Live from Las Vegas, it's theCUBE, covering Adobe Summit 2019. Brought to you by Accenture Interactive. Hey, welcome back everyone. Cube Live coverage here in Las Vegas for Adobe Summit 2019. I'm John Furrier with Jeff Frick, my co-host this week. Two days of wall-to-wall coverage. Our next guest is Glenn Hartman, North America lead for Accenture Interactive. Thanks for joining us. Hey, thanks for having me. It's great to be here. So you guys are doing some great stuff around the creativity piece, doing great customer experience, implementation, we had a great walk-through from a lot of the folks from your organization. Yeah, designing up ideas and products, delivering them and then operating them, nice model. Yeah, thanks. Is that your business model? How does that work? What's Accenture Interactive's business model? Well, Accenture Interactive is really about one thing. And it's about creating, delivering and running the best experiences on the planet. We help our clients do that for their own customers. And when we talk about experience, a lot of people have different definitions for that, especially at the conference here. It's not necessarily an experience of a website or a mobile app or the UX as people use it. It's really any way a brand engages with a customer. It's not just marketing either. It could be sales or customer service, loyalty, anything, any way a brand promise can be delivered to a customer. One of the things I've noticed with you guys is that there's a talk track about leadership around a new creative and a new creativity in Adobe, obviously with the software that they have and now the cloud. You're seeing in the marketplace, we saw this at Sundance two years ago, a new kind of creativeism organically coming into the marketplace with more channels to direct a consumer, whether it's B2B or B2C, you would now have new kinds of mechanisms to take product, whether it's apps or content or movies. You're starting to see this democratization really starting to happen. How is that changing how you guys help customers because now they now have new capabilities. They can tell their story in a different way. They have access to new kinds of channels that weren't there before. How is that changing the business in your opinion? In a profound way. So I mean, everybody knows that marketing is inextricably linked to technology and data. Everybody knows that. But when we are thinking about the new creative and the ways that you can tell stories and create experiences, we look at experience very differently. I mentioned before that it was all about all the different touch points and the ways people interact with the brand. But when we look at experience, we call it the big E. And the big E actually stands for empathy. And it's understanding how to define what a brand experience means to that customer and defining success in the terms of that customer. And you know, Jeff and John, you guys are not defined by your data set or what you bought last week. You can be very different types of people in different situations. And understanding ways to empathize with you in the moment and having experiences change in the moment and having creative play a part of that and data play a part of that is the big, aha, it's a new way of looking at things. And the last part of that too in the big E is about emotion. So when you have a big brand that has some emotional connection. You know, you love this brand for an automotive or you love this hotel chain or there's some brand connection you have. How do you have that connection flow through every touch point and data and technology can enable that but it's really empathy and emotion that's the driver. How do you get empathy and creativity to work together because you now have an accelerant with data. You mentioned getting to know people's and empathizing with them in the moment. It's contextual. I could be having a great day or a bad day or driving my kids to school. Whatever's going on with me certainly there's might be some data out there. How do you get the creativity and the empathy to work together in your mind? How do you see that play? That's the nice part is more than ever we have different data sets that can help us do that. I just give you a couple of examples. Instead of understanding how to market to someone so they'll buy the next product and basing that maybe on their demographic or maybe basing it on their preferences. You hear all these terms in marketing for years and you can understand what they bought. Instead of understanding that why don't we try and look and use data which you could easily do today to understand why they bought something. So it could be something as simple as like a I don't know CPG example. Maybe you have shampoo and you could say well they bought these kinds of things before so maybe they'll buy that shampoo but if they know that maybe Jeff is eco-friendly or John maybe you're more into things maybe you buy that shampoo because you care about animals and they know they don't test them on animals or maybe it's something more about experience that that particular shampoo won't make your daughter cry when you shampoo her hair and it helps that experience. That's the reason why it actually helps me you're empathizing in the moment with something that is meaningful that you care about. It's not about a better deal or better or some kind of feature it's something actually about you. More meaningful. It's a deeper meaningful interaction data set. Is that because there was no data before or is there more signals potentially to get exposed to that because that's a hard data points to get. I mean to find the why is a holistic kind of perspective. It's true but I mean I think it's more of a mindset the data's there but the mindset has been different over time people have been looking to technology every buzzword in the world used to be big data and personalization and then now it's AI and machine learning and they're like well that's great and they're all wonderful enablers as I said but it has to be driven by empathy first so it all starts I mean we've been saying this forever customer centricity and customer concerns but really I mean for real if you start to use those data sets and have the mindset has to be a CMO or a brand manager or someone who actually it's advocating for the customer and they are willing to say no I don't need big data I don't need all the data I need this gold nugget part so I can speak to John. It's interesting but as you say the emotional part of the biggie I think of as the old Coke commercial right we're all one world together and we all cry and there's some great McDonald's commercials but when you talk about getting beyond that to the empathy I can't help but think of kind of the whole purpose purpose driven mission driven companies you know kids coming out of college want to work from mission driven companies we heard it over and over in the keynotes you know we're not a product company not even really a service company but we're committed to an ideal to a mission be partners with us be our customer and let's have a relationship that goes so much deeper and longer than any particular transaction is that kind of that tied to that? It's a big part of it absolutely. Now the interesting thing of what you said is that people are tied to a purpose and maybe something that's meaningful in a broad sense absolutely and that's a wonderful place to start and you can start to align products and services in that way. I think the way you talked about like shampoo and you know animal testing right? It's a good one but the next one is really getting a little bit more down to you. So I think all that is great but really understanding what you need in the moment because what happens is some of those things may change. If you are shopping at a grocery store every Saturday for your family and you're used to doing that your attitude there might be different than when you're shopping when your kid is sick and you got pulled out of work and you got to get there to get their prescription you're into speed and you're stressed in the moment versus maybe on Saturday you're like I'll try some new coupons and try some new things and go buy the little tasting station. It's actually behaviors that you want to understand in the moment that is a big part of that as well but the key thing too here is let's think of this when you deal with empathy it's not just getting to know all those things even if it gets to that level it's actually changing the way marketers think about talking to and communicating and relating to customers. Even the language that they use I mean think of it today I mean still people use marketers are they're marketing two people. It's let's acquire customers. Let's convert customers. Let's win developers over. Good I mean you don't win developers over. I mean what was the last time you guys were real excited about getting converted. Okay it's not a fun experience right. So if you even change that mindset and you say let's market with someone let's help them. Can you actually create experiences that are useful and helpful not about conversion and not a business metric but success that's defined by the customer. How are you guys playing this out because this is really kind of ties on multiple threads. I mean there's a whole other community angle too. People belong to communities in context to their life and they engage and when they engage is emotional connection to a group. There's some cohorts as a word okay the groups but their friends and colleagues or whatever it could be. You guys are deploying this with customers. Take us through a use case day in the life of empathy deployed into how you guys do business with the big brands and what are the success. How do you make it happen? What's the engagements look like? How does someone do this? So they just wake up one morning and say okay I'm going to have more empathy.  But what happens? Like what take us through what. Sure I mean I can give you a little bit of an example of how it starts. We've been talking a little bit more dramatically about sick kids and testing on pets and animals and things like that. Not testing on pets can you imagine that would really be horrible. But in the cycle graphic of the users individually well personalization is hard right? Well I mean the whole point of this is that when you really get into the mechanics of how this works I'll give you an example it's a little bit less dramatic okay. So it's a telecommunications company, it's a telco company that's selling you guys know what triple play? Yeah. Okay so you have it's a cable and internet and phone right all together. It's like a commodity product right? It's no emotional thing necessarily. But in that game if you can just optimize certain parts of the journey you can make a big difference right? So we got a benign request from a marketer to say listen we do a lot of paid search can you help us with this one product? Just if you move it even like 1% it would be significant to the company. But okay we'll do that and it worked out we go in and help them do their search. But because we're thinking about experience in a broader sense we say well let's do it more. Let's make them be able to transact or engage in multiple ways. Well you could sign up for the service through email or maybe just click to call or click to chat or you could even walk into a branch and do it there or maybe through the call center right? It's what's all working together on the channel all the fun words you want to use and you're leveraging different technologies to do it and people. So the way this worked was people were coming in through search and then eventually a lot of them were converting in the call center so it was all working. And you think well that's great. Well it wasn't great to the company at all. They were very upset. The people that were buying the media were really bummed because they couldn't get the attribution or the credit for the thing that was in the call center. So they came up with a great idea. They said okay take the phone number off and take the click to call off and we'll force the customer to convert in our channel. Of course there's a brilliant company with great people and rational thinking prevailed and they didn't do that. But they said well what do we do? I said well you're going to need a multi-attribution model to be able to help you do that. Okay but that's not enough because you also need a new sales incentive and commission structure inside the call center because those people are getting paid on that but since it's such a low commodity product that's not going to work. You have to change that. That's a new sales kind of thing. Then wait they can't talk for another three seconds to that person because you'll bring the margins down and you got to get them back into the digital channel.  That's right. So there's new business processes now, new operating model, new skills to get them back into the digital. So all of a sudden this benign request from a marketing team say can you optimize my paid search becomes new business transformation. Okay now because that brand manager had the guts to say I'm going to advocate for this customer. This customer wants to come in through this channel and they want to convert over here and we're going to actually change the operating model, the sales structure I had to call the sales, lead I had to call the CFO and the COO and we're going to make this happen. We're going to change the way we do business on behalf of that customer. That is a way it works. Well and I can tell you we see this all the time in marketers all the time that they're so married to their website analytics funnel that that's all about who gets credit, coded URLs and the customer experience is brutal. It feels like I'm not linear on other sites. I'm all over the place. I don't really need to go to the site every day. I'm going to only go there when I need to. And the thing we were talking about before if you're grocery shopping and you're upset on that Tuesday and you want to get it out for your kid versus the nice leisurely thing we talked about on the weekend, there's a whole another set of outcomes and KPIs you have to deal with. If you went into that supermarket on Tuesday and they figured out a way to get you in and out fast and just get those two or three items you needed for your kid, that is a failed trip. According to the grocery industry, you need to be in there longer. They want to sell you certain items. The eggs are in the back. That's right, totally. That breaks the whole model. But it's wonderful for you. You'll shop there forever because of that experience. So what you're getting at the moment is they're changing the business models of companies. That's the bottom line. You've got to be at the center. That could be a driver for the transformation. That's it. Empathy is the driver. Absolutely. You have the emotional connection to all that stuff to help also internally. CMOs don't need to just be relevant to end customers. They need to be relevant to the enterprise. They need to be relevant to the CEO. I hear the screaming and kicking and screaming right now. Glenn, that's great, but man, that's a heavy lift. We don't know if we can do it. How do you answer that? Because I can see a cultural reaction. The antibodies will come out and attack that notion because it's scary because now like, whoa. Well, I mean, it is hard, but the good news is, is that we see, even at this conference, and a lot of our clients are coming over to do that. There's incremental ways to get there, but I'll make it simple. So the advantages are, we said, there's new technology and new data that allow you to do some of this stuff. That's great. And you can see a lot of them consolidating. A lot of the stacks all now have content and analytics and commerce and all that, and there's nice ways that they come together. And that consolidation can help. And there's other ones that can handle different data sets, and that helps too, and there's automation. But the thing is that what people miss is one of the ways to accelerate this is to add a human-centered approach to how you actually create the experience internally. And what I mean is, it's not enough to consolidate the data and figure out that gold nugget and not enough to do it with technology, you have to do it with humans. It's a human-centered approach. So we are bringing in integrated teams of humans that are pulling all this stuff together. It's someone who understands strategy, maybe. Someone understands creative, and what a creative thing is. So they're priming the pump, basically. They're priming the pump, getting everything together. But they all sit together. They sit together. The analytics people sit next to the creative people. They sit next to the technology people, and they work on it as they design the experience. You don't do a strategy project and then do a roadmap and then do an RFP for technology enablement. The waterfall does not work. But it's beyond even waterfall versus agile. This is actually taking humans and consolidating that thinking, new skill sets at the center in like an incubator way to do pilots, to do prototyping, to do things. If you want to create that new experience that we're talking about in any of these cases, you got to hand the CMO some kind of thing they can bring to the team and say, look, here's an app that would enable this, or here's a pilot we could try without boiling the ocean to actually create an experience that would move the needle or whatever lame corporate analogy. Just make more money and get some decent results in. Get a beach head, start small and iterate through it. Glenn, great insights. This is a great thought. We'd love to get you back on theCUBE and drill down at this. It's kind of design thinking combined with execution on the front lines with the customer center, the value proposition. Great conversation. Before we end, just do a quick plug for the business. What's going on with Accenture Interactive? How's the business going? What are your goals? How many people are working there? What's the geographies look like? Give us an update. Thanks for asking. Accenture Interactive is joining its third year as being listed by AdH Magazine as the largest digital agency in the world and the fastest growing. We have coverage in a truly integrated, global delivery model that hits every part of every market. And we're so excited to have this growth because it's a way to show that the market is truly interested and being experience-led and the way we're defining experience. So we're seeing more and more clients moving from some of these incremental changes to really trying to put the customer at the center of what they're doing. And Accenture Interactive believes in this model. It's very much in some ways we call it a new kind of provider, like an experience agency for lack of a better term to help companies drive that transformation. And it's done with people and technology and we've been on a tear recently. Most of our growth is organic but we also do lots and lots of acquisitions to make these capabilities come together. All the creativity and the design and the strategy and the tech and the run of it is all in one integrated team. And that is very, very helpful when you're trying to do some of the things we've been talking about. And you guys, I think, are on the right way. This customer wave is really real because with digital, the customers are in charge. They control their data. They're now going to shift this happening. We're starting to see some visibility into it. This is going to impact the economics, process and business models. So I think it's just the beginning. Congratulations. It really is, thanks. And we're so excited because some of the client's successes are it's truly transformational. Some of the things we've done at Carnival or Marriott or Subway, I mean, it's a whole different kind of way of looking at experience. And it's really helping people. It's not just for, it's good for the business but we're really changing people's lives and helping have experiences be meaningful. It's been wonderful and fun for us. Glenn, thanks so much for sharing these insights here in theCUBE. Hey, thanks. We're getting the data here live, Adobe Summit 2019. And I'm John Furrier with Jeff Frick. Stay tuned for more coverage after this short break.


Good afternoon everyone. Good afternoon. I'm sorry to be joining late and therefore not be able to hear all the presentations. It's very early in New York. My apologies for that. Just a few comments from my side and I hope to be to engage more directly in the discussion. We are clearly facing a very difficult time in history where so many different risks are emerging and are interacting with each other. This is something that I think really started in 1989 with the fall of the Berlin Wall where we had a fairly stable bilateral bipolar world that first moved in the 1990s to a more unipolar world that was for some time relatively stable but certainly at the UN had a period of euphoria even in terms of what we thought that the international system could produce and in terms of collaboration but also in terms of peace dividends by reducing military expenditures and that world order very quickly became a much more fragile and interconnected and vulnerable world that already showed its ugly side in the late 90s through various financial crises that both in Latin America and in Asia revealed itself and that I think process continued certainly in the 2000s with 9-11 and various other risks arising around terrorism, violent extremism, organized crime and interconnectedness between these different issues as well and therefore we live at the moment in a much more fragile world that is multi-polar and maybe even chaotic as the Secretary General has said and a complete reassessment of course of some of the instruments that we have is necessary also because of the war in Ukraine. What we saw already over the last 10 years or so that the number of violent conflicts were increasing, they were becoming more protracted, more complex and driven by multiple factors that were often difficult to identify, were changing over time partly because of connections between terrorist group and transnational organized crime groups and therefore become much more difficult to address through the traditional tools of the United Nations including peace keeping operations and special political commissions and on the one hand and facilitation and mediation and using the good office of the Secretary General on the other hand partly because of two important characteristics. First the number of non-state armed actors increased a lot in Syria alone there are more than a thousand non-state armed groups and that is significantly more difficult to to reach a peace agreement as was so successful during the Cold War when we basically could put together two different groups negotiated peace agreement, put peacekeepers on the ground to support the implementation of the peace agreement and that and that went very well in in southern Africa and central America etc. The other important factor is the really fast increase in external engagement in civil wars and that was for example clearly documented in the UCPD data but analyzed also in the UN World Bank Pathways for Peace Report and that makes these traditional instruments of the UN so much more difficult. So one of the consequences I think of all of this is that that peace building has become so much more important and the focus on prevention as clearly within the UN we spending or the international community in general too much resources on crisis management and crisis response that are clearly unsustainable and therefore focus on prevention and peace building through more comprehensive and coherent approaches that is really should be a responsibility of the entire UN system is so critically important. So maybe I'll leave it here for some introductory marks and then I'm happy to engage further in during the discussion. Thank you very much. Thank you Henkian. Thank you to all the panelists. I'm sure all of you will agree that we've had quite a riveting display of knowledge and we've done a tour de tabla from Syria to Columbia to Mozambique and to South Africa. I would like to open it up for questions from the audience. So we have three. We'll start with the lady on the right and then the gentleman there and in the middle the two and then yourself. Okay. Hi. Thank you so much. So actually my question is for the paper in Turkey. So I was thinking about so the results that you have and the difference between Kurds and Turks kind of got me thinking I don't know the context very well but I was thinking so do you know if most of the people coming from Syria if they are Sunnis or shits so what I'm thinking here is that this relatively at the same time Kurds were fighting ISIL so they were fighting as Sunnis although they are not from the same group so I was thinking if maybe this is what's kind of going on here in terms of perceptions so that was like my big question and then I also have a question for the Columbia paper I have a raw so I know that the paper is already published as you said but I was just thinking if you have so because part of your treatment was to come up with these road map for solutions so I was thinking this is this going to differ from village to village right so do you have some variation there and can you look at that maybe I don't know if you look at that in the paper maybe it's a spill of paper I don't know yeah thanks yeah yeah I'd like to collect them so there was a gentleman at the back and there were three gentlemen in the middle if I understand so let's let's collect three and then we'll we'll come to the answers thanks a lot I have a question to Rob Blair and the Columbia study that's fantastic work thanks a lot and following up on the previous question sorry please introduce yourself as well oh sorry about that my name is Krzysztof Krakowski I'm from Collegio Carl Alberto in Turin so following up on that question I would imagine that some of the violence in the post-conflict setting can be related to some illicit activities that emerged during the war and continue to be present in these localities such as drug trafficking wouldn't can uh uh juntas the acción comunal in combination with legal authorities somehow address these issues because I would expect that there might be in this place as some sort of backfire effect because you know you can't go to the police with something which is illegal and the second one very brief our juntas the acción comunal in a way some some ways discriminatory I don't know against poorer people against people from some ethnoratial groups such as indigenous or afro-colonial communities and how this combination with legal authorities can address that problem thanks and then can we come to the middle and there are a couple of questions and the gentleman behind as well thank you um so my name is uh Tom Dierkes I work at swiss peace and the University of Basel Switzerland um I actually also had a question on the colombia paper um but I but maybe one that is well connects to the other questions um in your presentation you you mentioned the work by Anna Arjona um I think one of the key takeaways from that book is that uh rebel governance differs uh geographically between different territories by the same group um and also the strength of pre-existing institutions have an influence on that um I was wondering whether you saw that in your own research uh whether uh let's say um um strong forms or sophisticated forms of rebel governance have an effect and and does that uh leave different legacies uh in well the cases that that you looked at um thank you thank you my name is uh Olane de Mufta from Conwest Africa uh my question or comment goes to the second presenter of the of the paper uh in your conclusion the paper conclude that the community rely less on armed group and that uh you recommend for uh exploiting complementarity between the state and the common authorities uh based on my experience in Nigeria particularly in the northwest we notice that the community rely more on armed group than the state and common authority and that we also realize that the common authorities and the state are even perpetrator of conflict in the area so therefore people believe to go for the support of the armed group neglecting the state and the common common authority so here my dilemma is this that don't you think the issue of trust and the need for peace badly matter in establishing whether complementarity between the state and common authority will work for peace or not thank you thank you so much um should we have a stab at answering the questions and then we'll move on uh to to the second round of questions if that's okay thank you for the question first uh thank you uh actually this is really good question um unfortunately the Turkish government is not sharing us the information about the ethnic you know uh diversity in the Syrian refugee population but we have some information from the survey studies and um it shows that the majority of the Syrian refugees in Turkey are Sunnis actually Sunni Arabs but this is not that much relevant for the for our analysis because uh majority of Kurdish people are also Sunni uh Muslims so I think here the issue is whether they were Syrian Kurds or Syrian Arabs and um in the period that we analyze here so far it looks uh until 2015 and actually the Syrian Kurds migrated or refuged uh to Turkey uh right after the Siege of Kobani if uh you followed from the news so there were almost 400 uh thousand Syrian Kurds who had to migrate to Turkey because of the Siege um so our analysis therefore just not capturing that part very well but once we extend it uh the time horizon hopefully we'll capture the impact of this and it's very important thank you um yeah thanks everyone for those really um thoughtful questions I'll answer I'll try to answer all of them um so I think a couple of questions were sort of about heterogeneity like heterogeneous treatment effects by different sort of types of variations so one um heterogeneity by the strength of rebel governance so we definitely find heterogeneity across these communities in terms of how strong rebel governance was in the past we don't actually find that the program was more or less effective in those different types of communities I should say though we don't have a lot of statistical power to examine that sort of heterogeneity which exists at the at the community level so I'm not I'm hesitant to make too much of those results but at least based on what we found there's definitely heterogeneity so totally in line with Ana's work um but it seems like the intervention is equally effective no matter how strong those rebel institutions were in the past with the caveat that you know we're a little we don't have a lot of power to really to really pick that up um the question of whether response routes vary by community so they do so they're tailor-made to each community um and this is something we have not explored at all really um which I mean you know there's so much data it actually makes me think Michael and I should probably sit down after this and think about what we can do um because we have you know we have like pictures of the response there's a lot we could do basically and we've done none of it so that's a really great idea um that we just haven't explored um Chris Christie your questions um I think there are communities where the junta's are discriminatory they tend to have you know in most places the majority of the population of the community is a member of the junta but you definitely talk to people who who don't trust the junta who feel that the junta um you know excludes them and part of the intuition behind the project is you know maybe by introducing state presence you create sort of an exit option for those people and this was actually sort of partly inspired by work that I had done previously in Liberia where we where we saw exactly that dynamic where like providing police presence um was really helpful to people who felt that they were excluded by communal institutions um as to whether they can address illegal activities that's really tough um I think my instinct is to say probably not I think probably you know in places where people are engaged in a lot of activity illegal activities that they're not going to report to anyone um I suspect this intervention is probably not going to do a whole lot of good there and actually maybe related to um the question about northwest Nigeria so we're working in context where there is some level of peace already established and I think that's that's a pretty important scope condition for this project so we intentionally avoided places where there was a lot of violence going on because we thought well for one thing this just isn't safe for the implementers we didn't want to send people out to go get hurt you know in the process of implementing this intervention but we also thought you know these just aren't the types of communities we're building these sorts of bridges between state and communal authorities is really going to be all that effective we need to be working in places where they're now they're not I wouldn't say they're like all that peaceful there was still plenty of conflict right but they weren't war zones they weren't places where armed groups were in sort of active violent conflict with with one another so I think that that's when we think about sort of where this intervention might travel you know where you could implement it those are the sorts of situations where I think it's less likely to be effective where there's a lot of violence going on you know I also think we really assume that there are complementarity so we assume that there's some level of trust in communal authorities but maybe they struggle to enforce their decision we assume that probably there isn't a lot of trust in state authorities but they have some capacity to provide enforcement their context where those things just aren't true right where where nobody trusts communal institutions where the state has no capacity at all and there there really aren't any complementarities to exploit right so so an intervention like this I think would also be less effective in those sorts of settings now I should say I think there are lots of places where the state has some capacity and communal institutions have some trust so there there is an opportunity to build bridges but there are also places where that's just not going to be possible great thank you um so we'll move on to this side of the room are there any questions for Thomas or Pedro perfect yourself and then the gentleman behind questions for Thomas or Pedro hi yes I have a question for Pedro so you seem to describe an interesting trade-off between attitudes for democracy and attitudes for muslims if I understand correctly your conclusions and so I was wondering if you can do anything to disentangle what kind of messages work best to you know reduce them the attitudes for negative attitudes for muslims while keep increasing the attitudes for democracy but like if you can do anything about like you know you change the type of message and you see whether there is like map out the difference in this kind of trade-offs between these two types of attitudes and then kind of have like you know some kind of a policy brief that you can see which is best basically and yourself and yourself we'll take a couple and then and then answer my name is Samuel risk I'm the head of a team working on conflict prevention peacebuilding and responsive institutions at UNDP's crisis bureau in in New York I have about 20 questions but I'll ask only one very brief question and uh I'll ask some quick ones for everyone and I won't say anything again I didn't see a definition of communal institutions what are those exactly are those like cbo's etc organized or not I think it'll be helpful to know what what those are exactly I don't one of the things that you just explained now I think answer is part of my question but I think it requires a little bit of digging the relationship between the central state and local authorities when especially in the context of violent extremism when when you try to get the central state back to to support local authorities particularly on security sector it becomes really problematic because that was part of the problem in the first place so it seemed to me that you were arguing in a way that might actually reinstate the problem locally by using the the capacity and the authority of state authority authority to recover part of what's happening on the ground be great to hear about the decentralization discussion because some of these countries actually have decentralized processes so what are we actually promoting in the end a question to everyone you're all dealing with highly vulnerable communities as individuals or as communities would love to hear about the ethical standards being used in some other spaces these are this is called do no harm in other spaces it's conflict sensitivity one way or another may not necessarily be the business of researchers but in the end you have an impact one one way or another and then yeah I think this is this is the very last one the TRC presentation very good I think there there's a there's a recognition in the end that you did actually find that there are changes not necessarily with the black population but with the white population that is in segregated areas this might be an expected outcome but I think it would be great to figure out how this in the end promotes reconciliation when already the people that have changed are either part of the choir those you might assume to do this but the long-term reconciliation processes would be great to hear thanks okay brilliant so yeah I've got you so we don't have much time left so may I suggest that we've recorded these these questions your last question directed at the TRC Thomas if you could respond to the last question of the gentleman from UNDP and Pedro respond to the the question for yourself we'll take one more after that and wrap up if that's okay unless there's anything burning and I would like to say please definitely seek out individually all these amazing people and ask all your questions it's just in the interest of timing that I'm doing this so Pedro you're up and then Thomas thank you very much for for the questions for the comments so on on the the question on on the messages and and the interaction with with the attributes that people see on muslims and non muslims so we we don't have variation in in the messages we have something that I haven't mentioned in the presentation for briefness which is we have variation in terms of only muslim messages and also the christian message so so that that we have we haven't explored that much yet this is very preliminary we we will do that now in terms of message content it's not very there is no variation there but we we definitely are interested in checking the effects on the stereotypes that people attribute to muslims and non non muslims we have the detail of each stereotype and and we will be looking at at them individually I've I've just mentioned something general on positive stereotypes but we we have the detail and we'll be able to interact that what we find there with the effects that I showed on attitudes on democracy and and and social social issues then there was the comment on on ethics which of course it's very important we we followed the typical procedures for for ethical for ethical verification namely in terms of consent and the appropriate use of the of the data I must say that our data collection was relatively less intrusive than typical because everything is by phone here so in that sense I think we we we are we were less risky not not exactly because I mean of course all the context on COVID and the fact that of course these locations are some of them locations with conflict made them made these our option thank you great thank you and Thomas were out of time but please the last question of the gentleman from UNDP okay I will try to be very quick then so that we can all go for lunch so yeah I think you are totally right and that we should explore the the long run effects on on on on peace and this is actually so this what we presented here is really the the first step of of the project just trying to look at whether the TRC has an effect on on the attitudes of individuals the next step will obviously be to to look at whether the behaviors are impacted and that's where we will come to to this kind of border picture on on peace building by looking at data on intermarriage on crime and so on so so that's definitely something that we do plan to do and for your other questions about the ethical standards we already knew when we started this project and that and there were studies pointing to adverse effects on psychological health and so on and so first it was also quite important to take this into account and to use observational data in order not to take any risks in in this dimension so on our side that's how we tried to to take this into account


What's going on guys it's your boy DPJ here today with another Destiny video only today's video we're gonna take a look at the new Titan exotic helmet the Empyrion Bellaculse. Now this was obtained by my brother a few days back I believe he got it from a legendary engram but now I can imagine many of you are obtaining this thing now that Zerr is selling exotic helmet engrams and if you have had it drop the rest of the video is probably a little pointless for you but if you do watch it to the end I do appreciate that support I really do. Now this helmet had many people confused in the early taking king trailers where we saw a Guardian was hovering while aiming down sights and because it was a new subclass people put it down to the Supercell exotic auto rifle and that was that but now we know it was actually this helmet and it has three main mods the first one being anti-grab thrusters aiming while in the air will hold you in place for a short time and orbs collected while your super is full will recharge your melee ability you can select one of the two following mods we have hands on gain bonus super energy from melee kills on minions of the darkness and heavy lifting gain bonus super energy from heavy weapon kills on minions of the darkness then we have better already she would start recovery immediately after that or pick up now the design of this thing is pretty cool once you take a closer look at it you can see the works of the mechanics of the helm if they were working so you can see them moving that we absolutely insane it really would it sort of reminds me of a gold fishbowl for some reason but still looks pretty cool here we can see the anti-grab perk working and to be honest it don't stay in the air as long as I first thought it would but it's definitely a unique perk and what else it offers ain't too bad for an exotic but guys this is the empyrean bella coles if you have this let me know down below in that comment section and let me know your opinion on it if you enjoyed the video if you could leave a like I would appreciate the support subscribe for daily destiny and I'll catch you on the next one peace out till next time peace


Yeah, and I'll kick it off. Hey everyone, this is retrospective about the feedback we've gotten on the onboarding satisfaction. As all retros, they are the goal is to see like what can we do as an accepts to improve the situation. There is no blame for anyone. So if you happen to find something that you may take personal, let's not or let's mention it and let's work on that. Let's also stick within the topic just because we don't have a lot of time. We'll kick it off with what did we do well? What should we definitely keep doing? It's good to list those things as well just to make sure that we don't only focus on the negatives and we're sure that we don't stop doing what we notice that works. So whoever wants to go first, you don't have to wait until you've written it down. You can just kick it off. I'll take a minute to share why we invited everyone from pre-hiring. We felt like we're all one team and we're all working towards the same goal is to create a great people experience whether that's pre or post hiring. And so we felt the journey was new highs are starting at that very first screening call, that very first engagement with the candidates. And so we just wanted to include the entire team as we work towards this. Some of the feedback also indicated that there was a lot of surprises. So the day they're on board. And so we wanted to work on those surprises specifically. I can start with what we did well. Some of the feedback that we received quite frequently is that they really enjoyed the task list. I know that's very simple, but the task list being able to check things off and say, yep, that's what we like. So being able, they really enjoyed dog fooding, get lab and utilizing those. I can add one more that I've specifically noticed being an onboarding now for so long and having a really long view of it. I think something we're doing really well is getting the emails out on time. So that was something that was super difficult last year based on just multiple time zones and having new hires joining in all these different time zones. So those are going out on time, which is great for someone, maybe a New Zealand or in a time zone that's very far away from the time zones we're in right now. Does the Recruiting and CES team have anything to maybe add to what's going on while pre-hiring for new hires that we can maybe indicate, yeah? You know, I get to see. Oh, sorry. Go ahead. Please go ahead. Sorry, my question was, does access to this survey data, like the verbatim feedback, do we have that on the recruiting side of the house so we can kind of mill through that a little bit? Beverly has created a quick overview of all the feedback we're getting and how our scores have sort of reduced. And these are scores that shocked us a little bit, which is why we wanted to have a retro about it. So, Beverly, if you're on the call, don't you want to share a few key ones that we've now been able to pick up? And Cindy, if you want access to that, I can check if that is shared publicly. I don't think it is because team members sometimes add their names and some of it is anonymous. Yeah. Yeah, so I think it might be tricky for us to open that sheet up to anyone because it is meant to be an anonymous exercise and there are team members attached to, I would say probably 90% of the surveys. But some of the feedback that I've picked up, I've been trying to pick out the key pieces that have been mentioned when we've received a lower score and a lot of it senses on self-enablement. So I've got a doc here. It is very rough that I can share it on my screen and then we can have a look at it from there. Can everybody see that? So a lot of it does center around requests for using more video-sane trick. Mechanisms when we're doing onboarding and the tricky part of that is it's very difficult to scale and very difficult to maintain. So we use the text information and link directly to the handbook because that's where we iterate and that's where we're constantly updating and that's where the single source of truth lies. So a lot of the requests center on that. A lot of people have asked questions around can we not make it a bit more hands-on and a bit more human and having face-to-face time with face-to-face time with their managers or team members or face-to-face training and whatnot. And that's also very difficult for us to do because we're asynchronous and really speak to the core of our values. So these are just a handful of things that we've sort of picked up on. I've made a couple of comments for myself. This was really not a document for me to be sharing on the screen, but it really is just around looking at self-enablements and making sure that new hires are 110% aware of what to expect when they're going to be starting. And that means dog-feeding, get-lab, and making use of an issue to carry out their onboarding tasks and being able to refer between the handbook and their issue and gather the information that they need to successfully do that. So this is where I think a little bit of my concern lies as the team need and the onboarding of your eye is just a communication piece. Oh, we need to maybe just align on the expectation setting and what someone's coming on board, thinking that they're gonna do in the first few days of onboarding. I don't know if that answers your questions and he. This was very helpful. Thank you for sharing. Just reading to the guys at the stage is a little bit more appreciated. Okay. Yeah, so I think I'm, Nadia, if you want to, sorry. Yeah, we've made a few iterations on the welcome emails and I noticed the onboarding template and how we onboarded get-lab sort of fell off of those. We're not sure at which iteration that happened, but I think like having a very tactical example handy is what we're striving towards. And this is part of what we're gonna discuss and what we can do better. But what we wanna establish today is what happens during recruiting that is going well in terms of self-enablement, self-learning and asynchronous environment. So what is setting up the new highs up for success in that very first stages? And maybe there's things that's happening during screening. I don't have access to any of that in greenhouse anymore. So I can't check. But I think these are the type of things that like very tactically can help us. And even then help change or iterate on that if those are things that's maybe misaligned or not aligned to what we're doing on the onboarding side. Like I'll give an example, this feedback on more video. Get-Lab can't create an overly amount of video content because to keep that updated is much, much harder than written content. And there is some great information about that on the communications page that a lot of new highs covers during onboarding. I think it's still being missed on the why. And so having that discussion in screening is really what we're often figuring out how do we influence the screening calls to happen for new highs to join and knowing exactly what to expect not just on their first day but while working at Get-Lab. It's a very high written content environment. That's not gonna change at this point. If it's gonna change, it's gonna take years to change to pure video content. And I think it's still gonna take longer to update. So not a boring solution. So you would love to hear a bit about screening and what's happening there that e-sitting folks up for success. That's interesting Nadia, sorry. Certainly that's a question I get when I'm screening people. Occasionally people will ask me what's the onboarding like and I'll tell them that it's task driven and they'll get plenty of time and they can reach out and they'll be a buddy. But it can look a bit daunting. So I do set that scene. However, it's fine. You get plenty of time to do it. Sometimes it's more comforting to get into your day job but really it's worthwhile to take the time to familiarize yourself with a lot of what's happening. And just by the fact that they've already had a look at the handbook, they understand that things are very much documented and it's really about those processes. But it's not something I would say that I would communicate every time I speak to somebody. So I would take that away from this conversation to maybe point that out in the future. Yeah, we have an open issue right now that we're working through on the recruiting side of the house where we're working to streamline the screening experience because historically it's been kind of up to the recruiter on what exactly is covered. And we definitely want to still let the recruiter have their own style and their own approach to those screening conversations but we do have certain data points that we're looking to start to collect consistently and potentially we could add into kind of that screening checklist to make sure we cover and set expectations in that initial call about how onboarding works at GitLab. The unique thing that we're facing right now and I don't think the feedback we have right now is showing that because the folks that probably completed those OSAT surveys they were probably hired before we started this new outbound model. But we're starting to see is as we're going out and looking for this great talent that these folks are not as aware of GitLab and maybe have not played around the handbook. So the recruiters are spending a little bit more time kind of coaching folks through GitLab and how things work and directing them to pages in the handbook, having to kind of spoon with people a little bit more than we have in the past. So I definitely think this is a great conversation to start now because given the folks that we're going after today this could continue to be an issue. So I think this is a great thing for us to make sure we incorporate the screening calls. Another thing that comes to mind is our screen calls are only 30 minutes and that goes by very, very quickly. So we may want to think about like do we restructure like the lengths and how we schedule those screening calls. I know we try very hard to keep that 30 minutes but I know when I was screening all day every day trying to get every single thing within that 30 minute call was very difficult. And if we do need to spend some more time kind of coaching folks on GitLab, getting them the resources they need to be successful and setting expectations on what it is really like to work here, maybe we need a little bit more time in those screening calls. Chantelle, I think you wanted to say something. Yeah, I was just gonna say some feedback I received from a newer hire is that they wanted to know like the exact amount of time it was probably gonna take to move through the process. So I used to just kind of be general and say, oh, it can take a little while but now I try to give like I try to give them an average number of days based on like the most recent data that we have because I think that that is helpful. Thanks, that is helpful. I can clarify, yeah, onboarding shouldn't take less than two weeks. So it's two weeks to 30 days. I would encourage most hires to stick to a minimum of two weeks and not continue in the new role prior to that if that's helpful to the recruiting team. And that's really what we indicate. We have seen where an A, what do you call it? In position training. So on the job training starts on the same day as onboarding and that has a really weird effect on a new hire. The first days tasks is a full base of work potentially maybe even slightly longer for some folks that aren't used to this very engineering savvy way of working and then setting yourself up on things like one password and Slack is unusual for most people in the world and not just non-engineers. So I think if someone starts in a new position, sorry, training in a new position and onboarding, I think that should be discouraged purely because we really wanna create a great experience from day one onwards. And without that first two weeks, I don't think anyone can get through onboarding. Some of the data we shared today is actually from new hires that joined all the way back from January. So we try to really look for trains and feedback and some of them shared their feedback late. So it's not just from the current outbound model, but we also do have outbound model folks that have joined because it's a 30-day survey, right? First 30 days, they can complete it. So there are a few folks that were sourced that are in this batch. Are there any? Just for two moving on. Alex, I just see you and Mike unmuted and muted again. I don't know if you wanna say something to wrap up that first point and then we can move on to what should we have done better? Things that we already know that didn't work out. Thanks for noticing, Lynn. I was just going to say that something that I think we have been doing really well as soon as we get the results, we're quickly iterating and seeing how we can improve onboarding templates. But yeah, I think next focus would be great to focus it in on pre-onboarding and things like that. We can touch on that now. I know some things were already mentioned in the first point, what we could have done better, but anyone else who wants to chime in on that? I just wanted to mention something before we carry on is just that the people experience team is very busy with pre-onboarding. I don't wanna necessarily frame them as interventions, but we're, Emily's worked pretty hard to get us ready to start doing a pre-onboarding call and that's really gonna be an AMA for all new hires that are about to onboard and an opportunity for them to sort of ask any questions that they've had. We have also been sort of circling around the idea of having a direct Q and an FAQ document which at this stage we're not going to be implementing just yet. So our intention is really to get that communication up front once they've signed their contracts and everything aligned along with that pre-onboarding call to make sure that they're completely up to speed. So this is really just an opportunity for us to all see how we can all collaborate and work on it together in addition to the initiatives that we're busy with at the moment. There's no one from C, it's on the team. So I feel like I don't wanna call them out not being yet, but I just wanna highlight the welcome emails. We'd love to iterate on those. So we've had a look. I'll just quickly share my screen. I've got an open issue here in front of me. This is the email that goes out as the person accepts the offer. From my understanding, if I'm wrong, please speak up. I could be wrong. And this is a very like great tactical email to get because you know what's gonna happen next. So from setting up your workspace to knowing like what you need to do in terms of getting hardware, I9 is really for the US team members. There's that welcome call that we were wanting to include thanks to Beverly's team. And then there's a section about onboarding and their first day. There's a second email that happens, I think sort of midway through this one. Yeah, I'd love to iterate a little bit on this because I think there's a few things that could be missed. That is, it's that two week check-in just before someone joins. For some team members, they only have two weeks and the US is a two week notice period and a lot of states. And so we really wanna make sure when they get this email that they have a very clear idea of what to expect in working for GitLab. So it's not just the onboarding piece. I think this is about working asynchronously successfully at GitLab, expecting to self-learn and self-enable or key things to set them up for success. During onboarding, we try our very best to make sure that they get that successful experience to continue being successful at GitLab and to ensure attrition and retention. But at the same time, we just wanna make sure that the message that they get two weeks before is really about this is how GitLab does remote onboarding. This is what to expect next. These links are gonna be helpful in onboarding with GitLab and moving forward with your career at GitLab. So maybe this is a section I think we could improve a little bit on to make sure that it's not a sort of a general that the direction of the email isn't to a general audience because I think things like our values, communication, strategy, product, those are things that should be covered during the recruitment process, from my understanding. And these are things that also reflects an onboarding. So I would highly recommend we iterate on this email, perhaps to make it very GitLab specific and perhaps quite tactical before they join. Does anyone disagree, agree, happy to get some opinions on this one? Yeah, I think that would be a great place. Sorry to iterate. And we just work with Ashley and Betsy on that. I think that would be a good course of action, but that seems like a nice simple fix and iteration to this issue. Sorry to cut this one off. No, I completely agree. I think if we were able to update this email would be a really great starting point. Potentially put some of those, maybe take that FAQ that we've developed and instead of it being an FAQ, but utilize what are those common areas that our new team members are struggling with or having similar questions and proactively address those with links in this email would be beneficial. I think it would also be interesting once we draft this to share it. Like obviously an issue with some of our new hires and see like would this have been more helpful, would this have answered your questions? You know, just letting, obviously everything's open, but like if we just directly kind of ping some of those new hires and bringing them in, we could make a really nice email here. That's a great suggestion. Thanks for that one. I agree if we haven't thought of that. That's a great idea. Anyone else got anything to add? I did just throw our results into a like, let's see what common words we see from the survey. And one of the most, I mean, besides like onboarding issue, those kind of words, the most common word that I kept seeing over and over and was overwhelming. So I just think we should keep that in mind is that was the really the only word that didn't make like that wasn't attached to onboarding in some way. So I think that's something I don't know how we could or what we could, but I wanted to share that finding is... honest question for that, all of us have onboarded at GitLab, but would it be less overwhelming if you know what's coming with that help? I think that that would help a lot personally. Like if I knew what to expect coming in to my first day, I mean, I think that would help anybody honestly. Maybe we could put in an example. Well, I guess the templates open for anyone to view, but they might not know to look. I wouldn't have known to look at the template if that makes sense before I started. I think also feedback from my manager, Nadia, when Nifer started, you kind of made it clear like this is your onboarding issue. I want you to focus on this, don't stress about it. It may be overwhelming. You kind of set those expectations and that was really beneficial for me to know like no one is going to hunt me down day one if I don't complete every single checkbox at 11 p.m. to make sure I finished it. So I think that was really helpful for me. I agree. The hiring manager plays a big part, especially in that first week. I know when I started and Steve was my manager, I was first like, I need to get all this done and I was stressing out and trying to be like, when can I get my recs? And like I was just ready to go in my role job and was like, take your time. It's okay. Like, you know, no rush. These are important things that we want you to spend the time on. So I think having that assurance from your manager and making sure that they're fully available to that new hire to set that expectation and set them at ease that played a huge part for me because I'm the one who loves to check the box and I want to like be ahead in days. That's just how I am. But to have someone say, no, slow down. Like you need to slow down. It's going to benefit you in the long run. It was just very helpful to have that. Just in the interest of time, I've heard some next steps that we could do but maybe we should also make sure that there's some DRIs for them or a team that will handle it and then decide on the DRI later. So I've heard that the email getting buy-in from the hiring manager to make sure that they are aligned with it and he give the team a member time and there was another one. Help me out, please. I am making sure that somehow we communicate the overwhelming part that might lead to some thinking but that is as someone who onboarded as well. That is definitely something that if you go in knowing that, I think it might help. But again, I think that might be also on the hiring manager but let's see. For the email, I guess those that team isn't here. Is someone in this call willing to take that on with them? Kind of collaborate on reworking the email. Yeah, I can loop in. Ashley, we have an issue for this conversation too, right? We'll put the group right into that. Okay, that's good. The hiring manager buy-in, I think that might be more difficult. I guess maybe we can do some kind of campaign around this. If you let your people onboard while that means they'll stay or like their 10 year will be longer, something like that. I don't know if... I'm wondering if we shouldn't put an AMA outs at some stage. So we did the one with the sales team around onboarding but I'm wondering if we shouldn't just put one out to all of the people managers within GitLab. Nadia, I don't know what you think about that but it might be a cool opportunity for us to just answer any lingering questions and we could probably use the same slide deck and just tweak it out a little bit. I would do it company-wide. Yeah. And not specific to onboarding managers purely because anyone could become a manager at GitLab at some point and so I would do it company-wide and say this is directed at hiring managers but keep in mind you could all become one and buddies onboarding buddies. So it could be an AMA for onboarding for hiring managers and onboarding buddies but we invite GitLab. There's something that people experienced you will organize. Where am I? Yeah, okay, great. That could just in the interest of time we need to move on. Then making sure we communicate the overwhelming part. We can start boring, have it added in the email very clear or whatever but is someone willing to start with this and then we'll see how we can iterate over this. I think something that might be able to help with this is creating a template for a hiring manager to send with that initial email to their new team members. Here are some points that we would like you to cover. Make sure that we're all on the same page maybe create a template for the hiring manager and they can obviously adjust it as needed but give them some points that we would like them to cover as a hiring manager. Great, and I hear you volunteering for this. I hear myself as well, volunteering for that, yeah. Thank you. Then that's it, anyone else? There's, we're over time. So if no one is thinking or saying anything we're gonna wrap this up and I think you have three good points to work on and I think let's bring each other in the issues if we need team cross team collaboration. Awesome, thank you, Leanne, for taking such care with the time. Have a good day, everyone. Bye.