got
• 17:03
  Speaker 3: different different things to plan and to celebrate along those
• 17:07
  Speaker 3: along those milestones.
• 17:11
  Speaker 2: Hmmm, that's interesting, and I think anybody listening to the
• 17:14
  Speaker 2: shows and some of the podcasts we've been making, well, no,
• 17:17
  Speaker 2: the dexops has been something you know that it's hotly
• 17:20
  Speaker 2: discussed at the moment among sort of next Think customers
• 17:22
  Speaker 2: and dex influencers. Maybe you could just epitomize, however, what
• 17:28
  Speaker 2: exactly dexops maturity specifically means, and how next Think is
• 17:34
  Speaker 2: able to approach different customers at different stages, with an
• 17:37
  Speaker 2: emphasis on what it's able to do within full customers
• 17:41
  Speaker 2: who have already developed quite far.
• 17:44
  Speaker 3: I like to look at that maturity on a very
• 17:47
  Speaker 3: basic human level, right, go from a human maturity. You
• 17:53
  Speaker 3: start out as a as a child, as a toddler,
• 17:56
  Speaker 3: you learn to walk, you learn to talk, you learn
• 17:58
  Speaker 3: to run, you learn to ride a bike. All of
• 18:01
  Speaker 3: those things you learn at the very early stages of
• 18:03
  Speaker 3: your maturity are fundamental for building the next level. As
• 18:08
  Speaker 3: a teenager or as a young adult, you're in college,
• 18:11
  Speaker 3: you're learning, you're planning your profession, you're putting a career
• 18:15
  Speaker 3: plan together. You're getting a degree, and then middle of
• 18:19
  Speaker 3: your career you're planning your next move, you're building a family,
• 18:22
  Speaker 3: and then later stage planning the retirement and joining the
• 18:26
  Speaker 3: rest of your life. So if you look at the
• 18:28
  Speaker 3: maturity in dex and in dex ops, it's very similar.
• 18:33
  Speaker 3: Everyone's on a different journey and everyone's in a different
• 18:36
  Speaker 3: place on that journey. Ticket reduction may be a win
• 18:39
  Speaker 3: for some people, but it could be ancient history for others.
• 18:42
  Speaker 3: We tackled that years ago. We're stable, we're solid. What's
• 18:45
  Speaker 3: the next thing we're going to do in our maturity
• 18:47
  Speaker 3: to become a strategic partner with the business. The customer
• 18:51
  Speaker 3: success plan and an internal roadmap help identify what the
• 18:57
  Speaker 3: next win will be and not just chance, but plan
• 19:01
  Speaker 3: the wins by design. It's not just as they occur.
• 19:05
  Speaker 3: So designing your next win, for example, we're going to
• 19:08
  Speaker 3: gather employee sentiment and then map that into our next transformation.
• 19:13
  Speaker 3: Make sure we're accommodating what the business needs. Fix the
• 19:16
  Speaker 3: problem of what it is typically criticized for in that
• 19:23
  Speaker 3: they don't understand the business. So plan and include the
• 19:27
  Speaker 3: celebration and the communications around those wins, just to kind
• 19:32
  Speaker 3: of lay out that that maturity model. Again, Reactive is
• 19:35
  Speaker 3: fixing things faster. Things are going to break and they
• 19:38
  Speaker 3: may not even be in your control. And it's not
• 19:41
  Speaker 3: just technology fixes, its adoption fixes and process fixes. Proactive
• 19:48
  Speaker 3: is finding those issues without tickets, find the process bottlenecks,
• 19:53
  Speaker 3: find the failures, don't rely on employees to call you
• 19:56
  Speaker 3: the next level of maturity. And a lot of people
• 19:58
  Speaker 3: get proactive and preventative confused. They'll say, well, if you're
• 20:01
  Speaker 3: breaking things and fixing them, you're really not proactive. Well
• 20:04
  Speaker 3: you are because you're breaking your dependency on employees having
• 20:07
  Speaker 3: to tell you about it. You're proactively fixing things that
• 20:10
  Speaker 3: are broken. Preventative is knowing that something will break and
• 20:15
  Speaker 3: not breaking it in advance, or finding it early in
• 20:18
  Speaker 3: a pilot stage and stopping your rollout until you can
• 20:21
  Speaker 3: come up with a remediation and a workaround and prevent
• 20:24
  Speaker 3: issues from spreading. And it's not just those kind of phases,
• 20:30
  Speaker 3: it's the operational rigor that goes along with those that's important.
• 20:33
  Speaker 3: How do I collaborate across my teams, how do I
• 20:35
  Speaker 3: spur innovation? How do I go find new problems to
• 20:39
  Speaker 3: solve versus just going and finding things that are broken
• 20:43
  Speaker 3: and bringing new AI and especially with automation and coupled
• 20:47
  Speaker 3: with AI today, how do I find those old age
• 20:50
  Speaker 3: old problems that I can now not just remediate but
• 20:55
  Speaker 3: improve and automate and bring to the business to solidify
• 20:59
  Speaker 3: my my strategic position with them. So dex up maturity
• 21:04
  Speaker 3: is different for everybody because of our age, are our position,
• 21:09
  Speaker 3: how long we've been at it. But I love the
• 21:12
  Speaker 3: maturity model because it gives a very defined stage of
• 21:16
  Speaker 3: how you move up, the move up the ladder.
• 21:20
  Speaker 2: But I was concerned him to hear you miss so
• 21:22
  Speaker 2: many important milestones. You know, the first fist fight, you know,
• 21:28
  Speaker 2: the appearance in in Oliver Twist, you know it was.
• 21:32
  Speaker 3: I think we covered those experiences.
• 21:34
  Speaker 5: But anyone too, For anyone who.
• 21:36
  Speaker 2: Wants to hear more about those milestones. Do you listen
• 21:38
  Speaker 2: to our I think last published episode recorded live experience Boston.
• 21:44
  Speaker 2: It was good fun and that's there's some really good
• 21:47
  Speaker 2: closing reflections there. Thank you Tim, Thank you Sean so much,
• 21:51
  Speaker 2: not just the coming on the show, but for spearheading
• 21:54
  Speaker 2: along with David Edelman. This this amazing report. Last time Sean,
• 21:59
  Speaker 2: give us give us a plug. The people can download
• 22:03
  Speaker 2: anything else you wanted to do any you know, they
• 22:05
  Speaker 2: can reach out as you mentioned about future topics, how
• 22:08
  Speaker 2: would they do that?
• 22:09
  Speaker 5: Yeah, please do.
• 22:10
  Speaker 4: You can actually just go to contact us button anywhere
• 22:13
  Speaker 4: on the website and when you submit your query, just
• 22:16
  Speaker 4: reference a report. If you have a research topic an idea,
• 22:20
  Speaker 4: submit it. We'll get back to you. We definitely want
• 22:22
  Speaker 4: to go after interesting questions that we think are interesting
• 22:27
  Speaker 4: on our side, but of course we're open to feedback
• 22:30
  Speaker 4: from other people outside of Next Thing, so please do so.
• 22:35
  Speaker 2: Thank you so much, Sean. And you know, look, just
• 22:38
  Speaker 2: before we sign off, for everybody out there listening, who's
• 22:42
  Speaker 2: part of the Next Thing community, not only a Next thinker,
• 22:44
  Speaker 2: but a customer or a partner, an analyst perhaps who
• 22:48
  Speaker 2: supported Next Think and help get the word out there.
• 22:51
  Speaker 3: In terms of shout out to Diana Gardner, shout out
• 22:54
  Speaker 3: to Dana Gartner.
• 22:55
  Speaker 2: People who have you know, who have been behind decks
• 22:57
  Speaker 2: for so many years making a difference to it it. Congratulations.
• 23:02
  Speaker 2: I think this is a huge week for everybody and
• 23:06
  Speaker 2: reflective of the incredible strength for culture if it's been
• 23:09
  Speaker 2: built around X and that we've all of us built together, Tim,
• 23:14
  Speaker 2: Isn't that right?
• 23:15
  Speaker 3: Absolutely? Yeah, and another shout out to uh and I'm sure,
• 23:18
  Speaker 3: I'm sure you get it to Tom when we were
• 23:20
  Speaker 3: at experience. The number of people is growing that come
• 23:23
  Speaker 3: up to you and say, hey, just wanted to talk.
• 23:24
  Speaker 3: I love the podcast, love love talking to the individually.
• 23:28
  Speaker 3: So shout out to everybody who came up and said.
• 23:30
  Speaker 5: Oh, thank you so much.
• 23:30
  Speaker 2: Yeah, it's so nice to meet listeners and hear with
• 23:34
  Speaker 2: people enjoy the show. We deeply appreciate that, so thank
• 23:37
  Speaker 2: you so much. Good shout good, Shout out Tim. Shout
• 23:40
  Speaker 2: out to everybody who did that, and we'll see you
• 23:43
  Speaker 2: all soon. Thanks Tim, Thanks, and take care everybody to make.
• 23:47
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  Speaker 1: your digital employee experience, head over to nextthink dot com.
• 24:08
  Speaker 1: Thank you so much for listening. Until next time,