From 51c7ed3b1d30f5e45643eca77f1804ef4fb2c240 Mon Sep 17 00:00:00 2001 From: gokul Date: Thu, 15 Jun 2023 00:01:11 +0530 Subject: [PATCH] update --- Viz-experiments.ipynb | 222 +++++++++++++++++++++++------------------- 1 file changed, 124 insertions(+), 98 deletions(-) diff --git a/Viz-experiments.ipynb b/Viz-experiments.ipynb index 150d5f0e..f52eb749 100644 --- a/Viz-experiments.ipynb +++ b/Viz-experiments.ipynb @@ -18,7 +18,7 @@ }, { "cell_type": "code", - "execution_count": 5, + "execution_count": 24, "id": "edc584b2", "metadata": {}, "outputs": [ @@ -26,9 +26,9 @@ "name": "stderr", "output_type": "stream", "text": [ - "\u001b[32m2023-06-14 22:52:15.596\u001b[0m | \u001b[1mINFO \u001b[0m | \u001b[36mfile_util\u001b[0m:\u001b[36mdownload_files\u001b[0m:\u001b[36m36\u001b[0m - \u001b[1mDownloading file df.pkl\u001b[0m\n", - "\u001b[32m2023-06-14 22:52:19.079\u001b[0m | \u001b[1mINFO \u001b[0m | \u001b[36mfile_util\u001b[0m:\u001b[36mdownload_files\u001b[0m:\u001b[36m36\u001b[0m - \u001b[1mDownloading file mappings.pkl\u001b[0m\n", - "\u001b[32m2023-06-14 22:52:19.659\u001b[0m | \u001b[1mINFO \u001b[0m | \u001b[36mfile_util\u001b[0m:\u001b[36mdownload_files\u001b[0m:\u001b[36m36\u001b[0m - \u001b[1mDownloading file transcript_timestamps.txt\u001b[0m\n" + "\u001b[32m2023-06-14 23:48:05.490\u001b[0m | \u001b[1mINFO \u001b[0m | \u001b[36mfile_util\u001b[0m:\u001b[36mdownload_files\u001b[0m:\u001b[36m36\u001b[0m - \u001b[1mDownloading file df.pkl\u001b[0m\n", + "\u001b[32m2023-06-14 23:48:07.270\u001b[0m | \u001b[1mINFO \u001b[0m | \u001b[36mfile_util\u001b[0m:\u001b[36mdownload_files\u001b[0m:\u001b[36m36\u001b[0m - \u001b[1mDownloading file mappings.pkl\u001b[0m\n", + "\u001b[32m2023-06-14 23:48:07.756\u001b[0m | \u001b[1mINFO \u001b[0m | \u001b[36mfile_util\u001b[0m:\u001b[36mdownload_files\u001b[0m:\u001b[36m36\u001b[0m - \u001b[1mDownloading file transcript_timestamps.txt\u001b[0m\n" ] } ], @@ -54,7 +54,7 @@ }, { "cell_type": "code", - "execution_count": 6, + "execution_count": 25, "id": "a1fc2846", "metadata": {}, "outputs": [], @@ -92,7 +92,7 @@ }, { "cell_type": "code", - "execution_count": 21, + "execution_count": 27, "id": "43e01074", "metadata": {}, "outputs": [], @@ -119,9 +119,9 @@ " open('./demo_compact.html', 'w').write(html)\n", "\n", "plot_topic_modelling_and_word_to_sentence_search(df,\n", - " cat_1=\"Founders\",\n", - " cat_1_name=\"Founders\",\n", - " cat_2_name=\"TAM\")\n", + " cat_1=\"Workforce\",\n", + " cat_1_name=\"Workforce\",\n", + " cat_2_name=\"Enablement\")\n", "\n", "# once you are done, check the generated HTML file\n" ] @@ -144,7 +144,7 @@ }, { "cell_type": "code", - "execution_count": 9, + "execution_count": 34, "id": "7cdcd66f", "metadata": {}, "outputs": [], @@ -158,13 +158,13 @@ }, { "cell_type": "code", - "execution_count": 10, + "execution_count": 35, "id": "11221022", "metadata": {}, "outputs": [ { "data": { - "image/png": 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\n", 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\n", 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\n", 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\n", 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" ] @@ -195,6 +195,8 @@ "def plot_time_spent_for_topic(mapping, order):\n", " topic_times = collections.defaultdict(int)\n", " for key in mapping.keys():\n", + " if key[1] is None or key[0] is None:\n", + " continue\n", " duration = key[1] - key[0]\n", " topic_times[mapping[key]] += duration\n", " \n", @@ -209,61 +211,6 @@ "plot_time_spent_for_topic(timestamp_to_topic_second_match, \"second\")" ] }, - { - "cell_type": "code", - "execution_count": 22, - "id": "a691664f", - "metadata": {}, - "outputs": [], - "source": [ - "import collections\n", - "topic_times = collections.defaultdict(int)\n", - "for key in timestamp_to_topic_first_match.keys():\n", - " duration = key[1] - key[0]\n", - " topic_times[timestamp_to_topic_first_match[key]] += duration\n", - "\n", - "topic_times = sorted(topic_times.items(), key=lambda x:x[1], reverse=True)\n", - "cat_1 = topic_times[0][0]\n", - "cat_1_name = topic_times[0][0]\n", - "cat_2_name = topic_times[1][0]" - ] - }, - { - "cell_type": "code", - "execution_count": 23, - "id": "6451e86d", - "metadata": {}, - "outputs": [], - "source": [ - "import pandas as pd\n", - "import scattertext as st\n", - "\n", - "df = pd.read_pickle(\"df.pkl\")\n", - "\n", - "def plot_topic_modelling_and_word_to_sentence_search(df, cat_1, cat_1_name, cat_2_name):\n", - " df = df.assign(parse=lambda df: df.text.apply(st.whitespace_nlp_with_sentences))\n", - "\n", - " corpus = st.CorpusFromParsedDocuments(\n", - " df, category_col='ts_to_topic_mapping_top_1', parsed_col='parse'\n", - " ).build().get_unigram_corpus().remove_terms(stopwords, ignore_absences=True).compact(st.AssociationCompactor(2000))\n", - " \n", - " html = st.produce_scattertext_explorer(\n", - " corpus,\n", - " category=cat_1, category_name=cat_1_name, not_category_name=cat_2_name,\n", - " minimum_term_frequency=0, pmi_threshold_coefficient=0,\n", - " width_in_pixels=1000,\n", - " transform=st.Scalers.dense_rank\n", - " )\n", - " open('./demo_compact.html', 'w').write(html)\n", - "\n", - "plot_topic_modelling_and_word_to_sentence_search(df,\n", - " cat_1=cat_1,\n", - " cat_1_name=cat_1_name,\n", - " cat_2_name=cat_2_name)\n", - "\n", - "# once you are done, check the generated HTML file\n" - ] - }, { "cell_type": "markdown", "id": "e9ae6e25", @@ -300,7 +247,7 @@ }, { "cell_type": "code", - "execution_count": 13, + "execution_count": 37, "id": "69d814c9", "metadata": {}, "outputs": [ @@ -308,36 +255,115 @@ "name": "stdout", "output_type": "stream", "text": [ - "Timelines where Product market fit was covered : \n" + "Timelines where Enablement was covered : \n" ] }, { "data": { "text/plain": [ - "[(236.0, 240.0),\n", - " (251.12, 255.36),\n", - " (263.44, 268.16),\n", - " (268.16, 274.24),\n", - " (279.2, 293.0),\n", - " (293.0, 299.0),\n", - " (328.84, 330.6),\n", - " (334.2, 337.12),\n", - " (426.24, 430.96),\n", - " (448.16, 451.16),\n", - " (451.16, 454.08),\n", - " (508.0, 585.84),\n", - " (906.0, 926.4),\n", - " (926.4, 933.2),\n", - " (1056.16, 1060.8),\n", - " (1136.48, 1140.72),\n", - " (1966.08, 1971.52),\n", - " (2122.9, 2127.0),\n", - " (2217.64, 2220.36),\n", - " (2222.12, 2224.84),\n", - " (2472.44, 2474.96)]" + "[(0.0, 2.0),\n", + " (4.0, 8.0),\n", + " (8.0, 15.0),\n", + " (15.0, 18.0),\n", + " (18.0, 22.0),\n", + " (22.0, 28.88),\n", + " (28.88, 34.08),\n", + " (34.08, 40.56),\n", + " (40.56, 115.0),\n", + " (115.0, 148.08),\n", + " (148.08, 156.56),\n", + " (156.56, 168.0),\n", + " (168.0, 176.0),\n", + " (176.0, 182.0),\n", + " (182.0, 260.0),\n", + " (288.0, 311.0),\n", + " (311.0, 406.0),\n", + " (406.0, 412.56),\n", + " (412.56, 418.08),\n", + " (426.12, 432.56),\n", + " (432.56, 476.0),\n", + " (526.8, 529.6),\n", + " (530.52, 532.0),\n", + " (532.0, 533.72),\n", + " (533.72, 534.76),\n", + " (534.76, 536.56),\n", + " (536.56, 538.8),\n", + " (548.0, 550.0),\n", + " (550.0, 551.0),\n", + " (551.0, 554.0),\n", + " (554.0, 555.0),\n", + " (563.0, 629.2),\n", + " (629.2, 633.04),\n", + " (634.08, 638.4),\n", + " (638.4, 641.76),\n", + " (643.04, 706.76),\n", + " (706.76, 711.66),\n", + " (767.24, 768.84),\n", + " (768.84, 772.24),\n", + " (801.0, 808.0),\n", + " (809.0, 812.0),\n", + " (874.24, 879.84),\n", + " (879.84, 914.0),\n", + " (927.52, 934.68),\n", + " (941.56, 966.44),\n", + " (966.44, 968.64),\n", + " (968.64, 970.96),\n", + " (970.96, 974.48),\n", + " (974.48, 977.8),\n", + " (977.8, 980.88),\n", + " (980.88, 984.44),\n", + " (984.44, 1049.0),\n", + " (1049.0, 1061.0),\n", + " (1061.0, 1072.0),\n", + " (1072.0, 1079.0),\n", + " (1079.0, 1107.0),\n", + " (1107.0, 1113.0),\n", + " (1113.0, 1119.0),\n", + " (1119.0, 1121.0),\n", + " (1121.0, 1122.0),\n", + " (1125.6, 1130.96),\n", + " (1130.96, 1136.96),\n", + " (1136.96, 1142.4),\n", + " (1142.4, 1207.0),\n", + " (1220.0, 1230.0),\n", + " (1230.0, 1238.0),\n", + " (1238.0, 1266.6),\n", + " (1271.6, 1278.8),\n", + " (1278.8, 1285.6),\n", + " (1287.4, 1290.72),\n", + " (1296.56, 1298.32),\n", + " (1298.32, 1299.8),\n", + " (1299.8, 1301.04),\n", + " (1301.04, 1304.64),\n", + " (1304.64, 1361.0),\n", + " (1385.0, 1527.6),\n", + " (1527.6, 1535.04),\n", + " (1535.04, 1541.28),\n", + " (1541.28, 1567.04),\n", + " (1567.04, 1572.08),\n", + " (1572.08, 1578.24),\n", + " (1578.24, 1614.0),\n", + " (1635.0, 1647.6),\n", + " (1647.6, 1653.28),\n", + " (1653.28, 1659.2),\n", + " (1659.2, 1675.0),\n", + " (1729.28, 1735.6),\n", + " (1736.16, 1742.48),\n", + " (1742.8, 1768.4),\n", + " (1769.56, 1773.0),\n", + " (1773.0, 1776.96),\n", + " (1776.96, 1780.76),\n", + " (1787.84, 1794.08),\n", + " (1794.08, 1800.72),\n", + " (1800.72, 1810.0),\n", + " (1818.0, 1970.88),\n", + " (1970.88, 1975.04),\n", + " (1975.04, 1979.6),\n", + " (1979.6, 1984.8),\n", + " (1984.8, None)]" ] }, - "execution_count": 13, + "execution_count": 37, "metadata": {}, "output_type": "execute_result" } @@ -346,7 +372,7 @@ "def retrieve_time_segments(topic):\n", " return topic_to_timestamp_first_match[topic]\n", "\n", - "search_topic = \"Product market fit\"\n", + "search_topic = \"Enablement\"\n", "print(\"Timelines where \" + search_topic + \" was covered : \")\n", "time_segments_of_interest = retrieve_time_segments(topic=search_topic)\n", "time_segments_of_interest" @@ -362,7 +388,7 @@ }, { "cell_type": "code", - "execution_count": 122, + "execution_count": 38, "id": "5dc2014f", "metadata": {}, "outputs": [], @@ -370,7 +396,7 @@ "import json\n", "import ast\n", "\n", - "time_segments_of_interest = retrieve_time_segments(\"Founders\")\n", + "time_segments_of_interest = retrieve_time_segments(\"Enablement\")\n", "\n", "ts_transcript = {}\n", "with open(\"transcript_timestamps.txt\", \"r\") as f:\n", @@ -385,17 +411,17 @@ }, { "cell_type": "code", - "execution_count": 121, + "execution_count": 39, "id": "caeff7f1", "metadata": {}, "outputs": [ { "data": { "text/plain": [ - "\" companies and help them grow. And the funds that we raise will be a mix of, you know, my connections are connections and partners is going to put us in front of a lot of different investors that they know which is why I was working on the pitch stack and this more to come. So I was planning on doing this talk a bit later, but we spoke to the head of Edbett partners this week. He would prefer us to have more of a pipeline, what we can speak to investors, meeting companies that were close to pulling the all the details of the early research. But I'd like to get started at least meeting founders of these super early stage companies because that's what work focused on. And the thing is, given, you know, we have 36, 37 employees all around the world, it makes way more sense that it can be helpful. If I give everyone on the team a bit of a ground dean and just what you should be looking for, what some of the key characteristics are of a company that can scale well and become huge one day. Because you know, we're not looking to invest in the the dry cleaners down the street. Maybe a fine business, but it's not a business sake. You really take to become a large enterprise and make a ton of money, which is what we're focused on. So if I kind of train everyone or at least explain these concepts and you guys all have your own networks, you're all different parts of the world, you have friends and your friends, the cool local tech company, you could send it my way, I could always reach out to the founder. Most people are always very, very happy to speak to investors because pretty much everybody in the start a world needs my. So that's the point today. Just before I jump into the stock you been here, does anyone have any questions on that in the funds? I think we had one before, right? So again. I didn't understand. Okay, anyway. Which part? I'm just in terms of what we're looking for. So Jen, I think you're asking about it return. I mean, realistically, it was startups. So many of them go bankrupt, right? Like you invest, it's just intentions. It's just what it's, it's the nature of the game. I would expect maybe two of them or three of them You break even. Maybe five or six are complete zeros, which happens very small return, or, you know, some sort of recovery, but a loss. And then maybe one or two toall, which is even new. You've got to really do what we're doing. All right, so all of your answers. The first is Tam. And obviously, the biggest companies now are AWS and Azure. And they have big market share, but let's say one company using that example. So that would be the tab. So when you're investing, and I said, you don't really want to look at the drag cleaners down the street. It's because we want to company that's starting but as an investor, we don't really want to touch that because the ability to get that 10, 20, I don't know, does anyone know Etsy? They do like local kind of arts and grass are very customized and you deal people online. has been extremely extremely well. competitor's like Amazon mostly ignored it, because they didn't really see the potential. So there's other, there's exceptions to the rule. on a stuff off Etsy. Anyone have any questions on time, but we're companies that could think of and to curious if it's a big enough time or not? One question, Jordan. When you're talking about market, how do you define a market, meaning that as we're located in different countries, how we can tell, this is going to be big here in my country, in my city, in my neighborhood. Well, no, no, no, in my neighborhood. But you know what I mean? So. Yeah. so depends on the company's plan, but generally, Tam would be the total market that you can reasonably address. So, for Amazon, it's global online commerce, right? Like, they touch everything. So, any sort of retail online, that Tam is on Tam. Cloud computing in any country. Amazon operates in all of them. So, if you're a local company, you have zero plans. Let's say you're in Canada and you're zero plans to go to the US. You can't really count the US. But if you're in a long-term plan is to go to the US and there's no roadblocks. Like let's say you're selling food. It's very hard to import food over borders. People do it, but it's harder. The US would not be your town. If you're a tech company, there's zero limitations like Shopify. Clearly Shopify is a Canadian company, but their town is global. Because they're not a Canadian company. But they're not a Canadian company. But they're not a Canadian company. But they're not a Canadian company. But they're not a Canadian company. But they're not a Canadian company. But they're not a Canadian company. But they're not a Canadian company. But they're not a Canadian company. But they're not a Canadian company. But they're not a Canadian company. But they're not a Canadian company. But they're not a Canadian company. But they're not a Canadian company. But they're not a Canadian company. But they're not a Canadian company. But they're not a Canadian company. But they're not a Canadian company. But they're not a Canadian company. But they're not a Canadian company. But they're not a Canadian company. But they're not a Canadian company. But they're not a Canadian company. But they're not a Canadian company. But they're not a Canadian company. But they're not a Canadian company. But they're not a Canadian company. But they're not a Canadian company. But they're not a Canadian company. But they're not a Canadian company. But they're not a Canadian company. But they're not a Canadian company. But they're not a Canadian company. But they're not a Canadian company. But they're not a Canadian company. But they're not a Canadian company. But they're not a Canadian tab. If you're a tech company there's zero limitations like Shopify, So it depends on the type of company but yeah most companies we're going to be looking at are going to have global tabs so it's going to be worldwide or at least most of the development of the world which is the big chunk of the world like coffee. Okay so the next concept is product market that I wrote, and you start selling. Unfortunately, most of what we're gonna be investing in is before that, they haven't actually launched the products. And of course internally, we deal a lot of companies like Birch and poker where we have a good idea. You know, what it's going to be like and we'll fix it. But we won't really know till we go into the market. One of the things we guessed right, one of the things we guessed wrong and how keen we adjust it. So there's a few things to think about. And we're going to be investing before companies are really selling. The good thing is you get them cheaper. Like if you invest in the market, you can invest in the market.'s probably because they haven't gone to market, then all sales. Like once they start selling and it's clear. Click. Like most people consider that already ready for series a, which is a further venture round. And a lot of the valuations could be like 20 30 million. please come with 630, you couldn't see a closely where. So that saves a lot of, that saves people time and pain. some new product that gives them revenue, they're going to buy that. So for that example, think about booking.com. A soup everyone is booking.. It's like the biggest travel website in the world. And the customer there on that side is the hotels. The hotels are all tied in and the hotels know, oh, booking has staggergated so many customers like you were ready to travel and go to the hotels. If I'm a hotel in the Milan, I better tie it to booking.com. Is everyone's going to be pay booking 20% of the costs of the hotel later, 15 to 20, which is what they charge, they're going to do it because they're going to bring in a ton of revenue. And that's why bookings are huge, huge business. And finally, it could bring the customer something like enjoyment. So think about Netflix, right? It could bring us them joy. It entertainment and a value that same with the intent that right doesn't save time or money obviously. We're generating revenue, but it breaks people entertainment that they're willing to pay for. So when we're evaluating companies think of kind of those three buckets, it really focus on is this company providing one of those in a way that people are going to want to pay for is an an expense. Anyway, any questions there or thoughts about other companies you come across to do that well? Okay, I'll keep moving along. I'll stop and escape and for questions and just jump in a razor hand if you have them. Okay, the next one is unit economics. What does that mean? your hand if you have them. Okay, the next one is unit economics. What does that mean? As looking at the total profit, for selling the product or service or whatever it is, minus the all in costability. And you want it to be attractive. If you don't want it like self-something, and cost 99 cents to deliver it, you sell per buck, cost 99 cents in your profits like 1% that's awful. So the way to measure this is revenue minus direct costs. And that's the unit economic itself. Because unit economic and all that. And that's the same thing. And that's the same thing. And that's the same thing. And that's the same thing. And that's the same thing. And that's the same thing. And that's the same thing. And that's the same thing. And that's the same thing. And that's the same thing. And that's the same thing. And that's the same thing. And that's the same thing. And that's the same thing. And that's the same thing. And that's the same thing. And that's the same thing. And that's the same thing. And that's the same thing. And that's the same thing. And that's the same thing. And that's the same thing. And that's the same thing. And that's the same thing. And that's the same thing. And that's the same thing. And that's the same thing. And that's the same thing. And that's the same thing. And that's the same thing. And that's the same thing. And that's the same thing. And that's the same thing. And that's the same thing. And that's the same thing. And that's the same thing. And that's the same thing. And that's the same thing. And that's the same thing. And that's the same thing. And that's the same thing. And that's the same thing. And that's the same thing. And that's the way to measure this is revenue minus direct costs. And that's the unit economic itself because unit economics mean building that one thing without all the overhead. So let's ignore, you know, let's look at the analytical for example, what are the unit economics? It's what we we build our developers at minus the developer's salary, that's the unit economics. Every company has certain amounts that overhead, they aren't direct, but you still need to build off of. So let's say, anyone on the opposite, anyone in my role who's not writing code, not billed by by the week or month, that would be more on the fixed costs side. Anyone on building code is kind of like in business we call like a And the next step of that is incremental margin. Let's say, let's say your Facebook. Facebook But once you get through certain levels, it's completely incremental, and it works really well. Some other businesses with really high incremental contribution margin, Master Card and Visa, like they have some of the highest profit margins in the world. Why? Is there any set up, right? Like there's really just so epic at a car cost almost nothing. They get a fee every single time to do it. They're ready fully staffed. So you know 100 more businesses turn on tomorrow say, hey, I'm going to take master card. eventually. The next one ties into that. So's lifetime value and cutthener acquisition cost. The first is lifetime value. Life-in-value means how much is a customer going to spend on your business? Over his vote customer existence. So obviously for customers going to stick around for one year, it's not as valuable as a company that's going to stick around or or client's going to stick around for ten years. So it's how much is spending average for times, how many purchases they'll make over their lifetime. margins because people spend so much in the living relief. Yeah, and on you got kids, you need Costco, you have teenagers that's clear. Or just starting our Costco journey because my kids are young, but yeah, my wife's there all the time now And then the other measurement here that's important is customer acquisition costs Sorry, just the keeps take digital like the value same thing for Amazon right like once they acquire customer the customer tends to order order order or I like that value is huge and it's still growing because Amazon sees very little customers actually just at right quit and since the like there's been customers find on Amazon since 1998 and they're still by a time so that value just keeps going and going. customer acquisition costs measures the cost of starting the first time. So the way to calculate that is look at the cost of sales. So it could be like advertising and marketing people. Plus the cost. Yeah, so the cost of advertising marketing people building up your brands all that for software. It's generally those of the costs and what you measure is okay. We added a thousand new customers this quarter. We spend a million dollars a year. And we're going to have a lot of money. And we're going to have a lot of money. And we're going to have a lot of money. And we're going to have a lot of money. And we're going to have a lot of money. And we're going to have a lot of money. And we're going to have a lot of money. And we're going to have a lot of money. And we're going to have a lot of money. And we're going to have a lot of money. And we're going to have a lot of money. And we're going to have a lot of money. And we're going to have a lot of money. And we're going to have a lot of money. And we're going to have a lot of money. And we're going to have a lot of money. And we're going to have a lot of money. And we're going to have a lot of money. And we're going to have a lot of money. And we're going to have a lot of money. And we're going to have a lot of money. And we're going to have a lot of money. And we're going to have a lot of money. And we're going to have a lot of money. And we're going to have a lot of money. And we're going to have a lot of money. And we're going to have a lot of money. And we're going to have a lot of money. And we're going to have a lot of money. And we're going to have a lot of money. And we're going to have a lot of money. And we're going to have a lot of money. For software, it's generally those that will cost and what you measure is okay. We added a thousand new customers this quarter. We spent a million dollars on marketing. So clearly the cost for new addition was a thousand. Let's say the average customer is going to spend $4,000 over their lifetime, which is a pretty good ratio. That's 401. Anything over three is good and for software, if we stick with the dollars to my translate to 3000, the unit contribution, profit contribution. So here you spent the thousands, get four thousand sales and three thousand profit, that's pretty good. That's why it's such an important measure, right? Like you created so much value. In that example, every customer you add just like us, you really want to see that. And a lot of our companies won't have that yet, but it's still an important concept to understand because as you scale and do other rounds, I promise venture capital, venture capitalists look at that very, very well. Something else to get Like the cheapest way to grow is a word of matter, right? Like Amazon didn't spend any money on paid advertising for years and years and years. Like Jeff Bezos would just say, grand the other things, go to conferences and be featured in variants and like all these people who didn't know what Amazon and 97, like all of a sudden, they're getting all over the front page of the Wall Street Journal, a lot of pain for people who are like, oh, I've got to check out this new thing, but Amazon, actually, there's a look at increasingly, Bezos new thing. Go Amazon. Um, actually, I was listening recently. Basics went public early with Amazon when they're pretty small because you've got to be great publicity and free press. you got to come check it out and start start coding here too and post it at all. So their is them, but them is three or higher and under that you don't really want it. I'll just wait a second any questions. Yeah, that's a fair point on address. Tesla had like way more demands than supply. So that any to spend anything on ads. Now they supply cut up and demands flattening in a bit. So I actually have to start spending some money. But you're saying that there's still spending very little. Yeah, you're right eventually I've just been more of that but you're right. Um, okay. I'm actually have a question now. How much? Like in normal company like how much would you spend on a bit of time? Like how pretty much, how much was spend on other times? Well, it's an equation, right? Like, cack to LTV and it kind of solved math at the end of the if you had perfect knowledge and you need like one more piece of advertising drove like, like, two customers, Because that's just the math equation. Does that make sense? Like if you spend the dollar on ads and it contributed to $2 in gross profit, cool, you know, that's working and without having to invest any more infrastructure. Realize a lot more complicated, right? Like if you're, um, I don't know. Well, let's see, I have a like you don't really want to sacrifice a ton and be huge and everywhere and then getting to ubiquitous because you grab it damage your brands. But just been like an economic textbook theory and be like it'd be that basic math. Okay, turn. So we all know what turn is, the turn in, turn out canceling Netflix, whatever. So turn fits into life time value, right? Because life time value measures how long customers last. You're going to have very high lifetime value. So I just look at the quality of your businesses at a pie-turn and load-turn and I'll be kind of intuitive to you. So one is like selling through a plan to share revenue every year's hard. If you have customers that are on repeat and growing with you, like some of the best tech companies, So let's think about data dog, snowflake, a lot of those companies, they're words, still are some extent like Wall Street garlings. Why? Because every year, their customers take more and more services from them. So they had dog doesn't have to do anything. They literally could fire their pretty much several sales force. And if their revenues were 100 bucks this year, it was like dropped to 98% of clients leave. And then go to 1113 because their remainder consumed 15% more. So that's phenomenal because it's just such easy growth. Let's talk about some better bad. So like meal kits, they lose like half their clients every single year they turn out. Let's look at Palatown. Now the you know COVID's done. A lot of people come into Palatown. They love it. They use it for a couple years and then they cancel. Maybe there's been the money and they quit working out. I mean, that's like a super standard gym model too in the real world, right? You sound for the jam. You use the per year to maybe forget about it and you're still paying to not using it. We're mostly going to be looking at tech companies and not retail tech because retail tech does that piechern. But enterprise software tech tends to have some of the lowest turnaround and that's why it's some of the best businesses around. Those are phenomenal businesses and when you're looking at them, try to find businesses that have those characters. And not leave. And that kind of brings us to the next point, which is we're looking for businesses that have really high barriers to entry, to make sure copycats can't just come in and mimic you and kill your business once you're established. this high-spooky cost, like you get locked in. There's a client that's really annoying to be locked in, but as a business, it's phenomenal. So think about like Google Cloud, right? Like you move everything on cloud, we're speaking to the Chibo this week at the conference. And they're probably going to use Google for AI. Google is basically going to be given in they told us a bunch of fine tuned foundational models off the palm to free and see Jim Shave questions on that. And we're like, oh, you know, I asked Max and he right away. Like why is Google just going to give you this stuff that I've been charging you? It's like the next I get the one to lock everybody in. Lock everyone in, make them use Google Cloud, make them use Google tools. And it's going to be very hard to switch off. And the other things you want to look for is like make the product addictive. Especially if it's in like the entertainment space or video games You want it as addictive as hell for the client for customer so they never leave in the key blind. I think that's evident product is taken off and that's a form of switching costs, right? Like if you think of how long else? Like people like designers maybe just like, pro designers off Sigma. They learn Sigma, they're like Sigma experts, they're not going to leave. Like that's why it don't be had to go to buy Figma. Figma, that's a dobe game plan, right? And Adobe was losing market share because Figma was so good. And all these people are like being trained on Figma. The best is when you see a company. And universities are offering classes and had to learn this. Just like that's phenomenal. The next generation is just getting indoctrinated in trains. How to do this? The universities are building up your software companies If you have a huge brand in your global, you can start with something like Apple's doing, but that's the biggest company in the world. But generally liquidity, two-sided liquidity marketplaces, like credit card systems are extremely hard to knock off. and that's why there's some of the best businesses where vision and master card have 60% margins. Other things that offer nice motes that can really protect you is patting is obviously like anything that's really patentable. Heart and knock off but not impossible patents are the best mode. Like I prefer two-sided liquidity systems of patterns any day. Same with any type of intellectual property, it's also not as scared as, you know, two-sided liquidity and some of the other things. And then Brande and Brande and CH2, right? We talked about Apple. Like there's nothing that overly unique. But as Andreas and I were talking about the start of the meeting, Apple did a great job building up two side of the quidities on the iPhone when it was released, right? Like all the apps. Yet they have the developers come and build on your platform, set supply. And you have to have tons of consumers have an iPhone which is demand. icon. I'm going to stick with iOS. It's like way better and that's the benefit of two-sided liquidity. And that's been a fit of Apple branding. And why maybe they'll have an impact in finance and ultimately like have more Apple cards not to take on master of Visa card, but you know, maybe they'll have a shot. shit now. Why? Because Apple has Microsoft gives away teams most enterprises, there are a lot of them, good? Like in my old company, we just we had Zoom, we had Slack, We just dropped all of it. And we just went all in on Microsoft, because it was way cheaper and pretty good. So we used teams for the zoom equivalent. We used teams for the Slack equivalent. And we used teams for the Dropbox equivalent. And all those stocks came under tremendous pressure. And they kept growing the revenues. But the stocks went nowhere or down because nobody wants to text them because people know Microsoft is lurking there or is there already started to chip in on their thing their business. But we'll just deal in the realm of reality and what You know, it was the logical for them to get into it was logical because Microsoft had teams for years They would eventually be doing this with teams. It was already around is already installed and everyone's windows computer to be a barrier to entry, but generally works against startups. Hyperscalers do work as he was like some of these companies get bought. Yeah, so that'll be my last thing, so I'll get to that one's their hand. So scale could be a barrier to entry, but works against most startups, not for them. So some companies like Amazon and on the internet, that's what they started off with. Same with Walmart when they started. They were just telling a lot of different items. They knew that to actually create a moe and prevent like me from opening up a bookstore online and competing against them was to get big fast. So they helped. They focused on getting as big as possible. They have as much scale as possible, and then they actually created a mode purely into that scale. Like if I wanted to compete against Amazon, they don't have how can I. They have like 90 planes, they own, they have like hundreds of DCs around the world. It just became extremely expensive. There's the reason they beat Barnes and Noble's, starting from nothing when Barnes and Noble's was the biggest book seller in the US, as a cheaper to buy the startup. So that ties into what David was saying like David, you are for the hyper-skillar to buy you. So let's look at like Figma and Adobe, right? Like a Dobebob, Figma for like a crazy number. And it's because of what I was saying earlier, like Figma did such a good job and got there. Quickly. And people were being trained on it that it was at the risk of starting to cut into Adobe's market. So you know, I'm not even sure if that deal will be approved by regulators. It might be you it should not, lock on their customers. So I real threat for the first time in years and they're like we're just going to overpaying by this to kill this threat and own it internally. Because there would be too Any questions on that? Yeah, I have a question. So how would you go about like take a figment as like the example right like if you the few who were starting to develop figment you might say okay, well last, it's probably the most important point. Investing started for such a public companies. But yeah, ecosystem and learning how to use it because we're going to focus on something really new. She that Adobe doesn't have anywhere on their roadmap and they're going to use that as the beach head to roll out to other products. Like anytime you're going up a well established data company, that's kind of the only way, right? Then you start super specialized and branch out after you have existing clients. You start adding more modules, more features. But yeah, Adobe probably couldn't have done that, but they probably were focused on like a hundred different things. Cool. So mastercard, they kind of invented the market genre, right? Like, is that not these? So, like, they kind of invented the card networks, right? It's like, MasterCard visa and American Express really, but American Express is in his widely covered masterCard is using during the world. Like, you can invent a space, which is what mastercarda visa basically did. They also had tons of travel with checks. So they already globaled the start with it. A big travel with checks business. They had relationships with banks around the world from that. And from that they transitioned it to this great part system, which is annoying for merchants, useful for consumers, but insanely profitable and opposite. Apple started with no developers users. Brandon branding is huge right like Apple was on the verge of death until Steve Jobs came back. I think it was like 97. in 1997, and Apple came out with those colorful Macs, which kind of looked off the deathbed and making money. And he kind of used that and crazy, crazy branding And that actually brings me to my last point, which Steve Jobs was the founders. It's even more important for startups, right? Like it's number one, two, three. The founders must be religious about their products and believe they're going to change the world against all odds because you have to be a little bit going to be crazy arrogant and wrong, but the ones who are crazy arrogant and right, like their good founders. So, if you just have money in the bank, it's not not to build a successful company. If you just have good tech, it's not up to build a successful company. Like how many times have we talked internally, there's something like really smart, academic who created something really often had no idea how to sell it, had no idea to raise the funds had no idea how to motivate people to come work for him and he just died on the vine and then like a year later someone who has some skills basically just took that idea and spanners to promote of it to build something they care about money but it's not all about money they would be doing this for free or at least have their product to have a huge impact on the world, and they truly believe that. Bounders need to be persuasive. They're going to be asking other people to make likes sacrifices, to make the boundaries dream come true, which is bringing this company to life. They're going to ask for long hours. They're going to have people, you know, to give it and just work on their vision, not not the employees vision. So they need to be persuasive. They're also going to need to be able to convince investors that this company is going to work in the future and deserves funding. That's what I mean. They need to be charismatic and then it's able to tell the story well. Or well, you know, it won't grow and will die on'll die on the line. They also need to understand who their customer is and what problem they're helping to solve. So that ties into the answer,'m solving and who am I going to help and what's the approach to do that? I don't expect founders to know every single point that I just mentioned or were in this presentation today, but they should have a general understanding of all these things. Like if we talk about, oh, you are going to compete against Adobe. What's your plan on that? Like that's question one, if I'm sitting down with the founders, they better have a good answer. And let's just talk about some of the super famous CEOs in the huge companies. But like Zuckerberg, he's like, all these guys are jealous. Like Zuckerberg, Steve Jobs, Elon Musk, Bill Gates, Jeff Bezos, Travis Planet, App like Uber. All these guys have all those characteristics and they're not bigger than their companies, but I promise to you at the same time they were building their companies. There was like 10 of the guys in the world who probably had the exact same idea as all of them. I mean a lot of them weren't even first, like Facebook obviously was like I don't know, maybe the 20th. So it's full network out there and yet it dominated. Because these guys are killers and they knew all this stuff. They could tell the story. They understood what their consumer was. They added tech in the money, but they needed all those other characteristics to actually make it work versus everyone else who fails. So that's it for my like my thing here. So I'm happy to you know have a more general discussion if anyone has questions or wants to talk with specific companies or what they're thinking. And they ever lucky, you need luck too. Yeah, that's basically life. Better be lucky than good. Yeah, you need all those things, but like you control what you can't control. So look, so when you go up there after today, match that I are going to be trying to find companies. We're going to take a lot of meetings. A lot of them are going to be bad. We're going to pass on them. Like that's just a numbers game. We're pretty much happy to sit down. And they're going to be good. And they're going to be good. And they're going to be good. And they're going to be good. And they're going to be good. And they're going to be good. And they're going to be good. And they're going to be good. And they're going to be good. And they're going to be good. And they're going to be good. And they're going to be good. And they're going to be good. And they're going to be good. And they're going to be good. And they're going to be good. And they're going to be good. And they're going to be good. And they're going to be good. And they're going to be good. And they're going to be good. And they're going to be good. And they're going to be good. And they're going to be good. And they're going to be good. And they're going to be good. And they're going to be good. And they're going to be good. And they're going to be good. And they're going to be good. And they're going to be good. And they're going to be good. And they're going to be good. And they're going to be good. And they're going to be good. And they're going to be good. And they're going to be good. And they're going to be good. And they're going to be good. And they're going to be good. A lot of them are gonna be bad, we're gonna pass on them, like that's the number's game. of what we're looking for and what kids work. And now you have more of a critical eye. he's saying these things in your head, man this isn't good work because of you know there's no time or there's um, you know like Amazon's gonna roll these guys over it like two days're going after Big Market, it makes perfect sense to solve any huge pain point and like this guy and can tell it's story for this girl, can tell it's story like that's what we want. So yeah, that's it guys. Hopefully that was like kind of different and interesting. Thanks, Jordan. Cool. Alright, I'll see you guys later. Thanks Jordan. Cool. All right. See you guys later.\"" + "\" So everything's going well so far. I'm going to join us. This is where you keep this low key. Very casual. Absolutely. All right. Well, thank you all for being here. We're very honored that you came to join us for this conversation. We are going to spend a little bit of time. I know it was written up, right? But thinking about how you actually grow and retain your employees, we know that there's a war on talent, especially in the cyberspace right now, right? Everybody's trying to get everybody in the door. Type lines are a little bit dry, a little bit hard to find. It's a tricky scenario. What we want to do if you allow us for this session is to almost park that call to the site. We're just going to spend just leaving for the moment. We're just going to put that aside. And instead, what we're going to focus on, or the employees that you actually have on board, already. We know that the hiring piece is complex. It requires dollars and HR and a whole bunch of stuff. That's that. We're going to focus on the rest, which is your workforce today. How do you grow them? How do you retain them? And in doing so, you actually find the bill become more effective and efficient and committed to your organization. So that then they'll go ahead and become more effective and committed to your organization. So that then they'll go ahead and become more effective and committed to your organization. So that then they'll go ahead and become more effective and committed to your organization. So that then they'll go ahead and become more effective and committed to your organization. So that then they'll go ahead and become more effective and committed to your organization. So that then they'll go ahead and become more effective and committed to your organization. So that then they'll go ahead and become more effective and committed to your organization. So that then they'll go ahead and become more effective and committed to your organization. So that then they'll go ahead and become more effective and committed to your organization. So that then they'll go ahead and become more effective and committed to your organization. So that then they'll go ahead and become more effective and committed to your organization. So that then they'll go ahead and become more effective and committed to your organization. So that then they'll go ahead and become more effective and committed to your organization. So that then they'll go ahead and become more effective and committed to your organization. So that then they'll go ahead and become more effective and committed to your organization. So that then they'll go ahead and become more effective and committed to your organization. So that then they'll go ahead and become more effective and committed to your organization. So that then they'll go ahead and become more effective and committed to your organization. So that then they'll go ahead and become more effective and committed to your organization. So that then they'll go the bell become more effective and efficient and committed to your organization. So then they'll go ahead and become random ambassadors for youis. I am a senior manager in the WIC capital practice. I'm focus on organizational transformation. What does that mean? That's where we quite all of our organizational design work. So how offices are aligned on the work chart and how information and decisions flow. In addition, it's where we hold our culture and our communications work. I've spent my career at Lloyd and beyond previously focused on culture and communications and employee and workforce programs and how you encourage the engagement and employee experience is the best thing to do. I've done that in a couple of clients' faces including the Federal Space, State Space, Global Space, including with some cyber agencies as well. But that'll answer my question. Thanks, Seize. You're going to have to be in the everyone. I'm part of the task. And I'm also a senior manager, absolutely. And I lead work for six periods for the government and public services practice at our firm. I want to forefront of workforce experience issues. For commercial cities, state, and federal clients focusing on training, attracting talent, recruiting, retention, and really today what we want to do is share some best practices, tools, what we've seen from other clients and help you. you some ideas about how to become an employer and choice, and how to retain the attract, high-performing cyber-talented. So, a little divergent? Before we do, I just want to give one caveat. Because it's day two of the conference now that the feedback cyber-fert, a while. I would say Mar and I both want to copy up the neater of us, or going to be cyber experts, especially in the room of this caliber. Yeah, right? We do this with cyraclients, but we also use with other clients. And so our invitation to you is to take what we're going to share here and think about how that applies to your day-to-day organization. So we kind of did this a little bit to stretch that thinking outside of just this formal cyber realm and bring you some ideas of what we're seeing from outside. That works. Okay. Great. So, actually, we define work for six periods, holistically, as there's some of our workers lived experience at work and how they feel about their organization. And so, really, this is shaped by eight key dimensions that impact worker experience overall. So we'll start by walking through each of these. So really this framework is backed by research as well as testing solutions with both our commercial as well as our government clients and we start with the people I work with. And this is really support and recognition for managers and you know who you interact with day to day. That's all in the side. It has one of the top five factors or talent retention. for the technology that I use. So that's very much about frustration, free technology. So are you having to do work around? So you're having to call IT or spend a lot of your day trying to figure out how to actually use this technology to do your job. And are there ways to use technology to improve collaboration, coordination and communication in a way that you're able to do your work more efficiently. The next little focus on is the places I do work, which is really focusing on the flexibility of the physical workspace and how that improves employee productivity, increases job satisfaction, and lowers overall workplace stress. Another one that we focus on is a sensible longing and or theness. That an organization creates. So that's very much about increasing your job performance. I think we've cited that it can lead to a 56% increase in job performance and a 50% reduction in turnover risk. And the work I do. I think this is particularly important to cyber employees where a lot of government employees are driven by the mission of the work that they're doing. And so connecting work to meaningful experiences and reiterating that's fulfilling and contributes to something bigger themselves is a great way to motivate and keep employees, that increases workers satisfaction. And then another one is really focusing on the mission. So identifying, you know, the organizations purpose and connecting it to their own personal values, as well as the mission of the organization. And finally, education. So this is really about higher form of organizations. And the fact that we have a lot of opportunities, we have a lot of opportunities to do that. And we have a lot of opportunities to do that. And we have a lot of opportunities to do that. And we have a lot of opportunities to do that. And we have a lot of opportunities to do that. And we have a lot of opportunities to do that. And we have a lot of opportunities to do that. And we have a lot of opportunities to do that. And we have a lot of opportunities to do that. 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And we have a lot of opportunities to do that. And we have a lot the mission of the organization. And finally, education. So this is really about high-performing organizations and the fact that 30 times, 37 times more likely, workers are going to be able to achieve their local roles and stay within organization if they have the proper training and support and experiences to help them get there. So really when thinking about workforce experience, organizations, you know, often are sure where to start or what elements impact their employees. So this framework is really what we use as a starting point to help contributors that we've seen in our experience to employees really engage and motivated, which has directly contributed to retaining a attracting talent. So with that we are going to move on to the next slide. So just our off cybersecurity employees we know are experiencing disruption unlike ever before. And so just to a great day's discussion, we first went to start by walking through how one agency has approached the issue and used work force experience to address it. So a large federal agency of the Agile Cyber Security Priorities had long-suning workforce issues, you know, lots of attrition, tough time attracting the right talent for the roles that they needed. Probably a little bit about what you all are seeing. So there are a couple of stats up on this slide. I don't think they're going to surprise anybody, but I just want to call them out, because I think they're an important framing for what we are seeing in this library industry, Can you see it? No, I don't know. Okay, I'll go through a learn after reading for you. Yeah. And they were asking questions about the general cybersecurity environment, but in addition, some things came out around the workforce. So when those CISO's were asked about how they can support emerging threats and what their biggest challenges, number one, they said legacy infrastructure and solutions, number two, they said workforce. The number two thing, holding these state CISO's back from responding to the threats that are coming is the workforce. That's a pretty big issue. And the number two thing, the number two thing, the number two thing, holding these state CISO's back from responding to the threats that are coming is the workforce. That's a pretty big issue. 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That's a pretty big issue. In addition, 62% out-to-thirds reported that their staff have a gap in competencies. Don't have the skills to do the job. Another pretty big issue when you step back and look at it. When we talk about the belonging piece that Mara just talked about and shared, 23% with the respondents didn't know if their organization has established DEI leadership positions. So is there someone in the organization really focused on that inclusion piece and bringing all of your workforce along? And only 25% reported offering remote work options, which I know is tricky in the cyberspace. When you think about the sock and everything else, but it is there are ways to do it with at least parts of the workforce. And we know that that's the same thing. And we know that that's the same thing. And we know that that's the same thing. And we know that that's the same thing. And we know that that's the same thing. And we know that that's the same thing. 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And we know that that's the same thing. And we know that that's the same thing. And I know is tricky in the cyberspace. When you think about the sock and everything else, but it is there are ways to do it with at least parts of the workforce. And we know that that's super important to the millennials and slunder-reppers any groups. Remote work has certainly been a topic since the pandemic, right? I see people nodding. It's just on everybody's tongue, it's front of mind. So how do you make that work? You know, addition to all of this, I think what's really important to know, right? Is that cyber threats have not produced in any way? So there's one stat that says that as a result of COVID-19, it's been linked to a 238% increase in cyber crime. So the numbers are going up the need continues and the resourcing and the workforce, maybe as a little bit lagging behind. In addition to this in a cyberspace, we're also seeing some pretty big macro trends in workforce space in general that are contributing to some of the challenges going on today. And these also probably won't surprise you. Number one, exhaustion. So this is where that burnout topic that some of you people are talking about is showing up. And in cyber agencies, we have frontline workers, right? There's a 24-7 operation. And so you're going to have this burnout challenge unfortunately. This is also contributed by working from home in some ways and that blurring of that work life home life when it ended the day happens if it happens and whose days on their laptop all night working. In addition, between 2021 and 2022, the number of meetings we all experience increased 280 percent. So you're getting your Zoom fatigue, your Teams fatigue, right? Does that Why does all this matter? Because we know that losing employees is costly. So if you can get it right on the front end and really have that workforce experience be positive and keep your people it's going to pay off dividends in the actual. I'm going to pass it back to Mara who's going to tie this back to that model for us. that improves the business and talent outcomes. And so, it's investing in work more experience is a single best way that organizations can minimize workforce disruption in the short term. I'm going to get ahead of future work. How do we do that? And so in this next section we're going to focus on how cyber employers can win at workforce experience. So based on a 2022 state CIO, mass CO study that included 51 participants, it was identified that the following areas were some of the top priorities around how to improve workforce experience. work options as particularly important 8% focus on flexible work schedules and how work affects their life 35% focus on how I grow as a human so focusing on sure that the workforce is able to meet the needs of the modern IT to man's. And so with this, Suzy is going to walk us through a deeper dive of the different options on how to address these results with this actually might look like in practice. Great. Thank you, Mara. So again, just to take it from the top, right? You know that the talent pipeline is tough. We know that we're recruiting processes challenging. I think a little deeper into some of these things. We're going to walk through a couple of activities, programs, initiatives, ideas, just to hopefully give you something to walk away with today that you can take back to your organization and implement. And the idea behind these is you can implement them tomorrow. You don't need to get into an IT backlog of some system build. You don't need to go to HR and say, I need, you know, millions of dollars to hire people and fill the gaps. These are things that you can do with your current workforce in place today to improve that workforce experience. So, starting with how I grow with a human and again 35% of the CIOs said that this was one of the most important things. A couple of ideas here for things that can be done and things that we've seen these accessible elsewhere. Number one, integrating training into the day-to-day. This is not about sending it employee off to go take a training, get a certification, step out of the workplace, and come back. We know that most adult learners prefer experiential learning. And so the way to do that is a apprenticeship, mentorship, shadowing, rotational programs, lunch and learns, informal training opportunities, action, after action reports where you can also around and talk about what did we do well, what didn't we do, what are we going to do differently. And some of this also is just documenting what it is you do. So setting up some of those SOPs so that you can pass those over to somebody and say, well this is the best way to do it. Here's a lesson's learned. Identifying opportunities for employees to use their strengths daily. When we talk about strengths, we don't just mean what am I good at. What we mean by strengths is what gives me individually energy. What energizes me? What excites me? And so I may be very good at data analytics, but that doesn't mean that that's my passion. I may actually prefer competing teams or communications or something like that. And so checking in with your teams about what is it that they each person enjoys most and trying to align them to that work. Studies have shown that if you align people to their strengths, again, the things that energize them, they will actually outperform, and do way better than if you give them a challenge task or activity that then they have to sort of overcome and be able to accomplish. We are good when we're playing to our strengths. So it doesn't mean that in a play you can only do their strength all day and be happy, but try to find ways for them to incorporate their strengths into the day to day as much as possible. And then another thing that tends to be useful is stepping back and building looking at career pathways. So how are you going to grow people from level to level, from ability to ability? Is anybody here familiar with the nice framework? Come on, Nick. if you haven't seen an highly recommend going onto the website. They have work titles, they have job descriptions, they have competencies, they have skills, knowledge, experiences, and you can stack roles so you can say, okay, if I'm an IT leadership management position today, and I want to become a data analyst, and they will help you kind of, they map that path a little bit for you with the overlap between those two roles for example and then some of the case this knowledge skills and abilities to go get from one to the other. So a very very useful tool used by a lot of cyber agencies and organizations highly highly highly highly recommend using it or at least checking an out and seeing if there's anything useful for you there. But really looking at where are my people going and how to like grow them because we know also that one of the most important things that we have to do is to make sure that we have a lot of information about the data that we have to do with the data and that we have to do with the data that we have to do with the data that we have to do with the data that we have to do with the data that we have to do with the data that we have to do with the data that we have to do with the data that we have to do with the data that we have to do with the data that we have to do with the data that we have to do with the data that we have to do with the data that we have to do with the data that we have to do with the data that're doing it. And we know that we're doing it. And we know that we're doing it. And we know that we're doing it. And we know that we're doing it. And we know that we're doing it. And we know that we're doing it. And we know that we're doing it. And we know that we're doing it. And we know that we're doing it. And we know that we're doing it. And we know that we're doing it. And we know that we're doing it. And we know that we're doing it. And we know that we're doing it. And we know that we're doing it. And we know that we're doing it. And we know that we're doing it. And we know that we're doing it. And we know that we're doing it. And we know that we're doing it. And we know that we're doing it. And we know that we're doing it. And we know that we're doing it. And we know that we're doing it. And we know that we're doing it. And we know that we're doing it. And we know that we're doing it environment. I know the sock is what it is. We know that piece. But there are conversations still to be having around work location. What we have found is most successful is when organizations really focus in on work location. In alignment to your desires, your goals, your strategy. There are some things that working remote are great for. running into somebody, you know, by the water cooler and finding out that we're doing similar things, and we can train notess actually Mara and I just did that and I said oh send me that if you could because I want to see that right? So designing intentionally for what work can be done in person, what work can be done remotely, maybe it's part and part. Maybe there's a single initiative or project where you can send people to go home and work remotely and then come back and they're still feeling like they're getting a taste of that opportunity as they're normally meeting to be on site. So really being smart and intentional and purposeful about how you design that. Looking at the digital communications and information sharing. So a lot of us have moved on to teams and Slack and Zoom and these digital tools. Are you really using them for their maximum capability to support your organization? Is there license to and bringing that goodness to your organization to help your people work even better? And then the third one there is forced to connectivity and networking especially in a hybrid or remote environment. We know that happiness at work and elsewhere So how are you forcing some of that social connection? and saying, hey, how is everybody's weekend? Or what are you doing this weekend? Or tell me something funny? Or if you were going to be a office supply, what would you be? Whatever it may be, right? But finding a way to sort of force a little door opening and having people build that connection. And then the well being piece. And so I shared with you about the exhaustion, you know, and the burnout rates and all that earlier. A lot of organizations, especially since during and since the pandemic, have stood up well being activities. They're not necessarily aligned to a situation where they're not going to be able to do that. And so I'm going to be able to do that. And I'm going to be able to do that. And I'm going to be able to do that. And I'm going to be able to do that. And I'm going to be able to do that. And I'm going to be able to do that. And I'm going to be able to do that. And I'm going to be able to do that. And I'm going to be able to do that. And I'm going to do that. And I'm going to be able to do that. And I'm going to do that. And I'm going to do that. And I'm going to do that. And then remember that it has a lot of opportunities to do that. And then remember that it has a lot of opportunities to do that. And then remember that it has a lot of opportunities to do that. And then remember that it has a lot of opportunities to do that. And then remember that it has a lot of opportunities to do that. And then remember that it has a lot of opportunities to do that. And then remember that it has a lot of opportunities to do that. And then remember that it has a lot of opportunities to do that. 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And if you're engaging your workforce correctly, then you'll have lots of data points about what's working and what's not in order to make those adjustments. make those adjustments. Started on this a little bit, but again, thinking creatively, not just about remote work, but how shift work is scheduled. So a lot of the conversation around workforce and economic development is around people who may be to be taking their child care duties at home while still trying to get into the workforce. What is it that you can do to maybe look at four hour shifts or six hour shifts different than your typical shifts to bring in more people in diversity, and also alleviate some of the burnout and pressure that's happening for the workforce in place today. There are a bunch of apps that focus on this. A lot of them are focusing in the health care space of the transportation frontline workers space, but they could easily be leveraged over into the cyberspace as well. And then the third one here conducting a culture assessment. A lot of organizations assume that culture sort of just happens and it doesn't. It's important to be intentional about culture and what do we mean when we talk about culture, right? Because we all sort of live in it all the time, but what is that? When we talk about culture, what we talk about are the intangibles, your beliefs and your values as an organization. Are we more individually individualistic, the ability to talk about culture, what we talk about, what we talk about, what we talk about, what we talk about, what we talk about, what we talk about, what we talk about, what we talk about, what we talk about, what we talk about, what we talk about, what we talk about, what we talk about, what we talk about, what we talk about, what we talk about, what we talk about, what we talk about, what we talk about, what we talk about, what we talk about, what we talk about, what we talk about, what we talk about, what we talk about, what we talk about, what we talk about, what we talk about, what we talk about, what we talk about, what we talk about, what we talk about, what we talk about, what we talk about, what we talk about, what we talk about, what we talk about, what we talk about, what we talk about, what we talk about, what we talk about, what we talk about, what we talk about, what we talk about, what we talk about, what we talk about, what we talk about, what we talk about, what we talk about, what we talk about, what we talk about, what we talk about, what we talk about, what we talk about, what we talk about, what we talk about, what we talk about, what we talk about, what we talk about, what we talk about, what we talk about, what we talk about, what we talk about culture, what we talk about are the intangibles, your beliefs and your values as an organization. Are we more individually individualistic, focused or are we more collaborative? Are we more risk of first? Or are we more innovative and risk takers? Are we more internally focused or do we have external customers that we've really organized around? And so when you do a cultural assessment, you look at where you are today versus where you want your organization to be and what are the steps to get from a to the other. And so when you do a cultural assessment, you look at where you are today versus where you want your organization to be and what are the steps to get from a to the other. And so when you do a cultural assessment, you look at where you are today versus where you want your organization to be and what are the steps to get from a to the other. And so when you do a cultural assessment, you look at where you are today versus where you want your organization to be and what are the steps to get from a to the other. And so when you do a cultural assessment, you look at where you are today versus where you want your organization to be. And so when you do a cultural assessment, you look at where you are today versus where you want your organization to be. And what are the steps to get from a to the other. And so when you do a cultural assessment, you look at where you are today versus where you want your organization to be. And what are the steps to get from a to the other. And so when you do a, what are the steps to get from a to the other. And so when you do a, what are the steps to get from a, what are the steps to get from a, what are the steps to get from a, what are the steps to get from a, what are the steps to get from a, what are the steps to get from a, what are the steps to get from a, what are the steps to get from a, where you want your organization to be, and what are the steps to get from A to Z? And how do you do that in a way that then filters and flows through your entire organization? So that by the time you get to performance reviews or your next strategic planning cycle, we're standing up a new program or redesigning your organization, there is an friction with what it is you really want from your employees and what you're trying to achieve as an organization and how you're getting there. So cultural assessment, well, it seems like a sort of unnecessary. It's actually very effective and super supportive of your articles. Okay, I've talked a lot. Lots of ideas. Hopefully, good menu for you to pick at least something from a fithesical. I'm going to pass it back to Mara to kind of bring it all together for us. Thank you, Sissy. So, how can employers win at work for six variants? So, practically speaking, they keep it implementing a successful work for six variants. Really starts with understanding what your workforce wants. That can be through a survey or focus groups doing doing user research, but really putting their voice at the center of these initiatives. And then working to prioritize which ones within your organization and help you achieve your overall business objectives. So we're going to walk through our perspective on what it means to really bring work for six periods to an organization. So starting with employers need to think about beyond employment engagement. And so what we mean by this is it's not just one data point, our employees engaged, you know, how I retained my staffer did I recruit an attractive, you know, this number of individuals? It's beyond that and a combination of those aid characteristics that really helps to retain employees and attract the right talent and enhance the overall workforce experience. So an example of that is, you know, looking at physical workspace. So, you know, do they are they able to do their work remotely? In some cases, as Susie mentioned, they do they have everything they need in the office in order to be productive, to get things done in terms of head-stallam work versus hue collaboration, culture, do they, are they recognized for their work? It was great as a hundred dollar gift card is for a great job and something. It in a lot of cases what we found is it's equally just as advantageous to how we manage our reach out and saying thank you so much. You did a great job and acknowledge that. And that's why we know what can motivate and keep employees engaged. And another area is technology. I think we mentioned you know it's a way to help collaborate, work remotely, but it can also be an impediment to when technology isn't easily accessible within organization. The second one that we really focus on and this goes back to its Susie set of Fiesta's and also what I mentioned around the voice of the workforce. And so, incorporating that throughout the design is incredibly important. One of the first things that we often do is pull survey of a particular group to understand what they really hear about. What are their preferences? If they had, it's not just, I want more money, but but rather if you had a choice between a little bit more flexibility in your work schedule versus you know increased recognition, you know, where do they release stand in terms of what should actually get prioritized? a workforce once a year through an annual HR survey of how do you really feel like you know what leadership considerations should we implement or you know how can we enhance the performance management process? It's really on an ongoing basis and even in in an informal way, you as leaders and managers of teams asking your teams, you know, what they care about, what their frustrated about, what their preferences are, and taking small steps where you can to try to incorporate that into how they work. And you know, sometimes it's challenging to do organization-wide changes that take a lot of funding and investment and capabilities. So often, you know, you know, you can do a lot of things. And you know, you can do a lot of things. And you know, you can do a lot of things. And you know, you can do a lot of things. And you know, you can do a lot of things. And you know, you can do a lot of things. And you know, you can do a lot of things. And you know, you can do a lot of things. And you know, you can do a lot of things. And you know, you can do a lot of things. And you know, you can do a lot of things. And you know, you can do a lot of things. And you know, you can do a lot of things. And you know, you can do a lot of things. And you know, you can do a lot of things. And you know, you can do a lot of things. And you know, you can do a lot of things. And you know, you can do a lot of things. And you know, you can do a lot of things. And you know, you can do a lot of things. And you know, you can do a lot of things. And you know, you can do a lot of things. And you know, you can do a lot of things. And you know, you can do a lot of things. And you know, you can do a lot of things. And you know, you can do a lot of things. And you know, you can do a lot of things. And you know, you can do a lot of things. And you know, sometimes it's challenging to do organization why changes that take a lot of funding, investment, So oftentimes, a way to do that is through, you know, more informal touch points on individual teams that you're leading. We found that that's a concept that's a quick way to be able workplace technology and we've talked about this a little bit and I think really with this it's how do you boost productivity? Workers want to do a great job. They're they're at the perform well. They, you know, are often very mission-driven. They want to grow their careers and they want to try to be as efficient as they can in their job. And so really looking at how this can give you a major accelerator based on how you work. Do you want an hands collaboration? Do you want to try to create more opportunities for a hybrid or remote work? And, you know, through technology, that can really enhance and accelerate a lot of those activities. And so with all of these four areas combined, this is what we've seen across, you know, four-Jet 500 companies, federal agencies, city, city, agencies as well, as kind of the key characteristics and commonalities amongst the most effective and fully engagement and workforce experience programs. And just to kind of round things out with this globe is, you know, if workforce experience, I recognize, you know, can seem kind of fluffy and like, oh, that's a nice to have. But our premise is that your workforce is the most important asset in your organization. And if they are in the most important asset, you really want to invest in them. To, you know, day to day, be the driver of change in, you know, be the lower productivity. We've just found that, you know, by investing in this, you know, day to day be the driver of change in, you know, be the alert productivity. We've just found that, you know, by investing in this and putting the workforce as, you know, the center part of what you invest in as an organization in leaders. It's not only about retention talent, you know, the cyber workforce crisis, but people want to do work well and they're able to get more done and achieve more without you, you know, directly supervising and micro managing or looking at everything because they just genuinely want to work for you and are able to be more productive overall in that way. So with that, that is our presentation for today. I hope there's a little bit of, you know, the landscape of the cyber workforce with some practical tips that you can take away for how to just think about, you know, improving the overall workforce experience and investing in your employees. So with this, you know, we know that all of you are in the trenches every day. You're facing this, you're living this. And we are just interested to hear from you. And we are interested to hear from you. And we are interested to hear from you. And we are interested to hear from you. And we are interested to hear from you. And we are interested to hear from you. And we are interested to hear from you. And we are interested to hear from you. And we are interested to hear from you. And we are interested to hear from you. And we are interested to hear from you. And we are interested to hear from you. And we are interested to hear from you. And we are interested to hear from you. And we are interested to hear from you. 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I'm going to be a little bit more excited. I'm going to be a little bit more excited. I'm going get someone. Sorry. Don't be shy. So yeah, I'm so worried. How is something or what hasn't worked well, you know, that's something that's easier to start with too. But we'd love to just hear from all of you because I think, you know, how we've aggregated a lot of these best practices and what we've come with, it is by, you know, hearing other experiences from other organizations. And so, one of the best and most effective things, I feel like I take away from conferences often is hearing from many peers and what they're facing and, you know, let, you know, similarly, I could bring back to what I'm leading. What about you? Oh, I see him back there. I'm going to the water. I'm going to the water. I'm going to the water. I'm going to the water. I'm going to the water. I'm going to the water. I'm going to the water. I'm going to the water. I'm going to the water. I'm going to the water. 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I'm going to the water. I'm going to the water. I'm going to the water. I'm going to the water. I'm going to the water. I'm going to the water. I'm going to the water. I'm going to the water. I'm going to the water. I'm going to the water. I Thank you.\"" ] }, - "execution_count": 121, + "execution_count": 39, "metadata": {}, "output_type": "execute_result" }