Hello and welcome my name is Shannon Kemp and I'm the Chief Digital Manager of Data Diversity. We would like to thank you for joining this Data Diversity webinar, Effective BI Portal Design Patterns to Drive Higher User Engagement, sponsored today by Metric Insights. Just a couple of points to get us started, due to the large number of people that attend these sessions, you will be muted during the webinar. For questions, we will be collecting them by the Q&A, or if you'd like to tweet, we encourage you to share highlights of questions via Twitter using hashtag Data Diversity. And if you'd like to chat with us or with each other, we certainly encourage you to do so. And just to note, Zoom chat defaults to send to just the panelists, but you may absolutely change it to network with everyone. And to find the Q&A or the chat panels, you may find those icons in the bottom middle of your screen. And as always, we will send a follow-up email within two business days containing links to the slides, the recording of the session, and any additional information requested throughout the webinar. Now let me introduce to you our speakers for today, Mike Smithman and Marius Moscovici. Mike is the VP of Sales and Marketing at Metric Insights and has over 15 years of product and marketing experience in the business intelligence industry. He has helped bring analytic products to market with senior roles at Seagate Software, AIM Technology, Tealief, Extero, and Good Data. Marius is over 20 years of experience in analytics and data warehousing. Marius is the CEO of Metric Insights, the leading provider of a BI portal that helps organizations organize their BI environments and ensure users are getting the actionable data they need. And with that, I will give the floor to Marius to start today's webinar. Hello and welcome. Oh, you're muted. Let me unmute you. Okay. Can you hear me now, Shannon? I can. Okay. Well, great. Well, thank you, Shannon, for the introduction. Welcome, everyone. And today, we're going to talk about the number one problem that I think plagues BI environments pretty much universally. And that is poor engagement.  If you've had your BI environment in place for at least a few years and you go in and you look and say, geez, of all the content that's been published inside of the catalog for these BI tools that I have, how much of it is actually getting used? You know, how much has any engagement in, let's say, the last six months? You might be surprised, or perhaps you won't be surprised to learn that usually less than 30% of that content is being actively used by anyone. And then if you ask the similar question of all these BI tool licenses in my organization, how many are actually actively used by users, typically less than 50%. And in fact, these numbers actually pretty good for most organizations. We did an audit for one of our customers recently and we found that less than 10% of their content was being used and about the same amount of usage was happening from a licensed utilization perspective of the BI tool. So this is an environment with thousands of pieces of content, thousands of users. And really, if you think about that, it's sort of shocking that 90% of that content was things that nobody really wanted to use and the issue with engagement was so severe that hardly anyone was really using these very valuable BI tool licenses. So given that this is a serious issue, if you were to go and say, well, okay, let me ask my users, what's going on? Why is this happening? What would they say? Well, their answers you would hear would be things like, I just don't know where to find the information that's useful to me. Obviously, if there's so much clutter in the environment, so much content that's not useful, then it's hard for people to find the content that actually can be useful that they can take action with. Or you might hear something like, well, I know that I have the information there and maybe I even know which dashboards to go to. But when I have a question to answer, my information is kind of buried across many different dashboards. Some of the information I need is in this particular tool and this dashboard and then there's this other dashboard I need to look at and then oh, sometimes it's this stuff in the PDF or Excel, I just got to span this wide surface area of content in order to answer sometimes what feels like a simple question. Or you might say, well, because of these dashboards are so complex, there's so many filter values, there's so many layers and tabs. It just takes a long time for me to get any insights from them. The insights there, but it's not an easy process for me to engage with it and answer the particular question I have and get the value. Or a very common complaint you might hear is, well, I just don't really get the data in the dashboard. So I see the says sales, but how is sales defined here? Is it the same way that it's defined in these other dashboards? Does this use the newer definition that our business group just agreed on last month or is this used based on some kind of obsolete definition of sales that was effective three years ago? You know, what am I really looking at? How do I know I can understand it? And if I'm seeing different numbers, which is often the case across different dashboards, different presentations, how do I know which one's the trust? How do I know that this number is certified and trustworthy and this other piece of content is maybe a little bit more suspect? So how do I reconcile this? And these are the things that you'll hear kind of irrespective of the environment from the people that would be consuming the content, but they're not. And at the end, if you think about it, if you look at all of these statements and what do they really mean? If you were to boil that down, what they're saying really is very simple. They're saying that the juice is not worth a squeeze, right? The level of effort that they have to go through in order to get value out of the analytics is not consistent with the actual value that they're generating. So consider for a moment sort of a typical journey that the user goes through, maybe going into your behind environment, looking at final answer to question. They want to be able to try to do some analysis or maybe they're just trying to understand how is my business changing today, right? Just even that simple thing and I want to be able to go in and figure that out. Well, they're going to go through this whole effort to find that out. They might open one dashboard and say, oh, well, okay, that's not the right dashboard. This is a wrong version. Okay, let me find another one. I know I found the right version, but this one has numbers pretty much look the same as they did last week when I looked at them. So nothing's really changed. I didn't get any value out of that. Even though I went to open it. Let me look at another dashboard that maybe looks at the numbers, a different KPI that I'm interested in. And what does that say? Well, that didn't change either. So I'm spending a lot of effort as a consumer typically using dashboards. And the reward isn't there initially. Now, maybe over time, after I spend maybe 10, 20 minutes looking through all the different analytics that are at my disposal, slicing and dicing that data, looking at different slices, I might notice, oh, my sales in the Northwest is a little below today. What's going on? Let me drill down into that. And I'll use the dashboard to dig into that and I'll discover what this product is driving, this drop off in sales. Oh, it's happening in this particular channel. So I can go through this journey with the data. Once I kind of find something interesting to dig into as a user, there's something that really requires my attention, that requires me to do something. I can dig in with the BI tools and eventually using the analytics that are available to me. In most cases, I can actually get some value. I might figure out something that I need to take specific action on based on the information that I saw. But the point is that this journey, it takes a really long time. It could take 10, 20 minutes sometimes. And the typical user, the typical user in your organization, the truth is there may be willing to give you one or two minutes a day. That's all they're going to spend kind of looking through. They're BI dashboards. And then if they don't see something useful there, if there isn't something generating value, if they're helping them answer a question or helping them understand where they should look to be able to take some action, then they're just not going to continue with the journey. They're not going to continue putting in effort. And not only that, they're going to conclude after doing this maybe a few times that juice is not with a squeeze. So I'm not getting enough value for the reasons that we just described. And so I'm not going to come back. I'm not going to come back and look at the BI analytics. And hence, you get that low engagement. Hence, you get that lack of real value from the hard work that goes into building the data pipelining and the assets and creating the visualizations. And this is what happens really continuously in every organization. So how do we solve this problem? What can we really do to generate engagement and not only generate a kind of a one-off basis, but create sort of a compelling experience for your users such that engagement is sustained. So users are coming back to the analytics that are generating value for them time and time again. That's what we're going to talk about in this presentation. So here are the key principles that you need to adopt to make that happen. The first step is to take the chaos that is represented by most of the BI environments and generate order from it. So I'm reminded here of a, I don't know if any of you on the listening have watched this, but back about maybe almost 10 years ago, there was this really popular TV show. It was called Hoarders. I think it was on maybe Lifetime or some cable network.  Like, you literally could not get from one side of the room to the other. And the entire premise of the show is that producers would help them declutter their environment. They would help them let go of all the junk and during that show, they would transform their home into something that was like a really functional pleasant place from this completely congested, terrible environment. And this is exactly the problem that many BI environments have. If you go look in your BI tool, and if in fact was a 30% or 90% of the content that is sort of clutter, right? You're either way, you're creating an environment where somebody coming into that for the first time, maybe they're new to the company, they've just got to bump into all kinds of things that are obsolete, duplicative, slightly different variation of something else to try to find the thing that actually is going to generate value. So it's just, it's chaotic. And what you want instead, is you want much more of a museum experience, right? Like think of a museum. When you go to the art museum, it's not like they just throw all their paintings up on the wall in some random way, right? It's a, you go to an exhibit and it's their best artwork that addresses that particular theme or topic. And not only that, but it's carefully organized and curated in a way to maximize the impact on you as the audience when you're consuming that work, right? They look at lighting and placement and all these things and think about how you're going to guide you through that experience of consuming the art so that you get the maximum impact. It's the same thing with your BI environment. You need to have a way that everything is ordered so that you can get value in a way that is engaging to your users, right? The second key principle is that you need to have a compelling user journey that's based on trusted content. So, you know, a compelling journey is the key piece. So all too often, one of the key mistakes that we make in BI is we'll build a dashboard and we will not really think about the journey that the user has in consuming the data. You know, that is how are they using that information? What questions are they trying to ask? What are the things that come up day in and day out for where they really need this information to help them make their best decisions? And then have we designed the portfolio of assets that they have? Because there's usually more than one dashboard. All the different assets they have, are those things accessible to them in a way that they can navigate that trusted content and support their user journey, right? Support the place that they want to go to. So this is key, shifting that paradigm from a how can I take this data set, visualize it, slice it and dice it so that you can answer as many questions as possible with it, which is the traditional dashboard paradigm. Transforming that into more of a, okay, how do I take this particular persona and the way that they use data and create an experience that guides them through that journey in a way that they can answer the question effectively? That's the key distinction there. Then the third key aspect of it is that that journey needs to be accomplished quickly, right? Going back to the juice being with a squeeze, you've got to get your users to value very quickly because if you don't, they will give up and you'll never have a chance to generate value. So what does that mean? That means minimizing the number of clicks that a user has to satisfy the journey, minimizing the number of times that a user has to change context between one visualization and another, minimizing the number of dropdowns and filters that they've got to navigate to actually get to something meaningful. Looking at all those things and thinking about how do I take them from what they're looking to for to the actual answer into something useful in the shortest possible way and in a way that feels pleasant and engaging to them, right? And then finally, this is equally important to all these ones above. You need to integrate or weave data literacy into the experience of consuming analytics. All too often, the experience of a user consuming data going into any BI platform is that they'll open up a dashboard and they'll see numbers and they really don't have any idea what is the context for those numbers, right? It's going back to the museum example. You go into a museum, you look at the artwork, there's a little plaque that explains that, aren't you? It gives you an idea of, you know, maybe tells you something about the artist, maybe tells you about the context for that artwork in terms of, you know, when it was created, who paid for it? What were the issues that were happening historically at that time that motivated that particular piece? How does it fit into the overall genre that you're looking at, right? So there's all this effort that comes into giving you contextual understanding of the work so that you can really appreciate and understand it. Same thing applies to BI. When I look at a visualization, I need to understand what are the numbers? What do these mean? What's the definition of this particular term? Who signed off on this definition? Is this something that the analysts define on their own or is this an enterprise-wide term for how we measure sales or churn or is this particular cost or things that I don't know? Where can I find out more about those particular rules? Because if I don't understand that context, then I don't really understand what I'm looking at and I can't make the right decisions with that visualization. So data literacy and context, just as important as the data itself. So with those kind of principles in mind, in the remaining part of the presentation, we're gonna talk about practical things. So how do you take these principles and how do you actually put them into action? Create something that is going to be, you're compelling to your users and it's gonna make these principles come to life. So let me talk about some of the pieces that you'll see and then Mike will show you, in a demo, he'll show you a little bit about how we've brought those to life in our product. But the important thing here is not the solution itself, it's more understanding the irrespective of what technology you use, whether you've metric insights, some other portal, build something yourself. If you're going to be successful in generating sustained user engagement around your BI platform, then these are the kinds of patterns, design patterns, if you like, that you need to apply. So think of it in that context rather than any specific tool. So first of all, from a consumption perspective, it's very important when we talk about journey, right? So journeys are personalized. Somebody in your organization, when they look at their data journey, that journey is gonna be defined by the role that they have within the organization, what they have to do day in, day out, how they use information, the kind of decisions that they make. So that's going to be, maybe there's obviously groups of people that share the same journey because they have the same role within the organization, but the journey must be personalized to that role. So if you are looking at a solution and the solution is just, here's all my content, go at it, then you've already failed in creating a compelling experience that's gonna generate engagement before you've even gotten out of the starting gate because it's not a personalized experience. So having a landing page where I have my content, I have my visualizations, et cetera, I have ability to get the context for that content, help things of that nature, critically important as a first step. Another key thing to identify, I understand from a design pattern is that more often than not, people are overwhelmed by the amount of information that's at their disposal. So even if you were to declutter the environment, and you say, okay, now I've really got these set of visualizations that these users should be using because it's the valuable, it's the good stuff, right? It's a certified content is really good. Even if you were to do that, you're still dealing with a situation where because of the complexity in most of your business environments today, people are working maybe with a dozen dashboards, right? There might be a dozen different between dashboards, excels, PDFs, things like that, a dozen, sometimes two dozen pieces of our assets of information that contain valuable insight that could be relevant to that particular role. So you can't expect any given person who's not an analyst, who's just a regular business user to go in and open up a dozen or two dozen pieces of content, flip through filter values, and do all the grunt work to figure out what's really going on, right? You've got to bubble that up, right? You want to be able to bring up just the KPIs, just the high level numbers. And not only that, you want to alert them, let them know, bring them in, grab their attention for those things that require attention. So if I have two dozen visualizations measuring all manner of KPIs that are interesting to me, but today there's three or two numbers that have actually moved in a significant way, those are the ones I want to look at. So don't make me go through those dozen visualizations, discover what they are, tell me upfront, here's the three numbers that you should look at today and then show me what those numbers are, give me understanding of how they're different from what they were yesterday or a year ago, whatever the right reference period is. And then of course, I'm going to jump right in and dive into that and get me into that dashboard where I can roll on my sleeves, dig in and really understand what's going on. So taking that top down view where you're going from the high level numbers down to the dashboard rather than dumping your users directly to the dashboard, absolutely critical if you're going to drive engagement and sustain value from a portfolio of content that is available to users. Then another key component is understanding that, yes, there is a journey and the users are going to come ask questions. Sometimes you created that experience but maybe there's something I want that's outside of that path. I want to step off my regular path. I want to find something else. Search is very, very important. So again, if I'm going to change my journey, making my get the value very quickly, again, as the principle, to do that, that means I need to have search that allows me to find content effortlessly. It should be as easy as Google and it should be as smart as Google. You need to be able to bubble up that content in a way that I'm not going to be given things that are not relevant. Things like how much engagement content has us factored into relevancy. I can find the content that's highly rated. I can find content based on different tags. There should be many different ways for me to work and find that content and it should feel effortless and intuitive to me as if I was searching for something in Google where there's a lot of intelligence behind the scenes to make that process easy. So that process of discoverability is very important. It's also important to understand that discoverability extends to more than search in a simple way, in the sense that you have to be able to make certain content visible to users that maybe they don't yet have access to. So we all have security models and a particular BI tool may be only accessible to a certain group of users and that's fine, but you ought to be able to say, hey, I'm going to allow my content to be the metadata around this content to be visible to a broader set audience. They can discover it and then they can request access to actually see the data. So having that kind of mechanism, very important to make sure that content doesn't get lost or that people don't request duplicate content to be created. And then integration of metadata. So we talked about the museum example, the context, data literacy. Metadata is what generates data literacy, right? It's what provides context. So provide ability to understand this visualization, what kind of enterprise KPI doesn't measure, is it certified, who certified it? When was it certified? All of that kind of information needs to be organized and presented with the data. There's no sense in having a data catalog somewhere, a relation or a caliber or name your data catalog of choice where you're keeping all this lineage information and definitions and glossary. And you've taken all this effort to consolidate and bring all that together and put it there. If that information is not integrated and woven into the experience of users consuming data, right? I mean, how are you gonna get value out of that if it's only the analysts that have it? You need to be able to make it visible to the end user of the analytic because that's how everybody's consuming the content. So with that, I'm gonna turn it over to Mike and he's gonna show you examples of what we actually mean by these. What does it actually look like when you create one of these design patterns in an actual solution? Mike, I think you're still on mute a few. No, I'm good, just kidding, I'm excited. So, yeah, thanks, Marius. So as Marius said, I'm gonna take you through sort of what some of this looks like in the metric insights environment. But again, technology aside, how might you go about sort of peeling back the layers to solve some of these issues and remove some of these barriers that your end users are having as it pertains to sort of engaging with BI? Not to belabor a point, but the challenge we're really trying to solve is that BI environments in large organizations continue to be very fragmented. We probably have multiple BI tools. We've definitely got things in SharePoint with spreadsheets and documents. There's a fragmentation of BI across the organization. And today, typically what we expect users to be is kind of somewhat of an expert in each of the tools so that when they go to, if they figure out the dashboard they want is probably in Tableau, we require them to go to Tableau and navigate an organizational structure of sites and projects to find that particular dashboard. And then they figure out something else is in Cook Sense or Power BI and they have to go there and navigate through that. They have to log into each of those technologies. And it doesn't take long and it doesn't take much of a barrier to be put in place where people just stop doing that, as Marius said. And so we need to start layering on some pieces to the pie here in terms of solving that problem. And the first is kind of removing the complexities of that fragmented environment. So while you're looking at here is the concept of putting together sort of a catalog, a portal of content so that users have one place to come and access and interact with BI regardless of underlying source. So you need to be able to have a centralized catalog where the key content gets published. In this case, you're seeing these tiles in the middle of the screen here representing certain reports and dashboards coming from different tools and technologies that we wanna publish within to the catalog. And we're organizing that content in then a single sort of navigation paradigm whereby, again, I don't have to know how things are organized and arranged in the underlying tools because reality is that's often different and tool dependent. So step one is making sure that we can consolidate everything into a single space. When we consolidate that information, we also wanna make sure that we are adding the necessary context that Marius spoke about. So this is a whole other sort of area of discussion but as we publish content out to our users, we need a process that almost enriches that content with the necessary metadata, wherever that might be coming from, that gives them the necessary sort of information they need to either decide this is a report that is gonna be useful or not, or if it is, what is sort of the context behind that report? And obviously that's things like making sure it's named and has an appropriate description, but it's also things like understanding ownership, who's responsible for it? How is the content classified or categorized because that ultimately could determine how I use this piece of content? Is it internal? Is it publicly facing? Does it contain PII sensitive data? Because that's gonna dictate ultimately how I use it. And also kind of what are the ingredients of this piece of analysis? What metrics does it contain? How are those metrics calculated? Who owns the definitions of those metrics? So that again, if I go and look at this piece of content, it is clear what it is I'm looking at and how I should be using it. And clearly, if I drill into this and I can then interact with the live application. And again, it shouldn't matter whether this is, in this case, Tableau, whether it's something coming from Power BI, whether it's a spreadsheet we have up on SharePoint, the experience should be a consistent one for our users. Now, even if we centralize things into a catalog like this, as Marius said, if you look at the majority of consumers of information in your organization, they're probably going to give you a minute or two every day to focus on data. And if we can't sort of answer some questions in that time, they're just gonna pick up the phone to the BI team and get those questions answered. So what we wanna do is really take that content that we now have centralized. We're obviously gonna layer on our permissions and security model. Ultimately, we wanna craft what Marius referred to as a journey. We wanna craft an experience for a particular type of persona in the organization. And I'm gonna kind of just pick one here as an example. Maybe we've got sort of the exact, the senior management level persona. They're generally looking across the business. Sam, in this case, has a particular focus on sales and marketing. But it's really tracking stuff across the organization. We are an environment that has multiple tools and technology that contain BI. And so there is a lot of content that from a permissions perspective, Sam has access to. And so what we wanna do is basically take what he has access to in the portal and craft an experience for him that is gonna capture his attention as quickly as possible. And in a lot of cases, that starts with a more welcoming experience than typically you would find if you delve into individual BI tools or even a catalog like we were just looking at. We want something, design is important. It's an important piece of this process. We want something that, this is just an example, but that is branded to your team or your organization. We want something that's familiar. We want something that's gonna be attractive to this user and entice them into delving into things more. Ultimately, from a functional perspective, we wanna make sure that a welcome page, a landing page like this, a storefront, if you like, to the content is gonna get them quick access to the most relevant content that they have. So think of designing, again, a sort of welcome page for each of your personas which is structured and branded in a way that is going to appeal to them. And in this case, what we've done is, on the right-hand side, we've included any help or knowledge-based articles or FAQs that might be interesting and help Sam in his journey here. On the left, we've taken the critical elements out of the catalog that we want to basically share and organize in a quick way. So with a single click, I can get into that content. So maybe there's some sales and marketing reports that are critical to Sam out of the catalog. Maybe he's curated a set of personal favorites within the catalog that he looks at often. And typically the first thing we wanna do is give him quick access to that content. Now that content is probably coming from multiple technologies, as we spoke about before. So some of the marketing stuff is in Power BI, others is in click. We run our Salesforce reporting and Tableau. There's probably a host of different technologies on the backend. And I don't wanna have to flip through those technologies. I don't even wanna have to flip back and forth through the different tiles here to access that. I wanna give this particular user a navigation paradigm that irrespective of tool, lets me flip through the key folders of content that have been curated for me or that I've curated myself so that I can go from Power BI to Tableau in this case or to any other spreadsheet or tool that might contain BI that's interesting to me. Yeah, it's a small thing, navigation. But again, if you think about what we ask people to do today, not only are we asking them to navigate for a set of content in an individual tool, we're asking them to do that across technologies. Again, even if it's you have a single BI tool but you also have spreadsheets and documents up on a file share or a SharePoint, they still have to take the time and effort to go to that. So a welcoming experience, a curation of the most critical content that hides the complexities of the underlying technologies and where that content exists because Sam doesn't care ultimately where we're creating the reports. You'll notice something as well that as I navigated through those technologies where it essentially has to do a single sign on as well for it to be effective. So I also don't wanna have to remember my logins and passwords for individual tools because I can never remember. So we should take care of that for the user and let them seamlessly flip through those reports as we were just looking at. But again, as Marius said, even if I take the time and effort every day to flip through that curated set of content, nine times out of 10, not much is typically changing in the data. It relies on a certain level of scrutiny to be able to go into that content and check it every day and make sure I'm not missing anything. So something you also wanna think about doing it's a capability on the metric insights platform is to take some of the key performance indicators that exist within that body of content and almost bubble it up as a set of leading indicators that we can help to drive behavior. And what that looks like in this case is maybe there's a set of metrics that Sam is interested in and we can bubble up to his welcome page, which of those metrics or how many of those metrics are under performing on this particular point in time and allow him to drill into that to get a good view of what's going on across the business. And so you're seeing different groups of metrics here in the middle, probably likely being sourced from many different technologies, certainly many different dashboards on the backend. And we wanna present that in a way that very quickly he can scan this. We're doing basic analysis against those metrics to highlight ones that are in the red in this case. Very quickly I can scan the metrics and figure out what's going on. Also what Marius mentioned is, a lot of times we build content to answer every potential question that might be asked of it. And that really materializes in building dashboards that have many different filter combinations, many different ways that you can slice and dice the data, which is good because we don't need to create many sort of pieces of content to answer those questions. But again, the typical user is only interested in a certain slice of data often or slices of data. And so when we present things like these metrics, we should be taking that into account. We should be automatically pre-filtering content for the user. So in this case, if I'm responsible for a region and a particular product set category or product type or channel, I should be able to come in here and get a pre-filtered view of my world and be able to see immediately without doing anything, zero clicks where I should focus my attention. In this case, there's three metrics that I potentially want to drill into. I'll park that for a minute. The other thing you'll see on this page is we talked about sort of trust and quality of information as well. One of the hardest things in BI is to gain the trust of your business users. Probably one of the easiest things in BI is to lose their trust when they find issues with the data. We've all been in those meetings where we spend an hour arguing about the data rather than what it's actually supposed to be telling us. I would argue that we don't lose trust necessarily because there's issues with the data. Reality is data is never 100% correct 100% of the time. We lose trust because we don't tell people about those issues. So as you think about the journey, you need to be factoring in data quality, checks of data quality that automatically can communicate to users like we're doing here at the top with this announcement when there are issues or potential issues with the data and then communicating that for a user who has no time in the first place, you're not gonna upset them and lose their trust by convincing them that they should go and drill into this and spend time analyzing it when at the end of the day there was issues with the data. They've wasted a lot of time. They're gonna give up and not come back again. So communication as part of the journey is key as well, particularly when there's potential issues. But let's assume this issue has been solved. We've presented Sam with a set of pre-filtered metrics here, it's highlighting metrics where there's potential issues that he might wanna drill into.  And as I said before, it's likely that these metrics are gonna be coming from different data sources. So if perhaps there's a number of regions I'm responsible for and I am slicing and dicing the data, but then I'm drilling into a particular metric, it should be a seamless process to take me from that high-level metric into the appropriate dashboard. In this case, Tableau pre-filtered to the size of data that I was checking that metric for. And again, a minimal amount of clicks, a minimal amount of interaction gets me to a level of detail in that body of content that I have access to in the quickest time possible. So yeah, again, think of this as just one fairly simple example with some key components, right? Make the experience welcoming, make it familiar, make it a minimal number of clicks to get to content that is gonna be useful and lead the user through the data in a way that lets them filter it down to something that is consumable every day in a few minutes so that they're not having to monitor a whole load of stuff from a report's perspective, which in reality, never happens. They pick up the phone to the BI teams to get their questions answered. So we wanna make so that the barriers to using this stuff so low that it is easier to use it rather than pick up the phone. Final piece I wanna touch on is this concept of search as well. So the journey takes me down my familiar path every day every so often I'm gonna have questions for content that I don't look at on a regular basis. And if again, the barrier to finding that question and finding that content and getting those questions answered is too high, my default action is I send an email or I pick up the phone to the BI team to get that question answered.  So as Marius said, we want to create the Google type experience for search in our BI so that we entice people just to run a search because it's the quickest way of finding stuff. So the way that materializes in metric insights is having an ability to search across that catalog of content that we've been talking about. So as a user, I can come and enter search terms. In our case, we're doing some natural language processing against those search terms. We are looking across the metadata that we have around the content within our catalog. We are recommending common search terms as you enter them in. As again, you might expect in Google, we're recommending common and highly ranked content that relates to those search terms. But if I run a search, again, similar to Google what we're doing is applying an algorithm to that metadata and that search term to say, okay, what is the most relevant content for that? And it's taking into account obviously looking through the metadata, looking through where we find those search terms within the metadata, but also allowing you to filter it out by things like data source, by category, by data classification like we spoke about before, by a whole other topic around certification of content, what's been certified by our teams, and also looking at things like engagement with the content. So ultimately, what do I want when I search for something like sales analysis? I want the most relevant piece of content that we have around that, and typically the most relevant piece of content that has high engagement associated with it because it probably means that other users are finding that content useful. As we search across the catalog here, it's obviously taking into account security and permissions that we have in place around our BI content. So the default sort of behavior should be bring me back results of content that I have access to, but equally, and hopefully we have an example of this, yeah, equally I should be able to run searches, or let me back up, equally as a publisher of content, I should be able to publish content that has security and permissions enforced against it, but I should have the choice of making that content discoverable to a wider user base in case it's something that they can find useful. So in this case, running a search, I'm looking for some procurement reporting, you'll see a dashboard at the top there, which is giving me the metadata around that dashboard, but it has blurred out the image and put a padlock on it on the right-hand side there because my current security permissions means I don't have access, but there should be a seamless process then say, okay, I know this dashboard exists, well, let me request access to it. What happens then is gonna be dependent on your organization. It might simply email the owner, or it might open a ticket, or it might even assign them to the appropriate groups if you want that level of autonomy, but as a user, I'm not picking up the phone saying, can you create me a procurement dashboard because I know one exists already and we don't need to replicate that. So yeah, in summary, organization of content in one place, creating compelling, familiar, quick journeys with that content based on a persona, and we've just looked at one very simple one today, but hopefully it gives you an idea of sort of the concept behind this and making sure ultimately that users want to engage with the content, want to search for content because that's a quicker way of finding answers and having to pick up the phone to the BI team. So I'm gonna pass it back to you, Maris, to maybe wrap up and then we'll see if we've got questions. Thank you, Mike. So just to, I mean, I think we, you saw kind of the next examples that Mike gave and how to apply the patterns, you know, how the kind of pulling in just the things that are useful, not every piece of BI content into a curated catalog kind of takes the generates order from the chaos that's out there. You saw how, you know, one example of a specific user journey defined with trusted content, with certified content, with things that people understand, you know, that they can use. We should, he showed you some examples of how you can apply design patterns, understanding the journey to get to users, get users to value very quickly, right? So being mindful about that. And then also you saw how data literacy is kind of completely integrated into the experience in order to have people understand what they're looking at and make the right decisions with that. So with that, I will turn it back to Shannon and let's see if there's any questions. Thank you both for this fantastic presentation and just to answer the most commonly asked question, just a reminder, I will send a follow-up email to all registrants by end of day Thursday for this webinar with links to the slides and links to the recording. So diving in here, you know, if you have questions for Marius and Mike, feel free to submit them in the Q&A portion. But I wanted to grab one that came in early from the chat. Let me just see if I can find it here. So is there a data management framework you follow for data management? Is there like the DMA, DMBAC or DKAM? I mean, it's not, you know, we're generally speaking with in terms of our focus, it's been largely around more of the visualization aspect of the BI governance. So, you know, our philosophy is that it needs to be, you know, whatever data for management framework we have and we're not, we don't have a specific opinion on those frameworks better than the other. I think it's really a question of what really fits and suits your organization and your approach. But whatever you use as an overall framework, it's just very important to consider BI governance as part of the solution, not, you know, what we see the problem being more often than not is that a lot of energy goes into the management and governance of the data itself, right? Which understandably so, it's very important, right? So you've got to make sure that the data is properly governed, that the right cataloging takes place, lineage, all that, you know, the governance is critically important. But organizations sort of fall down because they don't think about the visualizations through which users are consuming that content. You know, the last mile, the data's got to get you users. How is it getting to your users? And how, and what's the framework that you're using to think about that part of the problem and solve it in a way that provides these key principles, you know, that generates true engagement, right? So a lot of the energy, frankly, and money that's spent in putting together those, following those data management frameworks and putting together these really, great environments where the data could be really clean, et cetera. But a lot of the effort could be wasted if we are not effective in doing the delivery in that last mile that gets that information to users in a way that they can consume it. I love it. So can you integrate Kaliber data catalog to Tebo dashboard? Yes, yeah. So what, you know, and we didn't, you know, you're asking us sort of some more product related stuff and, you know, this was more of an educational presentation, but it is possible to get data out of Kaliber through the Kaliber APIs, glossary definitions, key terms, things of that nature, and integrate them into dashboards that are sourced from Tableau. We have a publishing workflow that supports that. And, you know, if you're interested in that, just sort of reach out to us separately and we can give you a demo of that and show you how that works. Very cool. So is there a general rule of thumb for how long curation takes for each dashboard? I'm sorry, there's a general rule of thumb for how long, how long is your duration to bring a dashboard in? Yeah, curate with a C. Oh, curation should take for a dashboard. I'm sorry, I did not understand that. So I think, you know, it varies on the dashboard, but I think in that process as well, it is actually very important that you don't have a heavy curating process. And in most organizations, because of the fact that they're at least the ones that we deal with, where there are large organizations that have many assets out there and many teams working potentially on creating content, you've got to be able to have a process that's distributed. Right, so it has to be both lightweight, lightweight in the sense that it's not, not that it doesn't do what it needs to do, but lightweight in the sense that it's easy to follow. So it does not put a huge strain on the person doing the curation. And then at the same time, meets your minimum standards of what you said as an organization for what does it mean for content to be published. So, you know, in other words, do you, should it have a description? Should it have an owner? Should it, what's certified? Should you tag it with key terms? So you come up with kind of a set of criteria. So that's upfront work that needs to be done to define what that is. And then what you do is you define a workflow for onboarding that content that is very light touch. Right, so that enables you to be able to bring that content in with minimal number of clicks to do the curation process. So to kind of go back to the answer to the question, it should only ultimately, after you've designed that process, it should only take a few minutes of time to curate a dashboard and move it on. You should have synchronization process where all of the content in your bag tool is available to be able to be brought in easily. I use it, somebody selects, the right person selects what content should be onboarded based on their knowledge of that. It goes through the right hands for the certification. And if it's a simple onboarding with a single user doing the curation, that should just be a few minutes. If it's a process where multiple parties need to be involved, maybe the business user needs to provide some context and the analyst needs to add some metadata and the data governance team is to certify. If it's something like that, that might take a longer, but it should still be only a few minutes per resource who's involved in the process. And you should have that mechanism also be sort of alerts, exception driven so that it's very easy to, eyes as a user know, hey, I've got some content, new contents out there. I need to go look and see if it should be published to the portal. I can go click, click, click, click, publish it to the portal, done. And that's very important because as we all know, as well-intentioned as we are, if our governance practices are such that they require a whole lot of manual effort by a whole lot of people, they're going to fall down. People are not going to comply and you're not going to get success. I love it. So is this more of an internal tool or can I use it to display to external customers? We have both, it's used both in both scenarios. So we have some customers that are using it internally for and, you know, to enterprise wide. And then there are customers that also use it to be able to show information to their customers or partners within their ecosystem. So it can be deployed, depending upon your use case and what you're trying to do. And again, I think, you know, technology aside, you know, a persona that you should be thinking about journeys for is probably a customer persona or a customer persona that isn't necessarily internal to the business. You know, the same applies to them. Again, forget the technology for a minute. How do you deliver data to your customers in a way that they are going to be happy with it and feel like it's useful? That's another persona you should be thinking about. Yeah, that's a great point. So it doesn't really change at all the questions that you ask or the approach. It maybe it's even more important if it's customers because, you know, they're, you, you definitely, they might be paying for the service and you want to make sure that they're, that they're getting value very quickly. So, you know, I think we could have a whole web and are on the next question. So, you know, let me see what you can do in just a few minutes here. You know, what is, what is data literacy? Is it's a fancy new, is a fancy new concept? What does it solve? And why is this term emerging now? Well, I mean, I, yeah, that's, that is a, you're right. That's a whole webinar or even a series of webinars on that. And it means different things, right? Again, it's so funny depending on the context in which you ask of it, right? Often historically, I think data literacy, when people talked about it, they really were thinking about and maybe continue to think about the analyst, right? Who's using data. So I, as an analyst, I want to go use a data set to be able to answer a question. How, you know, data literacy is what is the, is the, you know, is the degree to which I can understand which data should I use, which tables, how the data that can answer the question, how are those, is that data represented? You know, what, where does it come from? What are the rules to use it to pull it together? So it's that body of knowledge that enables me as an analyst historically to be able to use data. But largely, I think that's an incomplete definition in that data literacy needs to apply across the entire organization. And we just need to look not only at like, you know, what is a, what does an analyst need from a literacy perspective, but really thinking about what does the end consumer of data need in order to be able to understand the, the information that they're looking at and make a proper decision associated with that. So, so there's, you know, people, they're oftentimes, classically, people try to solve data literacy through trainings, through awareness, through, you know, let's teach you how these things are in place. There's tools that keep glossary definitions, things of that nature in different places and they make them, connect them to those resources. And I think that the, the only, from a practical perspective, the only, I would say that the only thing that's really valuable is what I can get when I'm actually consuming the content, right? Cause that's the point at which you've got me and you got my attention and you, and you know the context with which I'm working. If you just point me to glossary, what are the odds that I'm going to go consult that glossary when I'm looking at my, through another tool, my visualization, right? So, so, I mean, I don't think I'm answering the question at all, but data literacy because of this broad topic. But I think the way to think about it is more in just answering that very basic question of what does your user need to understand about the data they're looking at in order to properly interpret the information and make the right decisions with this information, right? And how are you presenting that information to them, right? And do you have a publishing process for the content that ensures that just, just like you're making sure the data is correct when it's published, very important, right? You should also be making sure that the necessary documentation, context, tagging, et cetera, it's present with the visualization at a sufficient level. So a typical consumer of this visualization has everything they need to make the right decisions looking at the data. Perfect, I love that answer. I'm sure, again, we can explain on that forever. You know, there's a lot of questions here about what you connect to and not connect to. So even if you have a page of things that you connect to or if you want it, I can include that in the follow-up email as well that goes out and we'll get those questions answered. You know, how is it beneficial to analytic producers or is this product's target audience exclusively analytic consumers? Yeah, that's a good question. So I think the key is to create an ecosystem where you're serving the needs of both. So an analytics producer would be using the search, for example, that Mike illustrated to you. We need that kind of capability to make sure that they're not creating another visualization that's where there's something very similar to what already published out there that's been certified, but it's been maybe done by a different group. So the discoverability, the ability to search into metadata and find things that are maybe close to what you're looking to create, to be able, ability to see, we didn't really showcase that part because we were focusing more on the consumer in this presentation. But in that, from that search, you could hit a lineage discovery where you can see what is the lineage of that particular object. So that persona, that analyst, publisher, wants to be able to see all that and have all that context and deciding what they should create next. The other benefit that they need to get out of this kind of ecosystem is the key diagnostics that tell them how the analytics are being consumed, who's consuming it, how sticky is it? What are the trends happening in that so that you get that vital feedback cycle? What do people think about it from a scoring perspective, from an MPS perspective? There are a number of aspects that we just didn't have time to go into because we're not germane to just the pure engagement level, but apply to the producer where to give them the tools to be able to then refine and tweak what they do on an ongoing basis to get better and better at creating content and publishing content that is in fact driving user engagement. So that's a whole other webinar, but it is important to understand that this ecosystem needs to support both parties, not just the consumer. Yeah, I would simplify and say, you know, to the BI consumer, the BI producer, there is nothing more frustrating than getting phone calls and emails asking for content that you've already created and that's already out there. And that's typically what happens today. And the reason it happens is everything we've been talking about. So the value in taking the time to document and publish the content in a more effective way that removes barriers to consumption is going to play into the hands of the analysts who can then spend time doing stuff that they should be doing and creating more valuable analytics in the way that Marius spoke about. Well, thank you both for another amazing webinar, but I'm afraid that is all the time we have for today. And thanks to Metric Insights for sponsoring another webinar. And thanks to all our attendees for being so engaged in everything we do. We'll get the extra questions that we didn't have time to get to over to the team to get to some answers. And again, just a reminder, I will send a follow-up email by end of day Thursday for this webinar with links to the slides and links to the recording. Well, thank you all. I hope you all have a great day. Thanks Marius. Thanks Mike. Thanks everyone.


Labour never expected to win in the Cheshireman-Amisham by-election. However, the scale of their defeat has raised questions about the health of the party under Starmer's leadership. They won only 622 votes, which represents a 1.6% vote share. This was Labour's worst ever performance in the constituency. So you can see here they've never done particularly well in the constituency, and they have done very badly. Their previous low was 6% in 2010, their previous high 21% in 2017. Historically, it looks very bad. However, speaking to Sky this morning, Jesse Lips suggested Labour's poor result needn't worry the party, as this time it was the result of tactical voting. Why do you think that you didn't do better in the Cheshireman-Amisham by-election? I mean, I don't think that anyone was necessarily expecting the result we got, but I think even fewer people would have been expecting the Labour Party to take Cheshireman-Amisham.  Often, I think in public commentary, we talk about voters in a manner as if they don't know what they're doing. And it seems very clear that the vote in Cheshireman-Amisham was a vote against the government, and the voters decided that the best way to do that was to corral around the most likely winner. And in this case, it was the Lib Dems. It's a classic Lib Dem squeeze message. I beat the Lib Dems, so I'm no stranger to it. Jesse Lips says some unreasonable things. That probably wasn't one of them. People are more likely to vote tactically in by-elections. That's because as we talked about, you get to hit the government cost-free, risk-free. Also, in a by-election, you normally have the opposition parties campaigning a bit harder than they normally would in a general election. So we know that the Lib Dems were campaigning incredibly heavily in this constituency. Also, I want to show you one more graphic because we compared this vote to Labour's previous performance in that constituency. It's probably also just as good a comparison, potentially a better comparison, to look at Richmond Park in 2016. Then you can see likewise the Labour vote really fell as people realised it was a two-horse. Christian Walmart was the Labour candidate. He only got 1,515 votes, which was 3.6% of the vote down 8.7 from previous. So again, we see that the Labour Party was squeezed, though it was to less of a significant degree than it was this time around. Owen Jones, what's your take here? Do you think that Jesse Lips is right that essentially this was just the result of tactical voting? Or do you think the fact it was so low that only 622 people voted for the Labour Party suggests that there is also something else going on here? I think it's a bit from column A, a bit from column B, to be honest. I mean, look, Labour never going to obviously be competitive in that seat. In 2017, which of course, the high watermark of Corbynism, Labour came second, but a distant second. This is true blue country. And realistically, only the Liberal Democrats have a good chance in a constituency, which as I say for the Conservatives is that particular one in the South with that kind of social composition. Clearly vast numbers of people who would prefer to vote for Labour if they had that choice voted for the Liberal Democrats, because they knew that was the best possible way of getting rid of a Conservative Member of Parliament. But equally, the brutal reality is that there is no motivating reason for anyone to vote for the Labour Party in 2020, the year our law 2021. Nothing, no reason at all. I don't know why. I vote Labour because to the evitations and times of people on the left, you know, I'm a Labour right of a left persuasion. So I'm loyally going vote for that. I don't know why other people are voting for the Labour Party at the moment. I don't know how you answer the question. I really want to vote for the Labour Party because to stop the Tories, fine. But as we've seen in this particular case, people just concluded there was a different way of stopping that. People aren't voting for something. You don't vote for the Labour Party at the moment because you think here's a great inspiring vision that resonates with me, which will transform the life of me, my family, my community, my country, or indeed the world if we look at the climate emergency. Of course no one's doing that. So I mean, the fact that the Labour vote is essentially the same as the Labour membership in that, and I would presume some Labour members vote for the Liberal Democrats. It's not exactly an exact then diagram there. The fact is, you know, the Labour Party has got the sort of vote you'd expect from the Monster Raving Looney Party, which is humiliating. You know, there's been many by-elections in the past where people have tactically voted for the Liberal Democrats, but the Labour Party still retain a core vote. No Labour core vote existed at all in this seat. It just vanished. It evaporated. And I think that's the problem that sums up for the Labour Party. Normally a political party, one of the two major parties in any significant constituency where it's had a significant vote in the past, should have a die-hard, I'm going to vote for my party to the bitter end.  And that didn't exist in this constituency because there's nothing to drive people to vote for the Labour Party. But I do think it was overwhelmingly tactical voting. What should worry the Labour Party is their excuse about a so-called vaccine bounce for the government, meaning that they lost the last by-election in Harlepool and have a very good chance of losing the next by-election in battling Spen, is because of a vaccine rollout. Well, if that's true, why is it hitting them and not the Liberal Democrats? The problem isn't so much Labour's vote share in this by-election. It says about Keir Starmer's excuses about their vote share in by-elections, which they should have won. So in Harlepool, obviously Labour didn't lose because of tactical voting, because it was a two-horse race between Labour and the Conservatives. When Labour did lose, what were Keir Starmer's allies saying? They were saying, well, Boris Johnson is now essentially indestructible because we're amid a vaccine bounce. How could anyone, however good our leader was, possibly beat this man who has just delivered vaccines to the masses? And as you say, Owen, that argument doesn't stack up because why was Ed Davy able to do it? People in this constituency also got vaccinated. And actually more of them have been vaccinated now than they had been vaccinated when Harlepool was coming along. So Keir Starmer really is going to struggle to find excuses for elections, which do matter to the Labour Party when they lose them. Obviously, Harlepool was won. Batley and Spen is coming up and we will see what happens then. Whatever we think about what this says about Keir Starmer, it does seem that there is some disquiet within the Labour Party, including in Keir Starmer's top team. Kate Ferguson from The Sun today tweeted, knives out for Keir after the Cheshire and Amisham by-election disaster, hearing that supporters of Angela Reina and Lisa Nandi quietly ringing round to sound out possible support if he goes. That claim has been disputed. Rachel Wim of The Huffington Post tweeted later, Labour source close to Angela Reina and Lisa Nandi has called reports the two have been sounding out MPs about a leadership challenge, absolute bollocks. So claims and counterclaims there. What we do know, which I saw Owen Jones tweeting about before this show, is that Ben Nunn, who is Keir Starmer's director of communications, has resigned. So there definitely is disquiet at the top of the team. It's not just a case of briefing and counter-briefing. Something is going on. Owen, can you enlighten us any more about what is happening at the top of the Labour Party right now? Well, the wheels are falling off. I'll just be blunt about that. That's very self-evident. It's been quite an open secret that Ben Nunn, the director previous, no longer the director of communication, has not been happy in that role for a long time. I think various people who have a good grip of Labour politics, who aren't necessarily on the left. There was a consensus that they don't have a political strategy of any direction. They came into the position they have, thinking that by virtue of looking competent, Keir Starmer not having any baggage, being a knight of the well, no less, having run a state bureaucracy. He could present himself as competent compared to his predecessor and competent in contrast to Boris Johnson. That was incinerated, that dividing line by the vaccine rollout, because they didn't offer a dividing line based on vision or values. They were left with literally absolutely nothing to say, which is not a great position for a directive communications to be left in. I think what we're talking about in terms of the manoeuvring though, I think it's important, I know sources close to Angela Reina's team are very adamant that they're not telephoning people around, but I also know other people who are very adamant that people linked to Angela Reina are ringing people. There was a conflict in understanding of what's happening in that particular case. I think the issue with Angela Reina is there are people close to Angela Reina who do want her to stand for leader, and I think there are others who don't at the moment. I think the worry is that old adage, the cliche, he who wields the dagger never wears the crown. If you overthrow your leader, you generally do not or you never. There's not really a direct precedent for then replacing them. Take example Michael Heseltine. Michael Heseltine mobilized in attempt to overthrow Margaret Thatcher in the coup. He didn't end up her replacement. John Major, who was the chancellor of the Exchequer and loyal to Margaret Thatcher in that episode, he instead became the successor. There's no easy route. I think the other issue I'd say is a big chunk of the right of the Labour Party, I think there's good reasons to believe, are waiting to see what the result of the Unite General Secretary election is, because the Unite is the most influential trade union in the country, the most influential union within the Labour Party. And if Gerard Coyne, the right-wing candidate, wins, that will then be used to clamp down on democracy within the Labour Party and do all sorts of very, very, very terrifying, bad things. But also to rewrite the leadership rules, probably a reversion to the Electoral College, for example.  You change the nominations required to get a left-winger on the ballot in the first place, and that would stop a left-winger getting on the ballot paper. The issue, I think, with Keir Starmer now is dead man walking politically speaking. You can't lose tea by elections and stay on his leader in the long term.  It's ludicrous position to be in. But oppositions do not lose by elections. That almost never happens. Before Hartlepool, that had happened twice in the last 50 years. You can't double the number of by-elections you have lost, or an opposition's loss to the government, in the last half-century, within the space of two months, and credibly argue you have any chance whatsoever of staying in power. I went to Batley and Spen, and what I saw were particularly Muslim Labour voters who are core Labour voters, very important point to make, by the way, because there's going to be a whole load of Islamophobic dog whistles, there already are, coming out of Batley and Spen, somehow suggesting that Muslim voters aren't legitimate voters, that this is a George Galway factor, rah, rah, rah, rah. In the last general election, an estimated quarter of the latest poll, 86% of British Muslims voted for the Labour Party in this country. There's over 3 million Muslims in this country. In many seats, British Muslims have a big, big influence over which party becomes or wins each constituency. And they are furious, furious when you talk to them. They feel completely abandoned by their party. They want to teach Labour a lesson, they want to give Labour a punch in the nose, that's how the people I spoke to, they sounded just like Scottish Labour voters before them, who've spoken just the same way, my father, my mother, my grandmother, my grandfather, ever since our family first arrived here, we always voted for the Labour Party, for the first time I'm not going to vote for the Labour Party, and I'm going to teach them a lesson. And I heard that from Scottish Labour voters. It was the same said by some voters in the so-called Red Wall as well. And the issue is, in Scotland, they didn't come across the electoral Rubicon, they didn't come back. Now in Batleon Spen, George Galloway, who I think is a cynical opportunist, to say the least, just very conservative a few weeks ago, but nonetheless, he has cut through with his messages on things like Palestine. And you know, when pundits say, oh Palestine, these are foreign policy niche issues that the average voter doesn't care about, apart from freaks in the Labour Party and all the rest of it, well they're wrong, because everyone was talking about Palestine in the doorstep or a lot of people in Batleon Spen. The reason that so many British Muslims were more attracted to Jeremy Corbyn's Labour Party was his track record on fighting Islamophobia, his stance on issues like Palestine, but also Kashmir, for example, and also the fact that around half of Muslims in this country live below the poverty line and Labour's domestic policies are more likely to resonate with them as a consequence. And this idea that Keir Starmer's leadership had, which is what Peter Mandelson said about working-class voters allegedly, they have nowhere else to go. They thought 2019 voters, whether they be Muslim, whether they be young voters, that's the floor. They're not going to leave Labour Party. We don't need to listen to them anymore. We just have to go and chase these other voters and wave flags in a very patronising way in order to do so without committing to a vision of what we're going to do with the country. And guess what? It's not one of those voters on over, losing the support of those voters instead. So I think what's happening is Labour's electoral coalition is further collapsing under Keir Starmer's leadership. As things stand, things are looking very bad in badly-inspirational Labour. And privately, Labour councillors tell me that the seat is lost. They tell me on streets where 80 to 90% of local residents voted Labour in the last election. They're just telling canvases to eff off. Bitter opposition. Actually, the Labour candidate, you know, Joe Cox's sister is actually very charismatic on the doorstep. She's obviously a very good campaigner. You know, there's no political vision being offered by the Labour Party. That's the issue. That's cutting through. So I think what will happen after battle and spend is we on the left have to... If he loses battle and spend, Keir Starmer has to resign as leader of the Labour Party. And the left has to think very seriously about how we get some sort of candidate on the ballot paper in those circumstances. If people have left the Labour Party over the last few months, I strongly recommend you join so that you have a vote in any coming contest. It does underline how important the United General Secretary election is. That's why Steve Turner has to win. So for those of you who are angry that Howard Beckett's not in any more after he withdrew to support Steve Turner, that is a politically very, very important battlefield in terms of for the left in British society and within the Labour Party. But I think the right may hold their fire a lot of the parliamentary Labour Party because they fear at the moment until the leadership rules are changed, the left has a chance of clawing back some power either with a candidate who's more amenable to the left or an outright left candidate. So I think they will hold fire a lot of them. But his position will be untenable if he loses the battle and spend by election. He won't lead Labour into the next general election in my view. If that happens, the issue is will it happen a leadership contest when they rigged the rules to stop the left getting on? And that's a big, big problem for us.


The biggest thing that's holding you back in your life and preventing you from living a happy and abundant life is super simple. And look, it's something that a lot of times we don't realize that we're doing and it's so normal to do this that we don't realize whether it's in our heads or to other people. It comes super naturally and that is complaining. Think about it. If you're complaining, you're focused on something that is negative. When you focus on something that's negative, it expands and brings more negativity and more things to complain about into your life. So next time you catch yourself complaining, immediately replace it with some type of blanket affirmation such as everything always works out perfectly for me. Get in the habit of doing this and watch your life change.


Davis row. I sent out a tweet about this. There's nobody and I'm more heartbroken for than Buffalo There are two just lovable teams in the NFL right now as the Bengals in the bills And I think most of America that's not a chief's fan wanted the bills to win this game. That's not against the chiefs I like the chiefs. You know, I love Tyree kill. I love Jackson Mahomes. Oh We've seen the chiefs win already Oh and Gabriel Davis who some might even consider like almost literally the fourth option on this team You've got digs, of course Austin Knox who actually gets a lot more touchdowns than you think Emmanuel Sanders who has proven to be an incredible ad receiver and Cole Beasley I feel like Cole Beasley and Gabriel Davis are more or less on the same strand and then all of a sudden Gabriel Davis It's one of the most spectacular layoff games I've ever seen in my whole life and it wasn't even like he was catching these like, you know garbage screen passes and then running 80 yards He made some incredibly clutch plays that corner post route He did for that final touchdown when everybody thought the bills were gonna win it with 13 seconds left He was nasty. It was so clutch.  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Thank you for sponsoring guys. Enjoy the rest of the video best defense in the league Right guys. Oh, I made a clear point. I said as soon as that happened. I was like I need to memorialize Gabriel Davis and Madden I figured he I would give him a card they did I'm pissed though.     I'm 6.5. Otherwise, I'd be really scared.  And this quarterback is insane 87 speed 96 throw power He's also a strong arm. So I'm pretty sure I get gunslinger relatively easy This is one of the best quarterbacks in the game for sure 5 AP for gunslinger. I don't use it very often We're definitely gonna use it right now with Gabe Davis 6 AP for escape artists and gunslinger. So 11 total I'll go gunslinger pocket dead eye and identifier on this Josh Allen abilities wise He doesn't get anything crazy.  I am giving him outside a friend of some because when you get outside apprentice You can make a post corners, which is actually the reverse of the route that he ran, but whatever It's still a cool double move. So all right outside apprentice and reach for it Now what's gonna be awesome about this video the house rules, which is the gameplay that I'm using for Gabriel Davis and Josh Allen is Overtime you guys know that all my like last week or two of gameplay videos have been that overtime mode But this is perfect because bills cheese actually went into overtime and now we can run out the scenario where you know The bills actually received the coin toss Josh Allen Gabriel Davis.  I'm not watching really I will have to hear about it like a week later when somebody tells me in a conversation The sickest Super Bowl which I predicted I predicted the Super Bowl like 12 weeks ago. I said Rams bills It was so close. It's gonna be I think it's gonna be Rams chiefs We'll see you know you guys can make fun of me in real time if I'm wrong first in 10 Let's get gave Davis involved here. Uh Or let's just throw the ball away because nothing open So I think if I send Gabriel Davis out to the far left he now gets outside apprentice and I'm gonna try and throw this post-corner Ah, the only thing is he Dude, I'm too good. Why why is Vita Vaya still literally the best corner?  He's literally so good. It's not fair at all. I'm sorry Gabriel Davis, but you're gonna get outshined by Vita Vaya Okay Well, this is bad now. Wait a second. It's not bad yet. Yep. Throw it back to Joshie poo It's actually extra sad for the bills that we're doing this here because this is what the bills would have loved So this is the equivalent, you know, the chiefs just scored now the bills are back on offense I get that it doesn't make a lot of sense in this scenario But you get what I'm saying if he scores here though All I have to do is kick a bat and he beats me because I went for two and I didn't need to call in his audibles 311 we got that Gabe Davis gets his redemption. Oh, I'm sorry Gabriel Davis, but Vita Vaya's just you should feel like that Johnny Unitas Freddy Warner DJ reader. Okay play action from Unitas. Oh that check down in the middle is there big hit Whatever good stuff get gunslinger hot row master. Those are the only abilities. He's rocking. Oh, I just gotta cover the middle 3rd 18. I'm sending blitzers. Oh, no, I'm supposed to blitz check tops and got it got it Got the blitz off. That's what I needed. Okay. I'm here If he scores now, I'll be depressed because we had an easy I&T right there We'll make we'll give ourselves some redemption if we need to let's clog the middle. Come on. We know where he's going. Oh, he's not No way I'm losing this one kicker P. A. T. Yep It really is perfect because every time our opponent starts with the ball and scores We can just pretend in our heads that this is how this is how the chiefs bills game should have gone, right? I'm gonna try and get Gabriel Davis in space See if you can just make a play. What do you know? There we go. That's eight yards gave Davis I'm giving him the post-corner. I really don't know on the short side of the field if that can even get open But there is a wide-open dare wall that I have to take okay. I wonder if game Davis is open here. Oh He is Back in the end zone. Let's get it. I could ice the game and you end it right now, but I'd rather do P. A. T. I will say in this overtime mode.  Oh Dude, it's weird like in head-to-head. It's not that hard in this overtime mode. They made it more difficult I think so the game's end sooner. I was just setting up my excuses in case I shanked it But I didn't shake it so it doesn't matter the playmaker got him. Let's go. What about a fade stop? Is that gonna get him? It's not but they're just leaving the underneath open now You think I could just slant him right over the middle or you're trying to bring Gabe Davis all the way across. Oh He's right in front of Ray Lewis Gabriel Davis I got to get him at least for touchdowns not necessarily this game But at least for that somebody had one game.  Oh, he wasn't open. Oh, no That's actually huge because even if he scores the touchdown He is also forced to go for two. Don't get him throw the check down. Yep. Oh He's gonna throw a check down. Yep, I totally thought we would cover that There was a guy right there first in goal definitely he's gonna look for it again. How did I not get that? Or fourth in goal. We just gotta hang out boys. We got this. We got this fourth in goal He's gonna roll right. We already know that he's gonna roll right Four straight plays all the check downs and we hold I see people run this a lot I don't know if it's effective or not, but we'll find out Fuck it.    That was a check down for 17 yards.   How could Gabriel Davis be tired already? There you are Gabe Davis.  He's so on that. All right. Good play sir. I'll take my L I think the left side crosser is open So it won't take him very long to beat me like a true champion.  I'm not listen. I'm not the referee here, but that's a block in the back I might have not been looking at my screen That's okay.  If it's that open. I have to do it. Here's the thing. I could get the pat to win it But instead let's throw it to Gabriel Davis to have a gigantic cock and win this game And I want Gabe Davis just to torch this guy. Let's see it Gabe. Oh, no, he's not there He's not there. I gotta beam it up to him.     So I actually don't care. I want the post-corner to work at least one time It would be so cool if it does. It's just not a route that's very effective and madden if I can be honest Yes, see like that's just She's not open He got two hands on it. Oh, I pray he stays on randy gregory. He stays on randy gregory. I'm throwing this to Gabe What are you doing bud? What are you doing? By the way, if we go with the third OT, which has not happened yet That's when it's two-point conversions. It like it defaults the two-point conversion.  We need a big two-point. Oh wait, is this a blitz?  Literally a menace Always gonna throw here. I'm on it. I'm on it. I'm on it. I just got a dpi Be honest.    I cannot believe he got that off I thought for sure he's gonna throw an ianty right there. Okay. We know he's rolling outright Let's just sit on it.  Let's get it. You can't come on You can't get to me.  Let's go. That was so disrespectful.  He's got megatron stafford I actually don't know who his running back is Throw the check down. No, sir. Okay. What how do you not animate for that? Thank god. He stepped out of ounce Throw the checkie Good hit. Oh, you can't let him move forward on that Oh, no, he's got Hawkins into the end zone. Not there right side is there. Oh, he's faster than Devin Hester. Whatever. Does he run this ball? I low key expect to run. Okay. Oh my god I do dude. How are you doing?  That's crazy though. How do you have a double team on every d lineman? Only blitz three and still get pressure. I have a guard not blocking anybody. That's why I have to pitch this nobody's I'm not gonna get it.  What do you even do?  You have a single blocker here and you have a single blocker here Why? What are you?  So now in the dumb consume blitz is through the middle Bobby McCow. We got a washington racism theme team bro So he's the Jets. Don't tell me his team name is poverty. I think it is like what else in that big p.l.v Like porn. I really don't know what else that would be I just unleashed one to gave Davis, but it wasn't there.   Oh, oh, it wasn't open anyway.   You know, I respect the players in this game mode for the most part They don't just come out here and kick the field.  Yep God just like I laid the hammer on your father.   You're so beta. You're so beta. You want to throw here? So bad because you're so bad Bobby swagger.      He kind of did All right, josh, you're gonna have some love too, buddy. Oh, no big play I think he's in cover two. Let's ice this up with a check down to gave davis just this little crow And I think they're all gonna drop back. They're not gonna be there. Maybe he is Oh, it's fourth and three. I ain't kicking no field goal We're gonna rub shawnti there off and I'm hitting Gabriel davis right here. We are now into the two point conversion territory No, you just hit my oh, we're gonna lose now. Okay.  We should have to dodge michael vick Yes, I got darren waller darren waller placed it up a hundred thousand dollar bet on the jets to win that game And he's still lost come on darren third ot one off of a pick not a pick six a pick two All right boys, that was so like I gotta end it on that It was so fire my tribute to gabriel davis. Watch out on the bills is complete I don't think we'll be seeing any crazy new cards from them for a long time So I don't think the bills had anyone win any of the nfl awards unless i'm totally forgetting something for sure It's gonna be erin rogers cooper cup. Maybe Jamar chase joe burrow or comeback players. I don't know we'll see But hey, thank you guys so much for watching us always an absolute blast and I'll see you in the next video. Peace