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Transcript

Hi, everyone. My name is James Taylor, Vice President, Operational excellence in the marketing department at Synchrony. When we talking today about process enhancements and operational efficiencies. So let’s get started. So who is Synchrony? We’re a bank in our core financial services, providing credit cards and credit solutions to many retail partners across the United States. We have over 460,000 partner locations and we’re growing. We’re in spaces like corporate retailers, large businesses, health care providers, small businesses, frankly, $180 billion in purchase volume last year, over 70 million consumer accounts. We also have a care credit brand and our online banking products such as high yield savings, CDs and money markets. And here at work at Synchrony, we’ve been doing work front since 2018 to drive our marketing needs for all these different brands and credit partners, all the way from the career development data and audience management, channel production like billing emails, paid media ads, etc. all the way through our post-marketing activities such as bonus fulfillments. In 2023 alone with 8000 marketing launches managed through our work front. So about me and my team, I’m based on Atlanta with a background in process management like Lean Six Sigma methods and part of a core team of admins at Synchrony. We we help to support our work for solutions and we have folks of backgrounds in technology systems, integrations, change management and in agile practices. And really I’m blessed to have a good team, recognize a lot of our peers often will only have one or two dedicated people in the work front solution, but it allows us to build a more robust infrastructure and deliver on over 6000 support tickets since 2021 over ten and 15 core enhancements and proven ideas. So today’s presentation is going to focus on how we manage those improvements and enhancements, which we’ve valued over $12 million in business benefits since that time frame. So what we’ll cover today is basically the lens and continuous improvement methodology. Nothing I discuss will be individually groundbreaking. Everything I discuss can be found in various project management systems, change management programs, product development cycles. And this stuff has been kind of around for some time. And we’re also not perfect in the approach. But I think the secret sauce is really just doing these activities consistently with diligence and encouraging each other to get better. So our overall process that we’ll look at at a high level today includes how we go about identifying improvements, capturing ideas, understanding benefits, prioritizing the work, scheduling the work, breaking down the work, and ultimately deploying and monitoring adoption. So at Synchrony, we have a variety of places where improvement ideas may come from. We developed and watched a lot of different quality assurance reports to know if our marketing campaigns are having any issues. We have various internal user forums which we engage with to listen to concerns across these departments, what’s working, what’s not working. It’s actually includes something we call the power user group, call them pugs for short, which you can think of it ongoing as an ongoing focus group. Our end consumers or customers also drive what works best for them in terms of engagement. They tell us what’s working the way they click into our ads. You know, that engagement type of activities and reporting that we may have need. We also hear this in terms of voice of customer in different industries. Our products teams are always constantly thinking about new ways to engage our consumers through marketing, through our our website, through our applications on our phones, and maybe more unique to our group and company. But we sponsor various problem solving sessions throughout the year with different departments and different needs that they have. We need sessions really facilitate root cause, problem solving methods to unpack what’s actually happening, what’s our gap where we’re trying to go, what’s the issue, and where in the root cause analysis can work. Front provide a specific solution. As we work throughout the year, we utilize work for itself to capture these ideas through top level requests. It just helps us organize what the ideas are, who they’re coming from, what stakeholders are involved in some other metadata that will help us later do the prioritization or actually delivering the solution to our partners specifically having a business partner who is engaged early in our work for an environment on these ideas. Typically some sort of leader in that that department or group is crucial so that we can keep them engaged with the progress or really just involve them and ask them questions back and forth as things get developed up or we understand better the the the issue as the as the idea goes to the process. And because it works once great native capabilities that can automate who reviews these requests and our teams can populate our work requests on different dashboards and reports that we have in a basic take away I think is simple Just get it captured, get it recorded, get it logged. So you as an admin on the work front and keep the documentation of these ideas as as they evolve. And we do so much on these things throughout the year. But first, capturing the benefit early in the conversation improvements will be a critical factor in ongoing continuous improvement framework and success of your programs. Everything you’re working on to improve your work for an environment, you work for a solution. In our case, the marketing flow are to be able to map to one or more of these categories. I have here on this screen either making improvements in quality, trying to drive better productivity, increase your customer satisfaction, or maybe it’s just the user experience of self navigating around the work front. For us, we often have risk control items. How do we better, you know, meet our marketing needs and a regulatory environment that is always critical. So on screen we have some basic frameworks that we use here, at least at Synchrony, with our internal business partners. And trust me, it’s not anything too scientific. It’s really far from perfect. For example, a simple idea, of course, is just calculating how much volume a certain marketing campaign or or idea may maybe have, and multiply that by the hourly cost that it may take to to do that work. If we were to say, remove it completely, we’ve also incorporated some methods like average annual compliance savings or fine avoidance. If you think about how insurance works, we we often will think about, you know, what’s it, what would it be, what it costs to kind of avoid a risk like that. So we can use those types of methods to generate some kind of cost component here or benefit value for anything you really work on. But at the end of the day, it’s about driving conversation and it helps us to translate benefits into a monetary value for the company, demonstrate the work that is happening as value as we continue to improve work. Front Think of this as internal reporting too. Nothing like this is going out to regulators or anything. We’re probably more conservative than we. We need to be. We often undercount the impact, but the bottom line is everything has some kind of value in determining which ideas have the most value. The bigger impact will help the next steps of prioritization in a pro tip. Listen to my co speaker Daniel’s presentation about how his solutions map back to saved hours and productivity along with related cost savings. How he showcases this our way through fusion automation with some specific examples. So our our preferred approach to prioritization is actually borrowed from the Agile framework called Wistia for WSJ us in standard job factor from the earlier request intake take we did in the benefits review that we just completed, we can actually calculate a single number for all enhancement ideas based on perceived level of effort and story points. Benefit ranged the impact that it might have on our users and it just helps to compare, unlike ideas against each other in order to decide, well, which one should we try to go after first? Which ones should we prioritize? We also consider other factors like, you know, be effort. If it’s a simple work for an only configuration change or if we need to involve some additional resources like automation, diffusion or even other I.T integration teams, you know that simple versus complex solutions could also drive whether you pursue something first or not. And again, Daniel, my co-presenter, will go into some more details about an automation solution like fusion and how it can bring about solutions that you’re developing up. He has a very neat use case and you’ll definitely want to see that. So once we prioritize our work enhancements, we actually have broken up our whole year into different release cycles. Now this may be pretty familiar concept to you out there. If you work in an Agile framework by planning Agile Sprints, it’s the same kind of idea. We’re just breaking these up into different development cycles as you look forward in time and we like to take advantage of the native work environment to organize the prioritized work that we’ve just discussed into programs and projects and schedule this work as tasks. We like this native functionality a lot because it just it gives us the benefits around making assignments, you know, seeing the due dates, communicating the status of all the work, documenting it all, and of course reporting out how we’re doing. So a recent change for our group in the past year is to actually further break down those tasks into even smaller components. We did find it more that more complex items, more complicated and challenging ideas to manage as a single task was just getting a little hard to actually execute on well and understand what’s going on. So we’re evolving our approach to those more complex ideas to break those down into into further work with smaller requests amongst those tasks. So this may be a familiar concept again, to folks who may have worked in the JIRA world or Agile world, where you take a bunch of smaller stories and make them into a feature, we’re basically building off that same core idea where we take something and break it down even further and work for it. I think this is pretty well we’re actually utilizing boards now to visualize this breakdown of the more complex enhancements so we can maintain the benefits. We talked about earlier with the work front tasks such as, you know, the assignments and the ultimate due dates. And we also pick up some great extra functionality with the boards now, such as Tags, the Kanban board feel and look, which can really help us drive conversations with our business partners on what’s ready for review. Or we’re still working on what’s not starting yet and they can interact directly with us on this board and give us feedback before we continue in going live with a change. It’s a pretty exciting stuff. I highly recommend using boards Our last activity, of course, is deploying the change. We’re very proud of this area within Synchrony, while at the same time we recognize that we can always do a lot more to support our users adopting any changes that we have, we incorporate a variety of tools here, depending on the change we’re actually implementing and how complicated it kind of is. So for those familiar with the pro sign model or at core of change management, you recognize a couple of the buckets I tried to use here in my own presentation. At the end of the day, we want to drive awareness of a change, increase knowledge of a change in reinforced that change afterwards. We’re certainly taking advantage of many native work from functionality in order to help do this, such as in-app messaging. And we actually have a jump seat solution in place as well. But we also rely on other kind of homegrown and old fashioned communication methods to achieve these goals. We’re talking those jobs, those teams posts, Slack posts, office hours. That’s why my coworker Ellen contributed to a cookbook with �۶���Ƶ for work from Partners. So we can always, I think, drop that link into the chat or talk about that more. When we when we have questions come through. It’s a great example of how we utilize our newsletter just to, to message out what’s new and the support available for people to adopt that change. What may be more unique, actually, as part of our work here at Synchrony is our post implementation adoption follow ups. We often do follow up adoption surveys or focus groups about 60 to 90 days out after a major changes occurred to really assess whether the organization knows what the change was, can actually do whatever it is inside work front that’s new. And if we’re actually getting those benefits we discussed earlier as part of our process, you know, if we have imagined that people are going to save time and effort with the change we’ve we’ve implemented, we want to add, you know, stress tests, if that’s actually true, it’s time consuming, of course, but it’s really worth doing, especially for the more critical changes you implement in the year. I also emphasized enough reporting and celebrating your wins with the organization that is reporting out how many updates you’ve made, who they impact and how is the drive for activity. Dino’s presentation has a very impressive slide on communicating value and ROI for leadership to help them stay engaged in pushing for the adoption of the changes. So with all that said, the material available free to review on your own time. But I want to focus you back on three key takeaways. Early in the process, you wanted to find a method for understanding the value and benefit of making a change. Some changes are simply worth more. Having a dollar figure attached to that request and work front really helps all your future communications, helps prioritization and understanding why the change is worth doing. It relates back to that prioritization I mentioned doing the most valuable things first should always drive the team’s work overall effort and it’s just good project management basics. Finally, we’ve demonstrated here in Synchrony in the material that change management is the key. It really will take the whole village and organization to support this. But at the same time, you as a work friend, leaders will be the first on how to do this. They’ll be looking to you. So be prepared with a plan to implement and follow up on changes. Thanks for having me today. I’m looking forward to answering your questions later. For all your friends of Synchrony, have a great rest of the day. James That was amazing. I love how you and your team are just continuously thinking about refining and optimizing your process. That was great. Our next and final experience maker Spotlight is Daniel Clark. Daniel, welcome to the Skill Exchange. I thank you to James for an excellent first half, hoping I can add some color. And another way to work and work front as well. Great to be here with you all. My name is Daniel Clark and I’m a senior work from consultant for Innosphere, so I am based out of Houston, Texas. I was a graphic designer for nine years, which had me deep in the throes of using various project management systems. And I then joined the leadership team and co-led that team for five years, which gave me the exposure and the overlap with leading the administration of work front as well. Bonus bullet on here. I’m an avid pickleball player. I love everything about the sport and how we think and I look at that. So Avid is characterized technically by enthusiasm and vigorous pursuit and thought, Well, I’m an avid pickleball player. I’m also an avid system admin for work front. Loved everything about work front just as much as I do pickleball so excited to share more about that journey. But first, let’s cover everything that I would like to discuss today. So my focus will be on fusion and how you can expand your efficiencies on top of work front by using that system. We’re going to start off with some of the initial needs that we defined in order to bring fusion in-house. Next, we’ll cover the three specific scenarios that we used with great success and lastly, how we took the success of those scenarios and shared it with our executive leaders. What is that ROI that you’re looking for? So after joining the leadership team in 2019, I quickly threw myself at finding a better project management system than the one that we had in place. That took about a year of tenacity to get the team on board. But we had an amazing engagement from our team and implemented in about three months. About one year after our implementation, we took the next step to engage with fusion. We had tested and use the system and identified the need to have it. Side note on the administration team, compared to what James walked us through. So we had one system admin, three very part time group admins and ended up with two part time fusion developers who were really just designers who stepped up and wanted to learn the skills within fusion. So very different baseline compared to James in terms of what we were able to do and how we even went through the process of building new tickets and figuring out what we’re going to be working on. So the growth of our team in work front was purely through UX exposure. It was all organic growth and having an avid sys admin supporting that certainly didn’t hurt anything either. But fusion can work the same way. Organic growth based on identifying the needs of the team and flexing with ever changing needs of the business and your customers. So let’s get into those initial needs for justifying fusion to work front those so many things. Great. But if you’re really utilizing the system, you’ll quickly identify the need to have automations built in, not to be confused with API, although that’s getting more and more popular these days and work for an API is in beta right now, but that’s a different topic. We won’t be getting into that today, but also expanding on what is the need to eliminate repetitive and duplicative work. So talking to your teams and finding out what actions they continually take in the system that don’t require much decision making, one of our easy wins was the act of creating a project from a request, and we identified communication as our third need. Some could argue that it could be the first, but utilizing work front as our project management system of record for work requires that stakeholders engage and communicate their to have the best success. We took that one step further through fusion and chatted externally to really quick the three scenarios that we’re going to focus on kind of drilling into those needs. First off, was notifying our bottlenecks and hours was intake, finding where to drive more efficiencies. Ours was automating project creation. And the last one is that ever important communication in using fusion to reach our customers and eliminate admin time from the team. So starting off with our first scenario on our bottleneck. So the way that we licensed our team, all of our designers were also their own project managers, but we didn’t need all of them to be able to have a full on planning license. So we had to find a way to have them complete some basics of project management utilizing fusion issues that were created on their project to trigger status changes, creating additional supplemental projects without the need for intake to get involved. Because all the info was there, they just needed another deliverable. So we took the intake out of that process and let fusion assist additionally versus paying for those playing licenses for all of our designers. This saved us another 25 K on top of the 13 K that we have listed here. So this one scenario covers the cost of fusion essentially. So we’ll cover a little bit more on that and in the ROI leadership section. But something to keep in mind as we’re going through this, our second scenario is focused on the automated project creation. So taking what we learned from the bottleneck scenarios, we were able to expand on that process to solve a larger scale problem. We were wanting to bring our audience of clients in to work front so that we could start to engage with them and reduce the time to start once they were ready for us. We started this with a bolt creation of over 13,000 projects, all handled by fusion. That one upload was a $24,000 savings versus doing it mainly. So that in and of itself was a win and we’re picking that process up here then with the recurring setups, because manually addressing all those angel projects was also not feasible for the intake team in an ongoing basis. So this scenario is triggered by the date or age of the project to review it, find out if they still qualify for services through the CRM. It reconciles the value of the work that we did on the previous project closes out. That project communicates with the account manager on the team as well as with the sales team, and it confirms if a new project was or was not set up to continue working with that customer. So this was a big win and covered a lot of our needs across the system and saved us about 60 a year. And this is one that will continue to grow as that audience grows. There’s no additional need to tweak or change this. It’s just going to continually pick up any of those new customers that are coming into the system. So going into the following year, they were looking to double that total number of projects and so that’ll be handling over 20,000 projects to start with this year. And next year it’ll be 40,000 and the savings just continue to grow on top of that. And our last scenario that we’re going to be peeking into today is all about the communication which we’ve talked about a little bit on the other scenarios as well. Within each of those new projects, we wanted to reach out to the customer at least once per quarter, but our account managers are technically handling over 3000 customers each, so we built Fusion to help them out fully personalized emails using their data and work front called out how much value they had left to use with our team. We’re decision trees based on current production projects and validated against our CRM again to make sure that they were still valid customers. So a lot of volume ran through this over 100,000 touch points, saving a 130 weeks, three full time employees and over $200,000. So all those metrics on the previous scenarios, the actions, time, the headcount, the dollars at the find out what your executives want and how to speak their language. In this case, it was all about the dollars. So this is an example of a slide that we put together to support our fusion activities. It has a brief touch point on what fusion was and how we were accomplishing our goals through utilizing it. We then showcase those wins as early and as often as we could. This is really the opportunity to take the cost associated with work from fusion and instead turn it into a massive efficiency savings. So remember all those boxes on the org chart, on the orange boxes? So all the fusion work that we were doing was contained to one of those boxes. So there’s a lot of opportunities still. And that one box was driving almost half a million dollars in efficiencies with tons of room to grow and duplicate those efforts across the other teams. A bonus step as you’re thinking about this too, is if you can transition these team winnings into what problem can we solve for you, Mr. or Mrs. Executive is huge. If you can start to solve their problems through fusion and using these types of automations, it’s an easy win. So how do we calculate these savings? So taking a few things into account, the manual alternative time, which is how long would it take to complete all of these actions without fusion? What are the quantity of actions over a given time? Could be over the course of the year, or it could be one bolt action. And then what’s the blended hourly rate for the users or roles that would be doing it? So calculating against all those parameters gives us some numbers to start promoting depending on your business goals, including time savings, headcount, savings and dollar savings. So we do have a template that’ll be shared out in the experienced league thread. We kind of strip down all of our information and made it a bit more formulaic for you so that you can start to plug some of that into in. This is a bit of a contrast what James was sharing and all the pre work that his team does. This is a way that you can still do some of that pre work, do some planning and figure out which scenarios are going to be the best, but then make sure to come back and update those two when you’re done to say, you know, how much time is really saving us on all of these and then pull those metrics out and use them to share with leadership. So my last slide here, a couple of key takeaways. So understanding the needs of the team and mapping them out, the James did a great job of showing how to gather and prioritize. That’s really who I want to be when I grow up. But it can also be a group meeting with sticky notes. You have to start somewhere and identify what could help, what could help the team the most bonus points. If you can identify the quickest thing to implement, that’s also going to be the most impactful you want. Have a quick win to start and gain traction if you can. But the level of impact needs to be balanced against the maturity of your team to ensure that you’re not introducing more change than they can handle. We went through this as we were doing it and getting our feet wet with fusion. Even something that’s helpful, like an automation that’s technically taking things off of their plate to do can be seen as too much change for the stakeholders that are experiencing it. Which then leads us right into the second point here, which is on the communication, knowing the needs of the team, but also ensuring that you’re gaining the right alignment to make it a success. It’s not just about having a really good thing that you can do. You have to make sure that the rest of the team is on board and engaging with it too. So have those discussions, have those meetings along the way to make sure that everyone is on board? And lastly, taking those wins and sharing them. So arming your leaders with the metrics to share and promote and making sure that every group admin knows and can share too. These are some of the actions that can be taken for granted because it’s not technically a line on the panel. So you have to make sure everyone understands the value of what you’re bringing. So that’s all for today. Thank you so much for your time and look forward to chatting more in our Q&A. Thank you. Thank you, James. Thank you, Daniel. I love hearing from both of you on your approaches. They’re very different, but both obviously very rooted and continuous improvement. So really fun seeing the different approaches. We have some really good questions and chat. Keep those coming. If you’ve not had a chance to ask your question, we’re live. Type them in. Now is your chance. The first question is, James, I’m going to go to you. And this is kind of back in the beginning of your presentation, you were talking about some automations that you had done. What automations have you found to be most beneficial? Oh, great question. Thanks for for that. Yeah. Our our favorite automations upfront. Will we designed and developed all this was really around project creation. So we we set our templates up. We have our tasks, their pre assignments ready to go with roles, but we discovered that using your 820 rule, really 8% of the time, the projects were just fine as they are, but the 20% of time we need is somewhat of a case. And so not only automating the project creation, but then after that modifying the project itself. So adding tasks for moving tasks. We have a system says co canceled too, so we cancel the tasks out. We put some more notes in there as well. So up front, even from the very beginning of our implementation with with work front years ago has been our most valuable kind of automation. We do as we matured, of course, we’ve done some different kind of automations beyond that. Most importantly, other system integrations like Salesforce and things like that. I love that. And I know Daniel, your whole presentation was was around automations, but any do you have anything to add there? What has been most beneficial for you, maybe other than what you shared in your presentation? Yeah, I would say just kind of piggyback in there. On what James said is taking into account upfront what all of those different ins and outs might be. What’s the 20% things and what can you account for in those automations without overbuilding? It To start with, we had some automations as we’re building them out on the fusion side, started to get really, really heavy because we were trying to account for every single thing. And at some point you have to figure out what’s the correct level to build in there so that it’s not overbuilt. And then you have to go back in and change a lot of little details. Testing on that can be really, really challenging. I love that idea of kind of building for the 80%. You can’t solve every single problem that way. Daniel, I’m going to stick with you. There was a question around does intake is also a bottleneck for us, our stakeholders are global and often English isn’t their first language, so communication might not be clear. It almost always results in a need for a meeting to define those requirements. When a project for when that project can proceed. Any tips for getting better clarity during that intake that might save us some time. I mean, that’s definitely a common to always have a bit of a misalignment in terms of what the business is asking for, the requester is asking for versus what you’re interpreting it as. So that extra conversation isn’t necessarily a bad thing, but understand that you’re trying to streamline that as much as you can. Something to think about there is it’s always continuous improvement. So if you’re consistently having those issues, go back and look at the process and say, okay, we’ve now gone through three different sessions with this team and they’re always having the same problem. They’re always having the same question or were misaligned on these things. So what can you do to go back and now revise or change your intake form to better align with the needs of that particular team? And then also, if you are a global team, obviously making sure that that works across the rest of the teams as well. So there’s a lot of great information out there on governance and how to manage through the different form and field changes like that. But that’s certainly something that I would take into account. Christine, if I can add to that as well. Dana Great, great reply. I would say it doesn’t matter about the language barrier per say. I think what Daniel described here about understanding the root cause or understanding the problem statement that people are really trying to express, whether they’re native English speakers or not, is often something we find as well when we interact with our different stakeholders. So what I mean by that is people may come to us and say, Hey, change this form or add this task, okay, why? What problem are you trying to solve? What are you being confronted by in terms of the challenge of your business flow that we can ultimately come back together with a proposed solution that may be more sensible but may not be right out the gate? What you expected to see in terms of a change. So know that he may have been answering in regards of a specific request or project to execute. I’m always thinking in terms of the system as a whole. I think that’s a really valuable point too, that there’s oftentimes we get asked to change things and it’s okay to say, but why not just add a field or add something to the form, but really step back and say, is this something? It’s again, that 8020 rule? Is this something that 80% of the people might also benefit from? Is this a one off? Is it a trend? But we don’t always have to implement it. We really want to to answer the why so, James, I’m going to stick with you. There’s a question that said, have you decided when it’s best to use custom fields and calculated fields for priority scoring versus using the project scorecard and portfolio optimization tools? Okay. Yeah, I think I follow the question here. Fine. Preston. So when we started our implementation six years ago or so, we actually found those modules kind of difficult to use. Just from a UI UX perspective. We were dealing with a lot of things we’re trying to figure out with the tool to begin with, but also we we know that we’re executing these marketing projects kind of no matter what. And I don’t mean that in a flippant way, but we have to meet our credit partners marketing expectations as well. So we know we have to keep this up anyway. We know that we have to kind of get these into the pipeline I’m being worked on. And what we found to be most effective for us is some additional custom fields and calculations and sort of customer reporting from that perspective that really drilled down to not only from a project level prioritization idea, but also how do the individual teams dysfunctions. These are cross-functional projects. At the end of the day, it’s not just usually one team that’s executing and can decide amongst themselves, Oh, we can put Daniel’s project above Kristen’s and be fine. You know, our our marketing projects are very much cross-functional, six, seven teams often working together to execute our data, our production, our creative, our fulfillment, our rewards. There’s some other kind of bills that may happen depending on the specifics. So we didn’t want to get into the pipeline. We want to use these custom fields and calculations to help those teams then be better prepared for their capacity and how to ultimately amongst themselves figure out their tasks. That I can add on to that just a little bit too. For our use case, it seemed like the scorecard came a little late. You know, by that time you already have the project set up. It’s not like it wasn’t connected to the request initially, so that’s why we did some of that work as well. More on the custom form side of things rather than relying on those built in systems out of. I have a question for you, Daniel. That is, I’m going to admit right off the bat, this can in itself be its own session. So I’m going to ask you a question and you’re going to say, do we have 30 minutes? But it is a question that says, what is your process for testing, reviewing and releasing fusion automation? So maybe the big picture of that. Yeah, I mean, there’s yeah, there’s a lot of different ways to take that. I would say that from the very beginning. I’m going to take it one step back from that is to look at how you building this to start with. So before you even get into the testing side of things and is fusion working correctly or the way that you think it should, what’s your pre build look like before you even get to that point? Are you building it out in fig jam or Miro or something like that to really isolate what’s the critical path? What are the processes that you need to do? So that from a logic perspective, you know that you’re gathering all that info and that it’s going to work successfully, then you take that and kind of blend it into what are the fusion intricacies and how you’re building it. But once you get to that point, probably bad process. But we built directly into production most of the time we worked isolating it based on filters into particular test projects that we would just then go back and delete. But it kept us a little more agile and the ability to just build something in, make a couple of tests and tweaks and then push it out to production. Most of the time we were working with a small group of stakeholders as well. So as we were doing that testing on those test projects, we’d bring them in, validate what the particular fusion scenario was doing, and make sure that everybody’s on board with it. And then if it was something that was going out to a broader team, we would put pause on at that point and bring it into a team meeting and say, okay, this is what we’re thinking. This is the improvement or the efficiency that we’re trying to fix, always bringing it back to what’s the fix, what’s the problem, and then sharing out this is the resolution that we came up with. These are going to be the outcomes of this. These are all the updates that you’re going to see and work front. Any questions then really at that point would prompt is there anything else that we need to tweak that we didn’t see on the front side of things? Go back, do a little bit more testing if needed, and then just essentially give a go live date for that and just be prepared for a little bit of hyper care. Hopefully we caught everything through that whole process to say is it working correctly but always having that hyper care as well. What I like there is that you’re thinking it’s interesting that you that you do work in production, but you’ve given yourself guardrails to say we’re in production, but it’s for this project or only for these users who might be part of our pilot. But it does bring up a really good point around change management. So when you’re putting these automations into place, you’re then having to tell people this process has changed or is updated and hopefully for the better. And James, I’ll ask you, I know you have a really robust change management office at Synchrony. Ellen, who’s part of the broader work front team, actually participated in. We did a cookbook, I think last year or a while back. On communicating with end users. How do you communicate these changes, which was if you haven’t, by the way, access that cookbook, it’s on community, it’s fantastic. But curious about if you can talk a little bit about your kind of broader change management office. Yeah, certainly. Thanks, Chris. And I’ll first and to say we’re very blessed Synchrony. We have several team members who are part of our core work front focused system kind of admin roles. So we are privileged in that way. And one of the things that we really do is ultimately connect back to the why. Why is something changing to begin with? So Dan and I talked about that already. We try to highlight the benefits of something that may be happening from a tactics perspective. You know, we are in marketing after all, so we’re familiar with different ways to kind of market to people things that are happening, you know, hit them with the email, hit them with the leadership, com, hit them with the in-app notification, actually do some lunch and learns video overviews, kind of roll out sessions. One of the most successful ways we’ve seen this done is when we have a business partner who’s actually helping us to kind of develop this change up test, as Daniel kind of mentioned, is put that business partner in front of their peers or their their colleagues instead of just being James the work front guy or on the work front lady. You know, it’s really helpful when the business can kind of coach each other through the changes, highlighting the benefits that are actually being achieved by whatever change may be happening. Automation, great example could be a new new process altogether is being attached to some work tasks or what is a new form? Could be any number one of these kinds of things within the day. Connecting back to benefits ideally led by the business themselves, as is the way we see the most success. I think that’s just so important because I think we get a lot of questions maybe from some newer work from folks or newer customers that talk about adoption and how do you get people to use and adopt and change management as often this kind of I don’t want to say forgotten because we know it’s important, but sometimes it’s, well, we sent the email, but why are we using it and change management. I love that you talk about we are marketers. Many of us use work, run and marketing. I know not everyone does, but we’re almost having to market ourselves here. So. All right. I have one more question for Daniel that might bring us to the end. We might have time for one more. But Daniel, for you, I know both of you guys talked about having to identify the ROI, right? James, You do that more on the front end to say, what’s the expected ROI? If we make this change, then you kind of said we’ll do the change and then be able to show this is what it saved the business, but you had to do some work upfront to justify fusion, right? Because you were a team of one to say, I can do these things if I have fusion. So for folks out there that are saying, I’d love to have fusion, but how do I justify it? What was that for you? How did you build out those requirements? Like I said in the session, I think we’ve been using work for for about a year before. We got to the point of saying we’ve met some limitations on what work front can do. Work front is we love it. I’m an avid word front user, as I said, but it has its limitations. So when you get to the point of bumping up against those limitations is what brought us to the point of how can we jump in and use fusion? And the spreadsheet that I mentioned that I’ll share out in the experience league would have been great to have up front. So definitely use that on the front side of things to to say, here’s all the ideas that we have that we think we can use fusion for and here’s the expected outcomes. But that’s definitely the the thing that’s going to drive it and make it feasible for an executive to say, Oh, you mean you’re going to be able save us 100 hours a week or you’re going to save us $200,000 just by building this into fusion? Well, that’s great. When you can get it down to the brass tacks or the bottom line of what an executive is looking for, that’s when you’re going to find that easy, when. You’re definitely having to put it in language of what someone else cares about. You know, are you asking for a headcount? Are you asking for more technology? Are you asking for kind of the the automation tool? But having to put it in that language to say, I need the automation tool, You need to save $100,000 this year, right? You’re having to translate that requirement. So there are still some really good questions and some really meaty questions that I just we’re coming up on time. And I just want to say, if we didn’t get to your question today, we’ve created discussion threads for every single session. They’re on experience leg in the work for community. So you can go right now, you can tag James, you can tag Daniel, you can tag each other if you’re having a great side conversation and chat. But for any of the sessions, please do. I know Daniel is going to drop some resources in there that he had mentioned in his session, But thank you both. You’re both just such stars. So I appreciate you being here today and sharing your experience with this amazing community. Thanks, Kristen. That was a great time. Thank you.