0306. When Your Systems Don't Match How Work Happens

1 00:01:03,390 - > 00:01:05,709 SPEAKER_00: Welcome back to another episode of Lean by 2 00:01:05,709 - > 00:01:06,510 Design Podcast. 3 00:01:06,590 - > 00:01:09,629 I'm your host, Oscar, alongside my co-host Lawrence. 4 00:01:09,790 - > 00:01:12,189 And uh today I think we're going to be talking about something 5 00:01:12,189 - > 00:01:15,870 that is very familiar to a lot of people that are listening to 6 00:01:15,870 - > 00:01:16,590 this podcast. 7 00:01:16,750 - > 00:01:21,950 You know, you find yourselves in a new organization, there's new 8 00:01:21,950 - > 00:01:26,030 process, there's new people, the space that you're working in is 9 00:01:26,030 - > 00:01:26,430 different. 10 00:01:26,590 - > 00:01:29,629 You might be completely virtual, you might be hybrid, you might 11 00:01:29,629 - > 00:01:30,909 have a desk, you might not. 12 00:01:32,109 - > 00:01:37,629 And what you start to find out is the way that organization is 13 00:01:37,629 - > 00:01:43,710 doing work is not quite using the systems that have been 14 00:01:43,950 - > 00:01:47,789 integrated into the day-to-day operations the way they're 15 00:01:47,789 - > 00:01:49,150 intended to be used. 16 00:01:49,710 - > 00:01:54,349 We often find ourselves or find people that we are being trained 17 00:01:54,349 - > 00:01:59,069 upon working around the systems as opposed to working through 18 00:01:59,069 - > 00:01:59,629 the system. 19 00:01:59,789 - > 00:02:02,270 That's actually not a behavior problem. 20 00:02:02,430 - > 00:02:04,189 That is a design problem. 21 00:02:04,590 - > 00:02:08,509 And what we're talking about today is when we are 22 00:02:08,509 - > 00:02:13,789 implementing new tools or bringing in new reporting for 23 00:02:13,789 - > 00:02:16,909 compliance or for visibility for leadership. 24 00:02:17,229 - > 00:02:24,030 But we don't actually design how we get there, how the work is 25 00:02:24,030 - > 00:02:25,469 actually going to flow. 26 00:02:25,789 - > 00:02:29,949 We sort of make a decision on what the end state needs to be. 27 00:02:30,110 - > 00:02:31,710 It needs to be a report. 28 00:02:32,430 - > 00:02:34,110 So what typically happens? 29 00:02:34,270 - > 00:02:39,949 Well, if we don't have a system that can provide that, we are in 30 00:02:39,949 - > 00:02:44,270 a room with multiple people looking for artifacts. 31 00:02:44,430 - > 00:02:48,669 It could be documents, old reports, timelines, rosters, 32 00:02:48,990 - > 00:02:51,069 failure reports, what have you. 33 00:02:51,550 - > 00:02:55,870 And we are trying to piece together these requests that 34 00:02:55,870 - > 00:02:56,110 come. 35 00:02:56,270 - > 00:02:58,590 Sometimes ad hoc, sometimes we know they're coming. 36 00:02:59,710 - > 00:03:04,830 And the leverage that we have is still sitting in the systems 37 00:03:04,830 - > 00:03:06,509 that we have been given. 38 00:03:06,990 - > 00:03:10,189 In what the organization has paid for. 39 00:03:10,989 - > 00:03:13,069 And the result isn't just frustration. 40 00:03:13,789 - > 00:03:14,750 It's a waste of time. 41 00:03:15,549 - > 00:03:16,989 It's data inconsistency. 42 00:03:18,109 - > 00:03:19,389 It hides the rework. 43 00:03:19,469 - > 00:03:24,829 And there's a growing distrust in the very system that is meant 44 00:03:24,829 - > 00:03:25,789 to create clarity. 45 00:03:27,069 - > 00:03:28,590 So we start to blame the system. 46 00:03:28,829 - > 00:03:29,870 It's too clunky. 47 00:03:30,669 - > 00:03:31,949 I don't like the way it works. 48 00:03:32,109 - > 00:03:33,389 I can't find anything. 49 00:03:33,549 - > 00:03:36,109 I think we're here to say it's not the system. 50 00:03:36,829 - > 00:03:38,109 It's the workflow design. 51 00:03:38,189 - > 00:03:40,189 And I think that's something that we've experienced. 52 00:03:40,269 - > 00:03:44,109 And I know I've experienced it myself, going into an 53 00:03:44,109 - > 00:03:49,150 organization, finding technology, and then recognizing 54 00:03:49,150 - > 00:03:52,030 that it seems to be a source of an input. 55 00:03:52,189 - > 00:03:55,469 Almost like getting a dishwasher and just putting the dishes in 56 00:03:55,469 - > 00:03:56,349 there to dry. 57 00:03:56,590 - > 00:03:58,189 I grew up on that. 58 00:03:58,349 - > 00:04:01,069 It's not really how it was intended to function. 59 00:04:01,629 - > 00:04:04,829 You know, there's hand washing and then they go into now this 60 00:04:04,829 - > 00:04:06,349 expensive drying rack. 61 00:04:06,909 - > 00:04:10,829 I think there's a few of us culturally that can speak to 62 00:04:10,829 - > 00:04:11,709 that experience. 63 00:04:11,870 - > 00:04:14,349 And that's something similar that happens in the workplace. 64 00:04:14,750 - > 00:04:18,910 We get a new technology, we learn the bare minimum, we 65 00:04:19,230 - > 00:04:24,750 create a workflow that is specific to the endpoint and not 66 00:04:24,750 - > 00:04:26,829 how work is typically done. 67 00:04:26,990 - > 00:04:32,189 We don't consider how we operate in the day-to-day and how the 68 00:04:32,189 - > 00:04:36,110 reporting can be married together with that day-to-day 69 00:04:36,110 - > 00:04:36,189 work. 70 00:04:36,430 - > 00:04:38,350 SPEAKER_01: Yeah, I think we can get specific, right? 71 00:04:38,430 - > 00:04:44,110 So if let's just assume the situation is you are entering a 72 00:04:44,110 - > 00:04:47,310 team and you have a group of people that are using some sort 73 00:04:47,310 - > 00:04:50,350 of software or tool to manage some amount of work. 74 00:04:50,509 - > 00:04:53,629 I think a lot of times for the person coming in, usually the 75 00:04:53,790 - > 00:04:55,709 onboarding process isn't very straightforward. 76 00:04:55,790 - > 00:04:57,949 And so you're questioning like, why are we doing this? 77 00:04:58,030 - > 00:04:59,550 And like, what does this button do? 78 00:04:59,709 - > 00:05:03,949 And then you you get a sense of people within the team are using 79 00:05:03,949 - > 00:05:09,150 the system in a way that best fits how they would like to do 80 00:05:09,150 - > 00:05:09,470 their work. 81 00:05:09,550 - > 00:05:12,030 And so there's sometimes a lot of inconsistency with how people 82 00:05:12,030 - > 00:05:15,150 input data, and uh people sort of find ways to do their own 83 00:05:15,150 - > 00:05:20,269 thing, and so there's uh you know, some chance of of uh 84 00:05:21,149 - > 00:05:24,509 configuring the tool so that it matches the way that people do 85 00:05:24,509 - > 00:05:27,149 their work, so the the workflows better. 86 00:05:27,310 - > 00:05:30,990 Um I think there's a there's a lot of ways that we can kind of 87 00:05:30,990 - > 00:05:32,750 go about talking about this. 88 00:05:32,990 - > 00:05:37,389 One is whether you can even configure the software at all, 89 00:05:37,550 - > 00:05:37,790 right? 90 00:05:37,870 - > 00:05:40,509 So depending on what you're doing, like did you select the 91 00:05:40,509 - > 00:05:41,550 right tool for the job? 92 00:05:41,709 - > 00:05:44,110 Let's assume that you did select the tool that is highly 93 00:05:44,110 - > 00:05:46,829 configurable and that you can configure it for what your 94 00:05:46,829 - > 00:05:48,269 people are using it for. 95 00:05:48,829 - > 00:05:51,550 The other side of it is do you even understand how people are 96 00:05:51,550 - > 00:05:52,589 using the tool, right? 97 00:05:52,750 - > 00:05:55,469 Um, before you go ahead and make the purchase of whatever 98 00:05:55,469 - > 00:05:55,870 software. 99 00:05:56,110 - > 00:06:00,509 So I think the there's probably a lot of people and very popular 100 00:06:00,509 - > 00:06:04,430 application of such technologies is going to be managing 101 00:06:04,430 - > 00:06:05,069 projects, right? 102 00:06:05,149 - > 00:06:09,230 Let's just talk about, let's just go into you know why people 103 00:06:09,389 - > 00:06:10,990 uh love or hate Smartsheet. 104 00:06:11,069 - > 00:06:15,389 I think there's a whole community around you're either 105 00:06:15,389 - > 00:06:15,949 one or the other. 106 00:06:16,029 - > 00:06:18,029 I don't think people are usually like on the fence about it. 107 00:06:18,110 - > 00:06:19,550 They either hate it or they love it. 108 00:06:19,790 - > 00:06:23,230 And I I think from my experience, I think the people 109 00:06:23,230 - > 00:06:27,149 that love it understand the capabilities of the tool, and so 110 00:06:27,149 - > 00:06:32,110 they really have a good support system around not only using the 111 00:06:32,110 - > 00:06:35,389 tool, but also making the changes that they need so that 112 00:06:35,389 - > 00:06:36,829 people can work better together. 113 00:06:36,990 - > 00:06:39,550 And I think the other side of the fence is when you have a 114 00:06:39,550 - > 00:06:43,389 very weak support system where nobody knows who's in charge of 115 00:06:43,389 - > 00:06:46,750 configuring the tool, and then you have people leave, they come 116 00:06:46,750 - > 00:06:51,949 in and out, and then nobody owns the sheets, and it becomes a a 117 00:06:52,349 - > 00:06:57,550 giant uh ball of yarn at some point because there's there's 118 00:06:57,550 - > 00:07:01,149 not enough thought that goes into design and and maintenance 119 00:07:01,149 - > 00:07:02,110 of the actual system. 120 00:07:02,269 - > 00:07:05,790 So yeah, we we can we can you know which adventure do we want 121 00:07:05,790 - > 00:07:06,189 to go on? 122 00:07:06,269 - > 00:07:08,990 Is is one of the you want the good news first or the bad news 123 00:07:08,990 - > 00:07:09,310 first? 124 00:07:09,389 - > 00:07:13,310 SPEAKER_00: Is right, you know, I want this to go. 125 00:07:13,870 - > 00:07:15,629 I love that you pulled that out. 126 00:07:15,709 - > 00:07:18,829 You know, uh as many of our listeners know, we've been using 127 00:07:18,829 - > 00:07:20,029 Smartsheet internally. 128 00:07:20,189 - > 00:07:22,829 Personally, I've been using Smartsheet for over 10 years, 129 00:07:23,069 - > 00:07:27,550 and they're you know, aside from that adoption curve that you 130 00:07:27,550 - > 00:07:30,349 find in technology, you're pointing out some things. 131 00:07:30,430 - > 00:07:34,750 I I think the support system is such a huge component of it. 132 00:07:34,909 - > 00:07:42,829 I'm in a situation now where the IT does not claim ownership of 133 00:07:42,829 - > 00:07:44,430 the system in any way. 134 00:07:44,589 - > 00:07:48,670 However, they are listed as owners across the entire uh 135 00:07:48,670 - > 00:07:49,230 space. 136 00:07:49,469 - > 00:07:54,589 So if the enterprise business calls anybody, it's gonna be IT. 137 00:07:54,750 - > 00:07:58,990 However, they don't have the skill set to really understand 138 00:07:59,230 - > 00:08:00,349 the software. 139 00:08:00,909 - > 00:08:05,550 They're unwilling to relinquish ownership to the function, they 140 00:08:05,790 - > 00:08:07,149 want to maintain that. 141 00:08:07,469 - > 00:08:10,990 And what that's doing is it's also causing a number of 142 00:08:10,990 - > 00:08:16,750 bottlenecks related to access as well, because there are access 143 00:08:16,750 - > 00:08:20,189 to specific documents within the system, but then there are also 144 00:08:20,189 - > 00:08:24,589 seats, and these seats allow you to have free collaborators or 145 00:08:24,589 - > 00:08:28,589 people that are uh license holders that can do very 146 00:08:28,589 - > 00:08:29,389 specific work. 147 00:08:29,550 - > 00:08:32,430 And so you're starting you're starting to now get into this. 148 00:08:32,830 - > 00:08:35,790 If this is going to be our issue, well, the issue is not 149 00:08:35,790 - > 00:08:39,629 the software, the issue is the internal, you know, decision 150 00:08:39,710 - > 00:08:43,310 making, the internal ownership, the internal support, as you 151 00:08:43,310 - > 00:08:48,350 said, that's sort of creating this roadblock in order to 152 00:08:48,350 - > 00:08:49,550 become more efficient. 153 00:08:49,710 - > 00:08:52,670 So you're finding, you know, what happens in here is you're 154 00:08:52,670 - > 00:08:54,750 finding that the teams are blaming the tools. 155 00:08:54,990 - > 00:08:57,470 They're not blaming the support of it, they're not blaming the 156 00:08:57,470 - > 00:08:59,230 design of it, it's the tool itself. 157 00:08:59,470 - > 00:09:00,269 So what happens? 158 00:09:00,350 - > 00:09:06,430 We start to bypass these systems and start to look for solutions 159 00:09:06,430 - > 00:09:11,230 outside of that very system that has the capabilities. 160 00:09:11,470 - > 00:09:15,710 And I like that you talked about the capabilities because I think 161 00:09:15,710 - > 00:09:21,149 there's some distinction to the features. 162 00:09:21,310 - > 00:09:25,070 You know, oftentimes we get drawn in with the features. 163 00:09:25,149 - > 00:09:29,470 Uh you can uh, you know, click this button and it'll do a whole 164 00:09:29,470 - > 00:09:30,509 AI thing. 165 00:09:30,830 - > 00:09:35,710 You can type in what you need here and it'll organize it for 166 00:09:35,710 - > 00:09:36,590 you, you know. 167 00:09:36,830 - > 00:09:41,790 But the capabilities are, you know, the transparency, the you 168 00:09:41,790 - > 00:09:43,790 know, ability for widespread adoption. 169 00:09:43,870 - > 00:09:46,110 It's an enterprise uh piece. 170 00:09:46,270 - > 00:09:51,310 The flexibility is a capability because you're not so stuck on 171 00:09:51,310 - > 00:09:54,190 how that product was designed. 172 00:09:54,350 - > 00:09:58,190 Because the reality of it is we all have our own in any 173 00:09:58,190 - > 00:10:00,990 organization, we're gonna have our own signature, right? 174 00:10:01,070 - > 00:10:03,470 We're gonna have our own feel for how we work. 175 00:10:03,710 - > 00:10:07,390 Maybe we only do one meeting a month and everything else is 176 00:10:07,390 - > 00:10:12,110 done through uh you know virtual updates with reports and a video 177 00:10:12,110 - > 00:10:13,070 or something. 178 00:10:13,550 - > 00:10:18,510 You know, I think that is a blessing and a curse because you 179 00:10:18,510 - > 00:10:20,990 can look at that and say, wow, there's some flexibility here. 180 00:10:21,070 - > 00:10:23,070 And then on the other end, you might have folks that say, 181 00:10:23,230 - > 00:10:25,070 there's too much flexibility here. 182 00:10:25,870 - > 00:10:31,150 So when we're you know put up against these sort of 183 00:10:31,150 - > 00:10:35,710 roadblocks, especially in support of a system, what have 184 00:10:35,710 - > 00:10:39,790 you seen work to sort of bring back some of that report, some 185 00:10:39,790 - > 00:10:45,470 of that support in a way that allows really a marriage of the 186 00:10:45,470 - > 00:10:50,190 systems that are being brought in and the way that you do the 187 00:10:50,190 - > 00:10:51,230 day-to-day work? 188 00:10:51,470 - > 00:10:52,830 What do you find? 189 00:10:53,150 - > 00:10:55,150 What's been your experience with that? 190 00:10:55,550 - > 00:10:59,790 SPEAKER_01: Yeah, I think for the average user of the the 191 00:10:59,790 - > 00:11:05,230 tool, it's so if if you're really good at using the tool, 192 00:11:05,390 - > 00:11:08,110 obviously you you use less of the support and and you kind of 193 00:11:08,110 - > 00:11:08,750 know what you're doing. 194 00:11:08,830 - > 00:11:11,790 But I think for a lot of people that are new to maybe using a 195 00:11:11,790 - > 00:11:14,670 tool, it's very helpful, obviously, to have instructions 196 00:11:14,670 - > 00:11:16,030 and and have training on it. 197 00:11:16,190 - > 00:11:19,150 But you need a you need a human, you need somebody that like to 198 00:11:19,470 - > 00:11:21,150 that you can go and talk to. 199 00:11:21,230 - > 00:11:23,150 Uh you know, having a champion. 200 00:11:23,390 - > 00:11:24,510 A champion, right? 201 00:11:24,670 - > 00:11:28,190 Having at least some sort of like super user or some what we 202 00:11:28,190 - > 00:11:30,990 would call like a community of practice, especially for people 203 00:11:30,990 - > 00:11:34,430 that are using the system across the company, to be able to 204 00:11:34,430 - > 00:11:37,470 consult and even ask questions on like how do I do this or how 205 00:11:37,470 - > 00:11:40,350 do I set that up, just so that you're not reinventing the wheel 206 00:11:40,350 - > 00:11:41,070 every single time. 207 00:11:41,230 - > 00:11:44,030 And I think aside from having that community of practice and 208 00:11:44,030 - > 00:11:47,150 and the training and stuff, is the the management and 209 00:11:47,150 - > 00:11:49,710 leadership of the company has to be behind the actual tool 210 00:11:49,710 - > 00:11:50,510 itself, right? 211 00:11:50,750 - > 00:11:55,070 I think it you're sending a really bad message if you're 212 00:11:55,070 - > 00:12:01,710 requiring people to use this system, but you don't respect it 213 00:12:01,710 - > 00:12:06,510 or prioritize it enough to commit resources and time for 214 00:12:07,150 - > 00:13:03,300 that support structure to work, right? 215 00:13:03,540 - > 00:13:06,500 I think what you'll see is a lot of management and and leadership 216 00:13:06,500 - > 00:13:10,500 go, hey, I need you know, A, B, and C to make a decision on X. 217 00:13:10,740 - > 00:13:14,740 And that that information is within the system that they're 218 00:13:14,740 - > 00:13:16,180 supposed to be using. 219 00:13:16,660 - > 00:13:20,500 And a lot of times they'll ask, hey, like I I want to see you 220 00:13:20,500 - > 00:13:22,340 know these reports and then where are they? 221 00:13:22,420 - > 00:13:25,380 And but nobody asks the question, well, well, how do we 222 00:13:25,540 - > 00:13:28,340 how do how do we even like get that information to you? 223 00:13:28,500 - > 00:13:30,580 Like what exactly, like where is it? 224 00:13:30,740 - > 00:13:34,020 And you know, it's only something being asked when they 225 00:13:34,020 - > 00:13:36,740 need it, but not from the beginning, where okay, we use 226 00:13:36,740 - > 00:13:42,580 this system because we track these numbers or whatever data, 227 00:13:42,740 - > 00:13:46,660 and so that data becomes useful for this decision that 228 00:13:46,660 - > 00:13:47,380 management uses. 229 00:13:47,540 - > 00:13:49,220 I don't think that conversation usually happens. 230 00:13:49,300 - > 00:13:52,100 It's usually like, oh, we put all our information in here, and 231 00:13:52,100 - > 00:13:55,300 uh yeah, this is how we do things, and then you'll have 232 00:13:55,300 - > 00:13:57,860 that monthly steering committee where somebody goes, Hey, I need 233 00:13:57,860 - > 00:14:00,980 the numbers for this, and everybody looks around and says, 234 00:14:01,300 - > 00:14:03,540 uh, what did we do last month for this? 235 00:14:04,420 - > 00:14:05,220 SPEAKER_00: Since when? 236 00:14:05,460 - > 00:14:06,260 Right, right. 237 00:14:06,580 - > 00:14:10,180 You know, I think what we're seeing or what we do see in 238 00:14:10,180 - > 00:14:15,300 these spaces is sort of this level of assumption that comes 239 00:14:15,300 - > 00:14:19,460 from leaderships that not necessarily having all of the 240 00:14:19,460 - > 00:14:23,060 details for the ground level is sort of more of this, like, you 241 00:14:23,060 - > 00:14:27,060 know, wishful ask, because the assumption is that this group 242 00:14:27,060 - > 00:14:27,860 has the data. 243 00:14:28,180 - > 00:14:32,980 And as folks that are receiving those requests, it's our duty to 244 00:14:32,980 - > 00:14:34,260 dig into that a little bit. 245 00:14:34,420 - > 00:14:38,420 And I've done that with you know clients in the past very often, 246 00:14:38,740 - > 00:14:42,100 where I want a dashboard, I want a report, I want this. 247 00:14:42,580 - > 00:14:44,820 Okay, well, what are you actually looking for? 248 00:14:44,980 - > 00:14:48,420 Well, I talked to that person and they didn't tell me what I 249 00:14:48,420 - > 00:14:51,220 was, you know, they didn't tell me what I was looking for. 250 00:14:51,380 - > 00:14:54,100 Well, that sounds like more of a communication problem, as 251 00:14:54,100 - > 00:14:57,300 opposed to like now being a system issue that has to go to a 252 00:14:57,300 - > 00:14:58,180 different function. 253 00:14:58,420 - > 00:15:01,940 So that's a different kind of problem to fix than we need this 254 00:15:01,940 - > 00:15:04,260 level of, we need this specific dashboard. 255 00:15:04,420 - > 00:15:07,220 In some cases, all you need is just a report that gets sent to 256 00:15:07,220 - > 00:15:10,420 your email every, you know, once every two or three weeks. 257 00:15:10,660 - > 00:15:15,380 But I think what happens is when we are looking at data and we're 258 00:15:15,380 - > 00:15:18,100 trying to make sense and understand whether it's 259 00:15:18,100 - > 00:15:22,420 scientific data, data on our facilities, on and sort of how 260 00:15:22,420 - > 00:15:26,100 our equipment is running, data on our programs or projects or 261 00:15:26,100 - > 00:15:29,460 research, you know, we're as humans, we're trying to make 262 00:15:29,460 - > 00:15:30,420 sense of it, right? 263 00:15:30,580 - > 00:15:33,460 So when we don't see something that we wish we could have had, 264 00:15:33,620 - > 00:15:38,260 the request goes, this data looks like in that area. 265 00:15:38,420 - > 00:15:41,220 So we should be able to get that information without really 266 00:15:41,220 - > 00:15:44,500 understanding like, do they even collect that type of data? 267 00:15:44,660 - > 00:15:47,300 Is that something that is even possible? 268 00:15:47,540 - > 00:15:51,220 It becomes sort of a mandate, and then you sort of leave your 269 00:15:51,220 - > 00:15:55,380 team, you know, scrambling to try to resolve that and pull up 270 00:15:55,380 - > 00:15:59,300 old PowerPoint slides to let's find the data so that we can 271 00:15:59,300 - > 00:16:02,100 support our message that goes out back to leadership. 272 00:16:02,260 - > 00:16:04,580 And they might only give it about five minutes of a look, 273 00:16:04,660 - > 00:16:07,060 and it took you a week to put together. 274 00:16:07,380 - > 00:16:12,740 So, you know, I think we're in an age where technology is 275 00:16:12,740 - > 00:16:18,340 moving so fast, and the human ability to adapt to changing 276 00:16:18,340 - > 00:16:22,180 systems is so much slower, right? 277 00:16:22,420 - > 00:16:23,940 Because we have to understand it. 278 00:16:24,100 - > 00:16:27,620 It's very hard for us to do, you know, like we're working on an 279 00:16:27,620 - > 00:16:28,500 assembly line. 280 00:16:28,660 - > 00:16:30,020 I just click this button. 281 00:16:30,180 - > 00:16:34,740 You typically in in industries like biopharma, things are more 282 00:16:34,740 - > 00:16:36,100 complex than that, right? 283 00:16:36,260 - > 00:16:39,220 You have relationships, you have partnerships, you have 284 00:16:39,220 - > 00:16:41,780 cross-functional collaborations that have to happen. 285 00:16:41,940 - > 00:16:43,860 So there's a lot of things that you need to consider. 286 00:16:43,940 - > 00:16:47,380 And our role is not so much, you know, that the that role is not 287 00:16:47,380 - > 00:16:49,540 so much going to be just pressing a button when things 288 00:16:49,540 - > 00:16:49,860 happen. 289 00:16:49,940 - > 00:16:54,180 So the the speed to provide a lot of these things, I think, is 290 00:16:54,180 - > 00:16:59,460 directly related to whether or not your technology is matching 291 00:16:59,460 - > 00:17:02,020 your workflow, is matching the work that you're doing. 292 00:17:02,260 - > 00:17:06,580 And then on the other side of that, is there something that 293 00:17:06,580 - > 00:17:11,299 the technology is showing you that might cause you to adjust 294 00:17:11,620 - > 00:17:13,620 the way you do things day to day? 295 00:17:13,860 - > 00:17:16,819 Because if we're talking about improvement, if we talk about 296 00:17:16,819 - > 00:17:20,500 reducing risk, the only thing any of these things happen is 297 00:17:20,500 - > 00:17:21,700 through change. 298 00:17:22,420 - > 00:17:27,860 Change of our resources, our capabilities, our technology, 299 00:17:28,180 - > 00:17:32,500 change of our mindset and being more collaborative, being more 300 00:17:32,500 - > 00:17:38,259 transparent, leading with sort of forward thinking, you know, 301 00:17:38,340 - > 00:17:42,500 and it causes, and and in a in a sense, I made that comment 302 00:17:42,500 - > 00:17:45,620 earlier about um these things not being a behavior problem, 303 00:17:46,180 - > 00:17:51,380 but we do have to adjust our day-to-day behavior, how we are 304 00:17:51,380 - > 00:17:53,220 coming in to work every day. 305 00:17:53,380 - > 00:17:57,940 Now we may not be creating Word documentation, saving as PDFs, 306 00:17:58,099 - > 00:17:59,059 circulating. 307 00:17:59,220 - > 00:18:02,179 We might be doing something that's fully digital that once 308 00:18:02,179 - > 00:18:05,699 we get to the end of that workflow, all of those things 309 00:18:05,699 - > 00:18:06,579 become automated. 310 00:18:06,740 - > 00:18:11,460 So now your time is free to go and and, you know, honestly, 311 00:18:11,619 - > 00:18:15,220 probably make another PowerPoint slide, but hopefully have time 312 00:18:15,220 - > 00:18:17,299 to think and reflect on what's happening. 313 00:18:17,379 - > 00:18:21,139 You know, so there's, I think there's a lot of things to 314 00:18:21,139 - > 00:18:25,139 consider here, you know, going all the way back to the design 315 00:18:25,139 - > 00:18:29,539 of our workflows and sort of what are we, what are we at the 316 00:18:29,539 - > 00:18:32,899 end of the day saying that we are owning as a function, as a 317 00:18:32,899 - > 00:18:35,460 group, as an individual contributor? 318 00:18:35,619 - > 00:18:38,740 And then what are those resources that we have that 319 00:18:38,740 - > 00:18:42,179 perhaps we haven't yet leveraged, that we know have 320 00:18:42,179 - > 00:18:45,619 these capabilities, that we know once we learn those 321 00:18:45,619 - > 00:18:48,659 capabilities, and here's the thing, we have to learn these 322 00:18:48,659 - > 00:18:51,939 things before we can apply them consistently. 323 00:18:52,259 - > 00:18:56,659 If we're just we'll do them as a one-off and we don't create any 324 00:18:56,659 - > 00:19:00,259 kind of documentation, we don't hold any training, and you 325 00:19:00,259 - > 00:19:04,099 become the system expert, we're gonna find ourselves in a place 326 00:19:04,099 - > 00:19:07,779 where we're reworking and doing things, and it becomes harder. 327 00:19:07,859 - > 00:19:10,179 And like you said, what did we do last time? 328 00:19:10,339 - > 00:19:12,019 I don't remember what we did last time. 329 00:19:12,259 - > 00:19:16,579 Because now you start having these ad hoc requests that are 330 00:19:16,659 - > 00:19:19,539 almost like indoctrinated requirements, right? 331 00:19:19,779 - > 00:19:22,659 Now we are required to provide these things. 332 00:19:22,819 - > 00:19:25,859 Well, it's gonna be a lot easier if you can create that level of 333 00:19:25,859 - > 00:19:28,979 consistency and leverage the technology. 334 00:19:29,139 - > 00:19:32,179 The technology should not be a source of friction. 335 00:19:32,659 - > 00:19:37,219 But especially in the beginning, if you're not bringing people 336 00:19:37,219 - > 00:19:42,259 along the way, if you're not reconciling your workflows with 337 00:19:42,259 - > 00:19:46,099 what the technology is capable of, and understanding at what 338 00:19:46,099 - > 00:19:46,499 points. 339 00:19:46,659 - > 00:19:47,939 Very similar to AI. 340 00:19:48,099 - > 00:19:52,419 There's uh an article that um was just written by Smartsheets 341 00:19:52,579 - > 00:19:54,099 uh chief technology officer. 342 00:19:54,259 - > 00:19:58,419 And she talks about the challenges with AI are not based 343 00:19:58,419 - > 00:20:01,299 on policy, it's based on workflow design. 344 00:20:01,539 - > 00:20:04,579 You know, where are you putting in this tool and where are you 345 00:20:04,579 - > 00:20:05,939 putting in a person? 346 00:20:06,339 - > 00:20:07,619 Somebody has to be there. 347 00:20:07,779 - > 00:20:10,899 Somebody in the team has to be a part of this workflow. 348 00:20:11,139 - > 00:20:15,059 Now, how do you integrate the tool so that that happens 349 00:20:15,299 - > 00:20:19,379 consistently and fluidly across that group and then eventually 350 00:20:19,379 - > 00:20:20,339 across the organization? 351 00:20:20,579 - > 00:20:23,299 SPEAKER_01: Yeah, and then back to the the point you made about 352 00:20:23,779 - > 00:20:25,699 the just change management in general. 353 00:20:25,779 - > 00:20:29,219 I think, you know, I think the majority of people are in a 354 00:20:29,219 - > 00:20:33,459 situation where you might have some sort of committee or group 355 00:20:33,459 - > 00:20:36,339 that meets routinely that maybe you go over some of these 356 00:20:36,339 - > 00:20:40,259 requests that people submit to update the system, depending on 357 00:20:40,259 - > 00:20:41,059 how they're working. 358 00:20:41,219 - > 00:20:44,499 And then it's up to management, your your IT business partner, 359 00:20:44,659 - > 00:20:48,659 and and probably the end users to be able to justify, like, 360 00:20:48,739 - > 00:20:49,539 hey, this is important. 361 00:20:49,619 - > 00:20:50,899 I think we should make the change. 362 00:20:51,059 - > 00:20:53,539 But evaluating that change and actually implementing that 363 00:20:53,539 - > 00:20:56,819 change, that takes time and it takes money, and you know, 364 00:20:56,899 - > 00:20:59,459 there's a whole bunch of other things that go into it, right? 365 00:20:59,859 - > 00:21:03,619 I think a lot of times what's missing is like you said, you 366 00:21:03,619 - > 00:21:08,019 have the and and I'm not trying to bash the IT uh people here, 367 00:21:08,179 - > 00:21:12,899 but they're more concerned about the cost, right, of using such 368 00:21:12,899 - > 00:21:16,339 an application, and also on the cybersecurity side, making sure 369 00:21:16,339 - > 00:21:19,059 that you're in compliance with these these regulations that we 370 00:21:19,059 - > 00:21:19,219 have. 371 00:21:19,299 - > 00:21:22,659 And but you're you're really missing the the that that 372 00:21:22,659 - > 00:21:27,459 architecture of how the design of the workflow is supposed to 373 00:21:27,459 - > 00:21:28,019 be, right? 374 00:21:28,099 - > 00:21:30,179 So if you're gonna implement these changes, you need to 375 00:21:30,179 - > 00:21:32,979 understand the underlying relationships that exist already 376 00:21:33,059 - > 00:21:36,259 and whether or not these change, like you may change one thing, 377 00:21:36,339 - > 00:21:38,979 but you have to consider, okay, well, does this change all the 378 00:21:38,979 - > 00:21:40,339 other things that it's connected to? 379 00:21:40,499 - > 00:21:42,179 And I think a lot of times that's missing. 380 00:21:42,339 - > 00:21:45,619 And when you when you don't involve that particular person 381 00:21:45,619 - > 00:21:48,419 or that team in the conversation, then the design 382 00:21:48,419 - > 00:21:49,299 starts to collapse. 383 00:21:49,379 - > 00:21:52,419 And then now the more changes you make, you're like, why is it 384 00:21:52,419 - > 00:21:53,459 getting worse, right? 385 00:21:53,699 - > 00:21:57,939 And then from that end, people will stop suggesting things 386 00:21:57,939 - > 00:21:59,779 because they're like, this is making it worse. 387 00:21:59,859 - > 00:22:04,019 And yep, and it becomes this circle of uh every time you 388 00:22:04,019 - > 00:22:07,059 submit a ticket, things get fixed, and then you submit 389 00:22:07,059 - > 00:22:09,379 another ticket to address something else, and it becomes a 390 00:22:09,379 - > 00:22:11,059 circle of never-ending changes. 391 00:22:11,379 - > 00:22:13,859 SPEAKER_00: I think you're you're you're hitting on that 392 00:22:13,859 - > 00:22:17,059 other topic that we almost talked about today, which is 393 00:22:17,059 - > 00:22:20,579 sort of when you're fixing localized problems, when you're 394 00:22:20,579 - > 00:22:24,019 fixing issues within your function, um, you know, what 395 00:22:24,019 - > 00:22:24,659 have we seen? 396 00:22:24,819 - > 00:22:30,099 Usually there's not this global, hey guys, we're going to take 397 00:22:30,099 - > 00:22:34,099 ideas across the organization, prioritize which changes or 398 00:22:34,099 - > 00:22:35,539 which fixes we want to make. 399 00:22:35,779 - > 00:22:38,419 You may find, hey, we want to speed this up. 400 00:22:38,739 - > 00:22:42,419 So every department, every function, you guys need to find 401 00:22:42,419 - > 00:22:44,419 a way to integrate AI. 402 00:22:44,579 - > 00:22:47,699 You need to find a way to show me efficiencies. 403 00:22:47,859 - > 00:22:51,219 You need to find a way to lower your operational risk, get 404 00:22:51,539 - > 00:22:52,179 better. 405 00:22:52,579 - > 00:22:57,299 Essentially, they're asking you find a way to do your job better 406 00:22:57,299 - > 00:22:58,899 than what you're doing today. 407 00:22:59,139 - > 00:23:03,139 And what happens when we take these requests or these goals 408 00:23:03,219 - > 00:23:06,659 and we sort of internalize them in our own space? 409 00:23:06,819 - > 00:23:11,619 Well, the most efficient groups are gonna be just that, their 410 00:23:11,779 - > 00:23:12,339 own group. 411 00:23:12,579 - > 00:23:12,899 Why? 412 00:23:13,059 - > 00:23:15,939 They talk to each other a lot more, they could have a lot more 413 00:23:15,939 - > 00:23:16,579 communication. 414 00:23:16,659 - > 00:23:19,939 And we know that change, communication is a big part of 415 00:23:19,939 - > 00:23:20,339 change. 416 00:23:20,579 - > 00:23:24,019 They're uh sharing practices with each other. 417 00:23:24,259 - > 00:23:28,019 These are things, these are relationships that happen within 418 00:23:28,019 - > 00:23:34,579 your department that do not necessarily translate or or go 419 00:23:34,579 - > 00:23:37,459 across borders into another function or department. 420 00:23:37,699 - > 00:23:42,339 Unless in the rare space you have, you know, a best you know, 421 00:23:42,419 - > 00:23:46,339 friend, a chum that is over there in this group, uh, that 422 00:23:46,339 - > 00:23:48,819 you've been sharing some tips and tricks because they're 423 00:23:48,819 - > 00:23:51,299 interested in the things that you're doing, or vice versa. 424 00:23:51,459 - > 00:23:54,019 You know, you're starting to see this, and and what we're doing 425 00:23:54,019 - > 00:23:56,899 is sort of we're actually Fortifying silos. 426 00:23:57,299 - > 00:24:02,579 When we are working really complex projects that involve 427 00:24:02,579 - > 00:24:07,379 multiple stakeholders with multiple levels of technology 428 00:24:07,619 - > 00:24:10,819 experience, scientific experience, you know, these are 429 00:24:10,819 - > 00:24:15,219 very technical people that need to be brought to the table. 430 00:24:15,619 - > 00:24:20,899 When we're sort of ignoring that and looking at, well, how can I 431 00:24:20,899 - > 00:24:23,059 create this as fast as possible? 432 00:24:23,299 - > 00:24:27,619 We're sort of changing the caboose in the middle of the 433 00:24:27,619 - > 00:24:33,299 train and optimizing it from one that used to haul coal to one 434 00:24:33,299 - > 00:24:34,979 that's now a dining cart. 435 00:24:35,299 - > 00:24:39,379 But now the end parts of it, and this is my parenting advice 436 00:24:39,539 - > 00:24:45,059 here: when you buy toys like Picasso tiles and magnet tiles 437 00:24:45,139 - > 00:24:48,419 and all of these tiles that magnet together, they are not 438 00:24:48,419 - > 00:24:49,219 all the same. 439 00:24:49,379 - > 00:24:52,259 They do not all stick together, and they're not all the same 440 00:24:52,259 - > 00:24:52,739 size. 441 00:24:53,059 - > 00:24:56,499 So you end up getting gifts across birthdays and things like 442 00:24:56,499 - > 00:24:58,819 that, and you try to build structures that just completely 443 00:24:58,819 - > 00:24:59,459 crumble. 444 00:24:59,699 - > 00:25:05,059 And that's a little bit of what happens here when you're sort of 445 00:25:05,059 - > 00:25:07,299 trying to create this Frankenstein approach. 446 00:25:07,459 - > 00:25:12,339 You start to come up with new ways to go around the problem as 447 00:25:12,339 - > 00:25:17,059 opposed to creating a solution through and through, using your 448 00:25:17,059 - > 00:25:18,499 software or changing. 449 00:25:18,659 - > 00:25:19,859 Sometimes we have to change. 450 00:25:19,939 - > 00:25:24,499 I think the hardest thing in this industry, I mean, you know, 451 00:25:24,579 - > 00:25:28,419 we've talked about it before, how difficult it is to stay 452 00:25:28,739 - > 00:25:34,579 really consistent in dropping projects or or initiatives that 453 00:25:34,579 - > 00:25:37,059 are not yielding things by the time you thought they were going 454 00:25:37,059 - > 00:25:37,219 to. 455 00:25:37,379 - > 00:25:40,099 A lot of, you know, often we think, well, uh, we've already 456 00:25:40,099 - > 00:25:42,099 put the money into it, we should keep going. 457 00:25:42,339 - > 00:25:45,139 This is a cost of the work that we're doing, that's a sunk cost. 458 00:25:45,299 - > 00:25:48,579 If it hit here, if it got to this point and it's not getting 459 00:25:48,579 - > 00:25:52,419 to those requirements you said, you need to sunset that project 460 00:25:52,419 - > 00:25:54,659 and put your resources into something else. 461 00:25:54,819 - > 00:25:59,059 You know, if if we're working on a tool, or if we're working on a 462 00:25:59,059 - > 00:26:03,299 new, you know, methods of working internally, new systems, 463 00:26:04,099 - > 00:26:06,099 look at what your old ones are doing. 464 00:26:06,339 - > 00:26:11,139 If you're, you know, using products that come on every 465 00:26:11,139 - > 00:26:15,459 computer that are not really built for cross-collaboration or 466 00:26:15,459 - > 00:26:17,539 collaborative initiatives. 467 00:26:18,019 - > 00:26:19,859 It's time to adopt. 468 00:26:20,019 - > 00:26:23,379 It's time to adjust the way that you're doing your work. 469 00:26:23,539 - > 00:26:25,779 It's time to adjust the software that we're using. 470 00:26:25,939 - > 00:26:26,819 And guess what? 471 00:26:26,979 - > 00:26:29,299 You might have to do that again in five years. 472 00:26:29,539 - > 00:26:30,099 Why? 473 00:26:30,259 - > 00:26:33,379 I don't think this industry is going to look the same in five 474 00:26:33,379 - > 00:26:33,699 years. 475 00:26:33,859 - > 00:26:35,939 You know, we're not building straws here. 476 00:26:36,099 - > 00:26:39,059 Yeah, the straw has looked the same for hundreds of years or 477 00:26:39,059 - > 00:26:40,899 however long a straw has been available. 478 00:26:40,979 - > 00:26:43,779 But when you're talking about research, I mean, look at the 479 00:26:43,779 - > 00:26:44,819 shifts that have happened. 480 00:26:44,899 - > 00:26:46,259 And we talked about it before. 481 00:26:46,419 - > 00:26:49,779 Our conversations used to be all about, you know, the platforms 482 00:26:49,779 - > 00:26:53,939 and CRISPR Cas9 and just like how all of the, you know, we had 483 00:26:53,939 - > 00:26:56,819 a client that was building a facility for that. 484 00:26:56,979 - > 00:27:01,379 And now folks are not placing bets on these long runways. 485 00:27:01,539 - > 00:27:06,019 They're trying to place bets on sure things because of a patent 486 00:27:06,019 - > 00:27:09,139 cliff that's about to happen across multiple large pharma. 487 00:27:09,459 - > 00:27:12,339 And now they're trying to pull in phase two, phase three. 488 00:27:12,499 - > 00:27:16,579 You know, there's a lot of things here for us to consider, 489 00:27:17,059 - > 00:27:21,619 especially when we're looking to uh combine our systems and 490 00:27:21,619 - > 00:27:27,379 really leverage those systems rather than introducing them and 491 00:27:27,379 - > 00:27:29,699 allowing them to become a source of friction. 492 00:27:29,939 - > 00:27:30,179 SPEAKER_01: Yeah. 493 00:27:30,419 - > 00:27:34,419 And I think, you know, to your point, the this comes down to 494 00:27:34,419 - > 00:27:37,859 making sure the not only the workflow is aligned with both 495 00:27:37,859 - > 00:27:40,659 the people and the the obviously the system that you're using, 496 00:27:40,899 - > 00:27:44,339 but you've you've brought up a lot of questions that you need 497 00:27:44,339 - > 00:27:49,059 to be able to answer for each of those different uh stakeholders. 498 00:27:49,299 - > 00:27:51,379 And you have to be asking the same. 499 00:27:51,699 - > 00:27:54,659 Um maybe it's not the same question to evaluate some of 500 00:27:54,659 - > 00:27:57,859 these changes that you would need to make so that it's more 501 00:27:58,099 - > 00:27:58,659 aligned. 502 00:27:59,219 - > 00:28:01,539 But at least having the conversation, right? 503 00:28:01,779 - > 00:28:06,419 I think there are many organizations and teams that, 504 00:28:06,739 - > 00:28:09,699 like you said, they they have these workarounds and they do 505 00:28:09,699 - > 00:28:12,899 these things, but there isn't an effort put in to make sure that, 506 00:28:13,059 - > 00:28:15,299 okay, if we're gonna make an adjustment, like what are the 507 00:28:15,299 - > 00:28:16,579 questions that we need to answer? 508 00:28:16,739 - > 00:28:19,699 What are the things that we need to address so that if we're 509 00:28:19,699 - > 00:28:22,659 gonna modify the train in the middle, everything else is going 510 00:28:22,659 - > 00:28:23,859 to be okay, right? 511 00:28:24,019 - > 00:28:27,939 And and I think this we're kind of leading into the assessment, 512 00:28:28,019 - > 00:28:31,779 which is the the operational workflow alignment uh assessment 513 00:28:31,779 - > 00:28:33,139 that you that you've put together. 514 00:28:33,219 - > 00:28:37,299 And the assessment itself is is built around several different 515 00:28:37,299 - > 00:28:38,579 risk factors, right? 516 00:28:38,819 - > 00:28:42,259 Being the handoffs between different teams, whether or not 517 00:28:42,259 - > 00:28:45,939 you're duplicating effort across these teams, you're looking at 518 00:28:45,939 - > 00:28:48,819 how clear your your actual process is. 519 00:28:49,299 - > 00:28:52,899 There might be issues with like tool fragmentation that you need 520 00:28:52,899 - > 00:28:53,939 to consider as well. 521 00:28:54,099 - > 00:28:56,899 And then obviously the the last point with with which is what 522 00:28:56,899 - > 00:28:59,539 management and leadership care about is milestone visibility, 523 00:28:59,619 - > 00:28:59,779 right? 524 00:28:59,939 - > 00:29:02,259 So if you're not able to track progress on things that you're 525 00:29:02,259 - > 00:29:06,419 doing, then what are we like, what is the point of using the 526 00:29:06,419 - > 00:29:09,379 system if it's not going to help us make these decisions going 527 00:29:09,379 - > 00:29:10,019 forward? 528 00:29:10,339 - > 00:29:13,459 So, yeah, let's let's dive a little bit into like how 529 00:29:14,099 - > 00:29:18,899 organizations would be able to use that sort of practice of 530 00:29:19,219 - > 00:29:22,979 making sure their workflows are aligned and what that process 531 00:29:22,979 - > 00:29:23,779 typically looks like. 532 00:29:24,019 - > 00:29:26,099 SPEAKER_00: You know, I think in the you mentioned something 533 00:29:26,099 - > 00:29:28,579 earlier that I think is super critical in the beginning. 534 00:29:28,819 - > 00:29:33,299 That relationship, whether IT is doing the hunting for you, or 535 00:29:33,299 - > 00:29:36,339 you as a function are doing the hunting for the next technology 536 00:29:36,419 - > 00:29:39,139 to answer and respond to leadership questions. 537 00:29:39,379 - > 00:29:43,059 I will tell you right now, you should never look for a piece of 538 00:29:43,059 - > 00:29:46,579 technology that is specifically answering the question that 539 00:29:46,579 - > 00:29:50,579 leadership brought to you for a few reasons. 540 00:29:50,819 - > 00:29:55,619 Number one, it might not have been a good question. 541 00:29:56,259 - > 00:30:04,579 These sort of requests that come from leadership, I find, happen 542 00:30:04,579 - > 00:30:09,699 to be filtered or modified views of something that already exists 543 00:30:09,779 - > 00:30:11,699 or something that we're exposed to. 544 00:30:12,019 - > 00:30:15,619 So as soon as we look at something, a slide deck or a 545 00:30:15,619 - > 00:30:20,419 visual or a dashboard, we're gonna assess what's in there and 546 00:30:20,419 - > 00:30:21,779 then ask questions. 547 00:30:21,939 - > 00:30:25,299 And when we cannot answer those questions through the view that 548 00:30:25,299 - > 00:30:29,379 we're looking at, the go-to is we need a new dashboard, we need 549 00:30:29,379 - > 00:30:31,139 a new report, we need new data. 550 00:30:31,299 - > 00:30:34,739 And it might only be just to answer a hunch. 551 00:30:34,899 - > 00:30:37,059 Does that need to be repeatable? 552 00:30:37,299 - > 00:30:38,339 Probably not. 553 00:30:38,659 - > 00:30:43,299 But these are sort of opportunities to expand that 554 00:30:43,299 - > 00:30:43,779 questioning. 555 00:30:43,939 - > 00:30:45,699 What else do you think is missing here? 556 00:30:45,859 - > 00:30:46,339 What else? 557 00:30:46,419 - > 00:30:48,979 What information could we provide that would make you feel 558 00:30:48,979 - > 00:30:51,619 more secure about the message that we're delivering you? 559 00:30:51,859 - > 00:30:55,779 And what that actually does is change your workflow. 560 00:30:55,939 - > 00:31:00,019 Because now, whether it's new leadership, whether it's we just 561 00:31:00,019 - > 00:31:00,579 got funding. 562 00:31:00,659 - > 00:31:03,379 So now these are the things that we care about, whatever the 563 00:31:03,379 - > 00:31:07,059 situation is, it's really important to understand first, 564 00:31:07,539 - > 00:31:09,299 what do you have access to? 565 00:31:09,459 - > 00:31:13,459 I've had many people ask me, hey, can we get these reports to 566 00:31:13,459 - > 00:31:14,819 show here and to show here? 567 00:31:14,979 - > 00:31:16,019 That'd be great. 568 00:31:16,259 - > 00:31:18,339 That data is not managed by this group. 569 00:31:18,499 - > 00:31:21,379 That data is managed by the group over there that is short, 570 00:31:21,619 - > 00:31:24,499 three staff people, and don't have any money for additional 571 00:31:24,499 - > 00:31:26,179 resources or technology. 572 00:31:26,499 - > 00:31:30,739 So perhaps at that point, you might want to, you know, adjust 573 00:31:30,739 - > 00:31:34,019 some of your efforts in in a certain direction to either 574 00:31:34,019 - > 00:31:37,459 support that or maybe find that that data point is not as, you 575 00:31:37,459 - > 00:31:39,539 know, is not as important as you need. 576 00:31:39,699 - > 00:31:43,699 You know, what we're what you should always be considering 577 00:31:44,499 - > 00:31:48,979 when you take a look at your workflow and you say, okay, we 578 00:31:48,979 - > 00:31:50,259 need some technology. 579 00:31:50,499 - > 00:31:53,459 What we're doing, maybe we're doing things through Excel, it's 580 00:31:53,459 - > 00:31:57,699 becoming too slow, or you have documents that are in SharePoint 581 00:31:57,779 - > 00:31:59,939 and somebody checked it out and I can't update it. 582 00:32:00,019 - > 00:32:02,099 You need something that's cloud-based so that multiple 583 00:32:02,099 - > 00:32:05,619 people can work, whatever your situation is, you need to ask 584 00:32:05,619 - > 00:32:10,419 yourself, how easily is this workflow going to break down 585 00:32:10,419 - > 00:32:13,779 under pressure through change, through the complexity? 586 00:32:13,939 - > 00:32:16,579 If somebody's out on vacation, does this completely die? 587 00:32:16,819 - > 00:32:17,459 Visibility. 588 00:32:17,699 - > 00:32:21,859 How easy is it for people to understand what this workflow 589 00:32:21,859 - > 00:32:22,099 is? 590 00:32:22,419 - > 00:32:25,859 Who are in that blast radius, who are going to be on the 591 00:32:25,859 - > 00:32:27,299 receiving end, right? 592 00:32:27,459 - > 00:32:30,019 Because they should also be involved, as you mentioned 593 00:32:30,019 - > 00:32:33,539 before, they should also be involved in the discussions 594 00:32:33,539 - > 00:32:35,779 related to the software. 595 00:32:36,099 - > 00:32:41,379 Now, there's and there's a few other items in here, such as 596 00:32:41,379 - > 00:32:43,619 stakeholder load and resilience. 597 00:32:43,699 - > 00:32:48,019 Like how strong is your workflow in times of change? 598 00:32:48,179 - > 00:32:50,579 And you know, and how quickly does it recover? 599 00:32:50,819 - > 00:32:53,779 Leadership changes, you lose a couple members of the team. 600 00:32:53,939 - > 00:32:55,619 How easily can those things recover? 601 00:32:55,779 - > 00:32:59,779 So you have to think about each of those pieces and you know, 602 00:33:00,099 - > 00:33:03,459 question whether or not you need to adjust your workflow before 603 00:33:03,459 - > 00:33:05,219 you start looking for technology. 604 00:33:05,539 - > 00:33:09,859 A risk that I see out there and is often being sort of 605 00:33:09,859 - > 00:33:15,139 perpetuated is folks will look at the technology and try to 606 00:33:15,139 - > 00:33:19,219 create their process so that it fits in the technology. 607 00:33:20,099 - > 00:33:25,779 And I can't disagree with that enough because you are going to 608 00:33:25,779 - > 00:33:27,379 find so many restrictions. 609 00:33:27,539 - > 00:33:28,979 But we we do that, right? 610 00:33:29,299 - > 00:33:34,499 We go after the software that promises the world, but we're 611 00:33:34,499 - > 00:33:36,499 just getting a list of features. 612 00:33:36,979 - > 00:33:40,099 And the features are not how you perform your job. 613 00:33:40,259 - > 00:33:43,619 So we have to be really critical about what is it that we're 614 00:33:43,619 - > 00:33:44,099 trying to do? 615 00:33:44,339 - > 00:33:46,499 What's the value to outside people? 616 00:33:46,659 - > 00:33:50,179 Who are these stakeholders in this radius that if we change 617 00:33:50,179 - > 00:33:53,379 the way we're doing things, do we bring them on board early, or 618 00:33:53,379 - > 00:33:55,699 do we just tell them at the end and say, hey, this is what we're 619 00:33:55,699 - > 00:33:56,499 doing now? 620 00:33:56,819 - > 00:33:58,179 It's going to be the former. 621 00:33:58,339 - > 00:34:01,779 You should be bringing them in early on to have those 622 00:34:01,779 - > 00:34:02,499 discussions. 623 00:34:02,739 - > 00:34:06,739 And hopefully, at the same time, you have leadership support, a 624 00:34:06,739 - > 00:34:11,300 VP or a C-level executive that is supporting this move because 625 00:34:11,300 - > 00:34:13,380 they can also see the future vision. 626 00:34:13,699 - > 00:34:18,099 What I want to really caution our listeners and and everyone 627 00:34:18,099 - > 00:34:23,380 that's that's sort of going through this, don't just pick a 628 00:34:23,380 - > 00:34:26,340 piece of technology because it answers one question. 629 00:34:26,659 - > 00:34:31,059 You need to consider what is going to happen to the future of 630 00:34:31,059 - > 00:34:31,940 the business. 631 00:34:32,179 - > 00:34:35,619 Yes, you will more than likely need to adjust whatever 632 00:34:35,619 - > 00:34:40,099 technology you're using if the that technology is not releasing 633 00:34:40,099 - > 00:34:41,699 updates at a regular cadence. 634 00:34:41,860 - > 00:34:45,139 If they have a small support staff, which means any change 635 00:34:45,139 - > 00:34:48,019 that you need is going to take a week to implement. 636 00:34:48,739 - > 00:34:52,099 These, and I find these most often happening in very 637 00:34:52,099 - > 00:34:53,699 customized solutions. 638 00:34:53,940 - > 00:34:57,300 So you find yourself uh in a situation where you're sort of 639 00:34:57,300 - > 00:35:01,780 beholden to that program that you've decided two years ago 640 00:35:01,780 - > 00:35:03,620 that that was the one that we were gonna do. 641 00:35:03,780 - > 00:35:08,100 But now we've now we've grown from you know a hundred to you 642 00:35:08,100 - > 00:35:11,380 know eight hundred people, and that one software that we bet 643 00:35:11,380 - > 00:35:15,700 all of our money on or you know, took it to the bank, doesn't 644 00:35:15,700 - > 00:35:18,340 really work for the way that we're doing it, doesn't really 645 00:35:18,340 - > 00:35:18,740 scale. 646 00:35:18,900 - > 00:35:22,340 It's too difficult to make adjustments as our portfolio is 647 00:35:22,340 - > 00:35:22,820 growing. 648 00:35:23,060 - > 00:35:26,100 So these are things that you have to be very weary of and 649 00:35:26,100 - > 00:35:26,820 cautious of. 650 00:35:26,980 - > 00:35:29,780 And I think that there's some you know systems out there, 651 00:35:29,940 - > 00:35:32,260 again, I you know, there are pros and cons to everything, 652 00:35:32,340 - > 00:35:33,140 even Smartsheet. 653 00:35:33,300 - > 00:35:36,500 I'm I'm a big advocate of what it does, but there's also pros 654 00:35:36,500 - > 00:35:36,980 and cons. 655 00:35:37,060 - > 00:35:41,140 And it's not for everyone, it's not for every type of work. 656 00:35:41,540 - > 00:35:45,620 And we have to also understand that if your work entails a 657 00:35:45,620 - > 00:35:49,380 piece of technology, that might be the majority of the things 658 00:35:49,380 - > 00:35:50,100 that you do. 659 00:35:50,260 - > 00:35:55,140 But there's other space in there too, for how you're you know, 660 00:35:55,220 - > 00:35:56,500 recording documentation. 661 00:35:56,660 - > 00:36:00,820 Maybe you have to record video or sound or you know, some other 662 00:36:00,820 - > 00:36:05,060 type of medium to carry the knowledge, to make sure that 663 00:36:05,060 - > 00:36:07,140 you're able to convey messaging. 664 00:36:07,700 - > 00:36:10,900 Reporting to leadership is is obviously, you know, is kind of 665 00:36:10,900 - > 00:36:11,860 like the number one. 666 00:36:12,020 - > 00:36:16,340 You want to be able to distill all of these, you know, folks 667 00:36:16,340 - > 00:36:19,780 that are working and doing the day-to-day and distill that into 668 00:36:20,340 - > 00:36:23,940 here's you know, the 30,000-foot view that can help us start 669 00:36:23,940 - > 00:36:27,620 asking real questions on our strategy, on our approach. 670 00:36:27,780 - > 00:36:31,140 And then sometimes uh, you know, on our on our spending. 671 00:36:31,300 - > 00:36:32,820 Are we are we bleeding money? 672 00:36:32,980 - > 00:36:34,900 Are timelines getting busted? 673 00:36:35,060 - > 00:36:38,980 You know, and so our assessments, especially this one 674 00:36:39,060 - > 00:36:43,140 uh in particular, you know, looks at those unique factors 675 00:36:43,140 - > 00:36:46,980 within the operational workflow and aligning that with your 676 00:36:46,980 - > 00:36:51,380 organization through the lens of how fragile is it? 677 00:36:51,700 - > 00:36:54,020 How visible is that information? 678 00:36:54,660 - > 00:36:58,900 Does this rely on a small number of people, a large number of 679 00:36:58,900 - > 00:37:01,460 people, people in your group, people outside your group? 680 00:37:01,620 - > 00:37:02,740 And is it resilient? 681 00:37:02,900 - > 00:37:06,740 If things start to move or start to waffle, is this going to be 682 00:37:06,740 - > 00:37:07,460 really difficult? 683 00:37:07,620 - > 00:37:12,740 Because you can build out a system that any update requires 684 00:37:12,740 - > 00:37:15,220 individual updates across portfolios. 685 00:37:15,460 - > 00:37:19,860 That can be very tedious, very time consuming, and a sure way 686 00:37:19,860 - > 00:37:23,780 that you can expect there to be errors across your system. 687 00:37:24,260 - > 00:37:26,340 But you're right, there needs to be some support. 688 00:37:26,500 - > 00:37:31,300 There needs to be a champion in your organization that is that 689 00:37:31,300 - > 00:37:35,300 expert, that is that go-to person, in order to really 690 00:37:35,300 - > 00:37:39,540 fulfill the ROI that you intend with this technology. 691 00:37:39,780 - > 00:37:42,980 SPEAKER_01: Yeah, I was I was thinking about, I guess, within 692 00:37:42,980 - > 00:37:47,940 an organization, who do you think would be the most 693 00:37:47,940 - > 00:37:52,500 appropriate person to sponsor the workflow alignment 694 00:37:52,500 - > 00:37:53,620 activities, right? 695 00:37:53,860 - > 00:37:56,260 And I I think but before I let you answer, I'm gonna give you 696 00:37:56,260 - > 00:37:56,820 my opinion on this. 697 00:37:56,980 - > 00:38:01,380 And I I think it's and I and I don't know if if uh the majority 698 00:38:01,380 - > 00:38:03,220 of companies have this, even though they should, uh, 699 00:38:03,300 - > 00:38:07,060 depending on how large or small you are, is there should be a 700 00:38:07,060 - > 00:38:09,220 team focused on digital strategy, right? 701 00:38:09,300 - > 00:38:13,220 So digital strategy kind of having some connection with 702 00:38:13,300 - > 00:38:16,180 obviously your IT business partners who are more in charge 703 00:38:16,180 - > 00:38:19,460 of information technology applications, but then the 704 00:38:19,460 - > 00:38:22,900 digital strategy person or team is connected to the business and 705 00:38:22,900 - > 00:38:24,580 how they're using the application. 706 00:38:24,820 - > 00:38:27,300 And so to your point about selecting the right 707 00:38:27,300 - > 00:38:30,100 technologies, whether or not this one is right for the 708 00:38:30,100 - > 00:38:35,700 organization, I think that is a is a key role in all this in 709 00:38:36,020 - > 00:38:39,380 understanding whether or not we need to make adjustments or we 710 00:38:39,380 - > 00:38:40,580 keep this or we move on. 711 00:38:40,660 - > 00:38:46,420 But I I think they they would be probably one of the stronger use 712 00:38:46,420 - > 00:38:51,220 cases, I think, for using such an uh an assessment. 713 00:38:51,300 - > 00:38:54,340 And it's because it's got to be someone who can take a look at 714 00:38:54,340 - > 00:38:57,380 the bigger picture, not just from one lens of IT or one lens 715 00:38:57,380 - > 00:38:58,260 from operations. 716 00:38:58,420 - > 00:39:00,420 It's usually a mixture of of the two. 717 00:39:00,740 - > 00:39:01,380 SPEAKER_00: That's a great point. 718 00:39:01,540 - > 00:39:02,180 That's a great point. 719 00:39:02,340 - > 00:39:06,820 I think what what I'm confronted with most often is that there 720 00:39:06,820 - > 00:39:09,140 isn't or there aren't folks in that role. 721 00:39:09,220 - > 00:39:14,020 And if they are in that role, there's this sort of like hand 722 00:39:14,180 - > 00:39:18,900 extension in terms of helping support with with you know 723 00:39:19,140 - > 00:39:22,340 selecting uh a software or tool. 724 00:39:23,060 - > 00:39:27,060 But it's just like anything else, it's just like creating a 725 00:39:27,060 - > 00:39:29,700 timeline, it's just like creating a budget, it's just 726 00:39:29,700 - > 00:39:30,980 like creating a plan. 727 00:39:31,540 - > 00:39:35,140 All the work feels like it's in the beginning. 728 00:39:35,300 - > 00:39:39,540 And the work is really throughout the use, the 729 00:39:39,540 - > 00:39:43,540 maintenance, the you know, the practice of the work that you're 730 00:39:43,540 - > 00:39:43,940 doing. 731 00:39:44,260 - > 00:39:48,340 Because what we find often, or what I'm finding often, is that 732 00:39:48,340 - > 00:39:51,540 we sort of, you know, it's the shiny object in the beginning. 733 00:39:51,700 - > 00:39:52,740 We're all working towards it. 734 00:39:52,820 - > 00:39:55,620 We do a couple trainings, and then they move on. 735 00:39:55,780 - > 00:39:57,620 There's no training to the new people. 736 00:39:57,860 - > 00:40:00,100 Just go to this space and start clicking around. 737 00:40:00,260 - > 00:40:05,300 There's no curated systems or role-based training in a lot of 738 00:40:05,300 - > 00:40:05,780 cases. 739 00:40:06,020 - > 00:40:10,420 And it blows my mind because the single most powerful thing that 740 00:40:10,420 - > 00:40:14,980 you can do as a leader, as an organization, to someone who 741 00:40:14,980 - > 00:40:18,980 just came into your organization is to train the heck out of 742 00:40:18,980 - > 00:40:19,220 them. 743 00:40:19,540 - > 00:40:23,620 Because then in three months, you can have a rock star that 744 00:40:23,620 - > 00:40:26,740 gets it, that knows the system, that knows the people, that 745 00:40:26,740 - > 00:40:28,820 knows how these things are all put together. 746 00:40:29,060 - > 00:40:31,780 But when do we hire reactively? 747 00:40:32,020 - > 00:40:33,380 We hire reactively. 748 00:40:33,540 - > 00:40:37,060 We hire to get them to start working right away. 749 00:40:37,460 - > 00:40:43,940 So that learning ends up being very focused on the things that 750 00:40:43,940 - > 00:40:46,660 are right now because they're happening right now. 751 00:40:46,820 - > 00:40:50,020 I'm not saying you stop learning from there, but there's just a 752 00:40:50,020 - > 00:40:54,500 complete dismissal of the core things that need to be 753 00:40:54,500 - > 00:40:59,540 established so that you have smooth operations that workflows 754 00:40:59,540 - > 00:41:00,740 go from one end to the other. 755 00:41:00,900 - > 00:41:05,380 So I often see if it's not someone in the IT space, it is 756 00:41:05,380 - > 00:41:09,220 someone within a given function that had a couple phone calls 757 00:41:09,220 - > 00:41:12,660 with the enterprise and are gonna bring it in. 758 00:41:12,900 - > 00:41:15,540 And what happens is they become the owner. 759 00:41:15,780 - > 00:41:18,980 I don't know that they're always ready to do that, right? 760 00:41:19,140 - > 00:41:22,260 They may not know the questions to answer, they may just accept 761 00:41:22,260 - > 00:41:25,700 everything as like, hey, this is the this is the way that we're 762 00:41:25,700 - > 00:41:25,940 going. 763 00:41:26,100 - > 00:41:29,300 And, you know, where I started like that. 764 00:41:29,460 - > 00:41:33,140 I didn't know what to answer, I didn't know what to say, um, uh 765 00:41:33,380 - > 00:41:34,420 or what to question. 766 00:41:34,660 - > 00:41:37,860 I just, you know, little by little, I kept saying, How can I 767 00:41:37,860 - > 00:41:38,180 do this? 768 00:41:38,340 - > 00:41:39,140 Can we do this? 769 00:41:39,300 - > 00:41:40,740 And what if this is the problem? 770 00:41:40,900 - > 00:41:43,940 And I had to continue to learn and and doing it on my own, 771 00:41:44,180 - > 00:41:47,940 doing it on my own, working in a system when it wasn't work, when 772 00:41:47,940 - > 00:41:51,700 I wasn't actually like manipulating data, moving it 773 00:41:51,700 - > 00:41:55,460 around, working and trying new things to see how things broke 774 00:41:55,700 - > 00:41:58,900 was was really my goal of how quickly I learned. 775 00:41:58,980 - > 00:42:02,900 I would try combinations of things that were capabilities of 776 00:42:02,900 - > 00:42:05,780 a software, and then go, oh, you know what, that doesn't work, or 777 00:42:05,780 - > 00:42:06,740 that works pretty well. 778 00:42:06,900 - > 00:42:09,940 Let me see if I can you know scale this a little bit. 779 00:42:10,180 - > 00:42:16,180 So we're often missing people in those roles to really carry this 780 00:42:16,180 - > 00:42:16,340 out. 781 00:42:16,500 - > 00:42:21,860 So I think what if if you are a leader, if you are working in a 782 00:42:21,860 - > 00:42:25,780 small mid-space, even if you're working in a large biofarm and 783 00:42:25,780 - > 00:42:30,020 you have a fleet of people, you lack visibility, everyone seems 784 00:42:30,020 - > 00:42:32,420 to be working, but the progress feels very slow. 785 00:42:32,580 - > 00:42:35,540 It's our responsibility, it's your responsibility to look at 786 00:42:35,540 - > 00:42:36,100 the system. 787 00:42:36,420 - > 00:42:38,180 Do we have the things we need? 788 00:42:38,580 - > 00:42:42,820 You know, if I asked you, Lawrence, to paint me a mural, 789 00:42:43,140 - > 00:42:47,140 and the tools I gave you are those little paint brushes that 790 00:42:47,140 - > 00:42:51,700 are like this thin that come inside of a kit for you to paint 791 00:42:51,700 - > 00:42:52,900 a small mushroom. 792 00:42:53,060 - > 00:42:56,260 And I'm using this example because my wife gets those all 793 00:42:56,260 - > 00:42:57,540 the times for the kits. 794 00:42:57,700 - > 00:43:02,020 They're usually painted in one color, just aggressively painted 795 00:43:02,180 - > 00:43:03,140 one color. 796 00:43:04,260 - > 00:43:06,820 But how long is it gonna take you to paint the mural if I give 797 00:43:06,820 - > 00:43:07,940 you a paintbrush like that? 798 00:43:08,100 - > 00:43:10,740 We have to look at our resources, we have to understand 799 00:43:10,740 - > 00:43:15,620 our tools to a level that allows us to expand our way of thinking 800 00:43:15,620 - > 00:43:16,820 in terms of what are we doing? 801 00:43:16,980 - > 00:43:17,940 How do we do this? 802 00:43:18,180 - > 00:43:20,340 What is the it's not gonna look the same. 803 00:43:20,500 - > 00:43:24,900 We're not gonna have Word documents to do meeting minutes. 804 00:43:24,980 - > 00:43:28,180 We're gonna put something in the cloud that allows us callback 805 00:43:28,340 - > 00:43:30,260 whenever we need to, as quick as possible. 806 00:43:30,420 - > 00:43:34,820 It organizes when actions and sends us alerts and things like 807 00:43:34,820 - > 00:43:35,060 that. 808 00:43:35,380 - > 00:43:39,620 So we have to be the shepherds, leaders have to be the shepherds 809 00:43:39,860 - > 00:43:42,820 to say, guys, I want us to go in this direction. 810 00:43:42,980 - > 00:43:47,380 And there has to be someone on the team brave enough to take 811 00:43:47,380 - > 00:43:47,940 that on. 812 00:43:48,740 - > 00:43:50,180 Why do I say brave enough? 813 00:43:50,900 - > 00:43:54,180 You won't be everybody's friend right away because this is a new 814 00:43:54,180 - > 00:43:56,820 system and people feel uncomfortable and there's new 815 00:43:56,820 - > 00:43:57,300 technology. 816 00:43:57,380 - > 00:43:59,140 And I just like the way I do things. 817 00:43:59,300 - > 00:44:00,580 I like my way. 818 00:44:01,060 - > 00:44:02,500 Why do I have to do this? 819 00:44:03,620 - > 00:44:06,580 Because you don't work in a company of you. 820 00:44:07,620 - > 00:44:13,460 You work as part of a team, and that team is a cog amongst all 821 00:44:13,460 - > 00:44:18,660 these other cogs that make this business run, that develop 822 00:44:18,660 - > 00:44:21,140 medicines for patients. 823 00:44:21,300 - > 00:44:24,340 The organization itself is a system. 824 00:44:24,820 - > 00:44:25,860 We've talked about that. 825 00:44:26,340 - > 00:44:32,020 The people, the process, the technology, the culture, the 826 00:44:32,020 - > 00:44:33,700 guidances, all of that. 827 00:44:34,340 - > 00:44:37,300 Your space, all of that is part of your system. 828 00:44:37,940 - > 00:44:39,540 So you have to approach it as such. 829 00:44:39,940 - > 00:44:43,220 And it's not just as simple as let's change out a cog. 830 00:44:43,460 - > 00:44:45,300 Now the cogs don't even reach each other. 831 00:44:45,620 - > 00:44:49,220 So while it goes all the way up here, and it's and and your cog 832 00:44:49,300 - > 00:44:52,420 is still moving, you have a big gap between this, between you 833 00:44:52,420 - > 00:44:53,380 and the next group. 834 00:44:54,340 - > 00:44:54,980 Nice work. 835 00:44:55,140 - > 00:45:00,500 And I see that often when new technologies pop up and zero 836 00:45:00,740 - > 00:45:04,980 consultation across the organization, just specifically 837 00:45:04,980 - > 00:45:05,460 for them. 838 00:45:06,100 - > 00:45:07,140 What does that do? 839 00:45:07,540 - > 00:45:10,020 That builds an efficiency in one group. 840 00:45:10,340 - > 00:45:14,180 However, the role is cross-functional. 841 00:45:15,140 - > 00:45:20,980 So now everyone is scrambling to adopt or to adapt, excuse me, to 842 00:45:20,980 - > 00:45:25,460 adapt to some new technology that is not collaborative in 843 00:45:25,460 - > 00:45:28,820 nature, that doesn't have the visibility, that now you don't 844 00:45:28,820 - > 00:45:29,940 have access to. 845 00:45:37,140 - > 00:45:40,820 SPEAKER_01: Obviously, people go into work not hoping to do a bad 846 00:45:40,820 - > 00:45:44,180 job and wanting to do well at their role. 847 00:45:44,500 - > 00:45:46,180 Um, but you're you're right. 848 00:45:46,340 - > 00:45:51,220 There there are some things that maybe are indirectly outside of 849 00:45:51,220 - > 00:45:54,340 your role, but this could benefit and make other your co 850 00:45:54,420 - > 00:45:54,820 workers like. 851 00:45:55,220 - > 00:45:56,340 Lives a lot easier. 852 00:45:56,580 - > 00:45:59,620 I think that that's very important too, is you know, to 853 00:45:59,620 - > 00:46:03,700 your point about you know, these companies are are uh working on 854 00:46:03,700 - > 00:46:06,900 these life-changing medicines for patients. 855 00:46:07,060 - > 00:46:10,740 It's it's also you're you're there to make work enjoyable for 856 00:46:10,740 - > 00:46:11,780 other people as well. 857 00:46:12,020 - > 00:46:15,620 SPEAKER_00: Like we spend so much time, we spend so much time 858 00:46:15,620 - > 00:46:19,860 at work, and when I see people miserable, I used to I've been 859 00:46:19,860 - > 00:46:24,500 at work before in a professional setting, and it was not uncommon 860 00:46:25,460 - > 00:46:30,580 to hear loud voices, to see people rushing out of the office 861 00:46:30,580 - > 00:46:31,300 in tears. 862 00:46:31,460 - > 00:46:37,780 The most just why why why does it have to go to that level? 863 00:46:37,940 - > 00:46:39,700 We should be working, you know. 864 00:46:39,780 - > 00:46:43,620 When I hear I've heard before in my past when I first started, 865 00:46:43,700 - > 00:46:46,580 you know, doing this this type of work, why should I make 866 00:46:46,580 - > 00:46:47,540 things easier for other people? 867 00:46:47,700 - > 00:46:48,980 That's how you feel. 868 00:46:49,300 - > 00:46:52,660 You're not part of a team, you're in a team of you. 869 00:46:53,140 - > 00:46:57,700 That's a very selfish, a very fixed mindset. 870 00:46:58,740 - > 00:47:03,380 If I can make my work easier, I'll give you one even better. 871 00:47:03,700 - > 00:47:09,860 If my work becomes marginally more work to take on, however, 872 00:47:10,100 - > 00:47:14,580 the downstream impact is measurable, is repeatable, you 873 00:47:14,580 - > 00:47:15,780 become a hero. 874 00:47:16,420 - > 00:47:20,660 You took on this little bit, and now you enabled a fleet of 875 00:47:20,660 - > 00:47:20,900 people. 876 00:47:21,060 - > 00:47:22,420 That's also improvement. 877 00:47:22,660 - > 00:47:26,020 Your work changed a little bit, but all you had to do is instead 878 00:47:26,020 - > 00:47:28,660 of doing this format, you do that format. 879 00:47:28,820 - > 00:47:34,980 And because you do that format, we bypass two days of escalation 880 00:47:34,980 - > 00:47:42,340 to adjust something from a PDF to an Excel file or what have 881 00:47:42,340 - > 00:47:42,500 you. 882 00:47:42,580 - > 00:47:46,420 And now they can just drop it in and their system takes it away, 883 00:47:46,500 - > 00:47:50,740 and they've cut out now four hours of manipulation because 884 00:47:50,740 - > 00:47:53,620 you've decided to do those things uh upstream, right? 885 00:47:53,780 - > 00:47:57,700 So, you know, I challenge folks if you're if you're in a place 886 00:47:57,700 - > 00:48:01,540 that you're you want to make things better, you see where 887 00:48:01,540 - > 00:48:02,980 folks are bringing things down. 888 00:48:03,140 - > 00:48:05,300 I mean, honestly, have that conversation. 889 00:48:05,620 - > 00:48:07,620 Hey, we're here trying to do the same thing. 890 00:48:07,780 - > 00:48:12,340 I don't want to come to work and be grunting and moaning, and I 891 00:48:12,340 - > 00:48:14,740 don't want you to have to do that either. 892 00:48:15,220 - > 00:48:16,580 How can we work together? 893 00:48:16,740 - > 00:48:21,460 How can we build something cohesively that we're both proud 894 00:48:21,460 - > 00:48:25,620 of that gets us out of our, I have to do it this way. 895 00:48:25,780 - > 00:48:28,020 I don't like that because it's just confusing to me. 896 00:48:28,180 - > 00:48:29,060 You know what that tells me? 897 00:48:29,220 - > 00:48:30,100 You don't understand it. 898 00:48:30,180 - > 00:48:31,460 That's not a growth mindset. 899 00:48:31,540 - > 00:48:32,820 That's a that's a very fixed. 900 00:48:33,220 - > 00:48:36,820 I just started listening again to a book to Mindset by Carol 901 00:48:36,820 - > 00:48:38,740 Dweck on uh Audible. 902 00:48:38,820 - > 00:48:40,820 So it's very fresh right now. 903 00:48:42,100 - > 00:48:46,900 But and I think, you know, for those that don't really know how 904 00:48:46,900 - > 00:48:52,340 to pinpoint it, our assessment looks across a number of risk 905 00:48:52,340 - > 00:48:53,060 factors. 906 00:48:53,380 - > 00:48:56,820 This particular assessment in operational workflow alignment. 907 00:48:57,540 - > 00:49:01,620 And those risk factors help us understand are these internal 908 00:49:01,620 - > 00:49:03,060 challenges within your function? 909 00:49:03,220 - > 00:49:08,020 Are they the cross-functional handoff that is being sort of 910 00:49:08,020 - > 00:49:08,820 stunted? 911 00:49:09,060 - > 00:49:10,660 Is your process clear? 912 00:49:10,980 - > 00:49:14,740 Do you have really great tools, but nothing talks to each other? 913 00:49:14,900 - > 00:49:19,060 So although you might be producing a lot of work, the 914 00:49:19,060 - > 00:49:23,380 next step is very, very slow because the translation is 915 00:49:23,380 - > 00:49:23,940 painful. 916 00:49:24,100 - > 00:49:27,060 And this is, you know, this is a great, it's a great example of 917 00:49:27,060 - > 00:49:30,180 sort of being so good at your role and then just having a 918 00:49:30,180 - > 00:49:32,180 stack sitting for the next person. 919 00:49:33,140 - > 00:49:34,900 Oh, I'm a great team worker. 920 00:49:35,060 - > 00:49:36,500 That's not working like a team. 921 00:49:36,580 - > 00:49:38,500 That's worrying about yourself. 922 00:49:38,740 - > 00:49:41,940 That's seeing, I'm gonna do as much as I can and leave it here 923 00:49:42,020 - > 00:49:43,460 because that's not my problem. 924 00:49:44,180 - > 00:49:45,780 The project is your problem. 925 00:49:46,020 - > 00:49:47,460 They're on your project. 926 00:49:47,620 - > 00:49:50,500 You better work with them to figure out how they can have a 927 00:49:50,500 - > 00:49:51,460 quicker output. 928 00:49:51,620 - > 00:49:56,180 Because if your throughput is through the roof and you're not 929 00:49:56,180 - > 00:50:00,180 the end of the process, you're in the middle, you're just now 930 00:50:00,180 - > 00:50:01,380 creating a new bottleneck. 931 00:50:01,540 - > 00:50:05,140 You hand it off the bottleneck from you to the next person. 932 00:50:05,300 - > 00:50:07,540 I've seen this with high throughput screening. 933 00:50:08,020 - > 00:50:09,380 We have one analyst. 934 00:50:09,700 - > 00:50:11,060 Oh, it takes a couple of hours. 935 00:50:11,140 - > 00:50:14,580 So the high throughput is in processing it. 936 00:50:14,900 - > 00:50:17,460 I'm sorry, the high throughput is in running the 937 00:50:17,460 - > 00:50:20,980 experimentation, but then when you go to process and analyze 938 00:50:20,980 - > 00:50:25,300 it, weeks, months, how relevant does that become now? 939 00:50:26,420 - > 00:50:29,380 Oh, these are experiments that we did two months ago. 940 00:50:29,540 - > 00:50:30,420 Awesome. 941 00:50:30,660 - > 00:50:31,940 Not relevant anymore. 942 00:50:32,100 - > 00:50:37,380 So if today resonated with you and you want to go deeper, the 943 00:50:37,380 - > 00:50:38,660 book is where this all started. 944 00:50:38,820 - > 00:50:40,820 So we're gonna put the link in the show notes. 945 00:50:40,980 - > 00:50:43,460 Uh, predictably broken is out. 946 00:50:43,700 - > 00:50:48,260 We have an audio book that is in planning stages that will be out 947 00:50:48,340 - > 00:50:50,100 hopefully uh by the end of August. 948 00:50:50,260 - > 00:50:51,460 That's our that's our goal. 949 00:50:51,620 - > 00:50:54,580 And if you're if you're in your organization, you're hearing 950 00:50:54,580 - > 00:50:59,540 what we are described in this organization, one of these 951 00:50:59,540 - > 00:51:03,060 operational assessments is a great natural next step. 952 00:51:03,220 - > 00:51:04,980 You can reach out to us directly. 953 00:51:05,140 - > 00:51:07,940 We'll have information in the show notes, but it's a really 954 00:51:07,940 - > 00:51:11,540 good way to sort of unload all of these things that have been 955 00:51:11,540 - > 00:51:14,980 weighing on your shoulders in terms of working faster, working 956 00:51:14,980 - > 00:51:19,060 more diligently, being more responsible, accountability, you 957 00:51:19,060 - > 00:51:22,260 know, understanding where these gaps really lie, and then 958 00:51:22,260 - > 00:51:24,740 pulling out those top three exposures. 959 00:51:25,140 - > 00:51:28,580 Because I'll be the first one to tell you, and Lawrence will be 960 00:51:28,580 - > 00:51:29,460 right behind me. 961 00:51:29,700 - > 00:51:33,380 It's not just one thing, it's a combination of things. 962 00:51:33,620 - > 00:51:35,940 So you need to address them together. 963 00:51:36,580 - > 00:51:39,220 And if you're already past that point and you just want to talk 964 00:51:39,220 - > 00:51:41,540 it out, feel free to reach out to us. 965 00:51:41,700 - > 00:51:44,580 Our information is in the show notes, and we'll be more than 966 00:51:44,580 - > 00:51:46,980 happy to discuss these challenges with you and what 967 00:51:46,980 - > 00:51:51,060 they might mean for you in your organization, in your context, 968 00:51:51,220 - > 00:51:51,860 in your culture. 969 00:51:52,020 - > 00:51:52,740 Thank you, Lawrence. 970 00:51:52,820 - > 00:51:54,980 Until next time, we will talk to you all later. 971 00:51:55,300 - > 00:51:55,540 SPEAKER_01: Bye.