 Thanks everyone for coming to our session, which will be about UNICEF's lessons learned six years after a digital transformation strategy project. So it's often the case, in least my experience going to these conferences, where you hear about organizations beginning the process of digital strategy, transforming. Here's all the great things we're going to do, but you rarely hear how it turned out, especially if it took a really long time. And so we're sort of doing a post-mortem, so to speak, in this presentation. And so it is a tag team between myself. I'm Sam Zimmerman. I'm SVP of partnerships at Blue State. Blue State is an agency that focuses primarily on work with NGOs and nonprofits. And we came to work with UNICEF and my partner. And hi, everyone. I am Dennis UN. I am the head of digital governance and platforms at UNICEF. And I'm just so happy to be here to talk to you in person with my mask down. You know, we learned so much for this six-year journey. And, you know, today, like I would like to share with you some sort of like what our journey was like in terms of digital transformation, moving on to Drupal. But most importantly, some of the lessons learned in this process. And I can also, I just get to, earlier, get to meet a couple of colleagues in the UN world and I was very excited to share my experience with them. But what is UNICEF? Like you might have heard of UNICEF, you know, some of you might have heard about the trick-or-treat boxes. We are part of the United Nations. We are, the full name of UNICEF is United Nations Children's Fund. And we are an organization and a humanitarian organization that work in the world's toughest places for the most disadvantaged children and adolescents. We want to protect the rights of every child everywhere. And as sort of a humanitarian organization, we really do whatever it takes to help children and adolescents survive, and most importantly, to fulfill their potential, starting from early childhood through adolescence. And before, during, and after humanitarian emergencies, and as you all know, like we are currently in one of many significant emergencies right now, UNICEF is always on the ground delivering life-saving help and supplies and support to all those in needs, right? And but most importantly, we also deliver hope. We want to make sure that they know that it's going to be okay. So UNICEF is a global organization and we are, you know, the headquarters is based in New York, Geneva, Copenhagen. We have 130 global offices, you know, and around the world, and we worked in 100, more than 190 countries. One of the things that is really important to know that is UNICEF is a highly decentralized organization. We have a very decentralized organizational culture. So keep that in your back of the mind. And I think that our journey really reflects how we actually handle that. We have over 15,000 staff, staff members around the world, and we are one of the world's largest humanitarian organizations. And it's important to highlight that 85, approximately 85 of our staff members are located in the field, outside headquarters. Now with a decentralized organizational culture, it is important to know that the capabilities, the resources, and their needs vary, vary differently across different offices. In just about communication and advocacy, we have over 500 professionals globally, and their needs is to set up, you know, their digital communications and digital engagement channels with a wide range of skills. So now this is our challenge. So our challenge is to create a unified digital platform and a set of tools that is well aligned with the organizational and strategic goals. Now in fact, if you work in any organization, I mean, that is a challenge, right? But our challenge is really amplified by the fact that we are so decentralized and we are so global and we are so big. So six years ago, we embarked on a transformation process. Why did we need to do that? Now, first of all, six years ago in around 2014, we had new organizational strategies on communication and advocacy. We really need to shift our focus to engage our digital supporters online. But as you could imagine, the problem was that our technology was so lagging, right? We had an on-prem proprietary content management system. And it was, of course, I mean, you would know like the templates were fixed. You know, it was not mobile friendly. It was really costly to maintain because we couldn't find people to know the technology. And at that time, we were also managing websites. We were not really managing a product. We didn't know what product was. So it was, we were really not able to move as fast as we needed to. So we really need to transform. And lastly, we were a decentralized organization. We have zero digital governance. We have no digital governance. So sites were popping up all over the place around the world. We have different colors, schemes, and different shades of cyan. More cyan is our color. And our brand was suffering. There were so many security incidents. It was a mess. It was a complete mess. So we really need to fix it. So we had a transformation process. And the goal is to really be able to develop a centralized approach with flexibility for all our offices, 130 offices, to build the sites. So I'm going to share with you how we're going to do that. And, you know, we have, we started out with a set of strategies. And, you know, so we wanted to create a fit for purpose digital ecosystem that corresponds to our decentralized organizational culture. And we also need to establish some sort of centralized governance to bring all the offices together, right? We need to make sure that we have strong brand. We have a consistent security, a consistent back end. And also, you know, our storytelling is consistent across the board. But at the same time, one thing that we have to be really clear, because we are a decentralized organization, so we want to make sure that our solutions, our platforms, they are flexible. They're flexible enough for each of the offices to be independent and to approach their communication work differently. As I mentioned earlier, they have different needs. They have different sizes of this. Some offices have, you know, a big team of communication professionals. Some offices have one. So how do you create a consistent solution for all of them? And so... Is this where we step in? Yeah, that's where we step in. Well, then we hired and partnered with Blue State Digital to help us to figure out how do we do that. Okay. So I responded to the RFP that was issued. And we went through the competitive process to win this work, which we are thrilled about, but it was also daunting because we have to solve these problems for an organization that does such important work. And it's a large organization that, you know, one, how do we get our arms around that? And you really understand them from the inside. And so our work took about six months and then unfolded in three stages. So the first was an assessment stage. And we conducted various types of research to gain an understanding of the current and USF's current communication operation and gathering requirements and setting benchmarks that the future platform would need to meet. And the most important work we did during this phase was speaking to a broad spectrum of internal stakeholders to learn the pain points that the new platform should solve and the opportunity to improve and strengthen the relationships with their supporters through digital channels. And it was really important to hear the concerns of these folks because they would be asked to use this new platform. And we kind of only had one shot to get it right, right? So, you know, after making, you know, this plan and investing and then rolling it out, if it was met with resistance, because we hadn't really understood the concerns of, you know, these various stakeholders, that would be a disaster, right? So we really wanted to make sure that the solution was fit for the different needs which varied widely. So you have large countries like Mexico and India where USF has big operations and big budgets and they had a lot of capabilities to do their own stuff. And their resistances would be like, you're going to give me something which is more facile than what I could do on my own, right? And then you have another country like, you know, Nepal where there might be two people in an office and they really have no digital skills and you need to give them a toolkit which is like pretty plug-and-play and, you know, and, you know, much more content editor focused and, you know, no real capacities to do anything more than that. And so the solution had to really, you know, stretch from one end of this to the other and make everybody happy. Historically, this has been a problem in the Drupal world, you know, the idea of like, you know, sort of factories of sites where, you know, lots of restrictive templates and so forth and that was very much like an early part of the 2010s world of Drupal where there was a lot of pushback and a lot of those types of platforms, you know, fell out of use. So we spoke to lots of internal stakeholders and we also spoke to lots of external stakeholders. So, you know, dozens of interviews with people around the world. We needed to talk to the types of grassroots supporters that we're trying to bring into UNICEF mission and join these campaigns and give money. We also needed to hear from people working at organizations that partner with UNICEF and this could range from activists on the ground who are working, you know, delivering life-saving services in the countries where there's disasters unfolding. But it could also be corporate partners that are, you know, partnering on campaigns like Lego as, you know, a frequent partner of UNICEF. It could be government officials and other NGOs that are creating infrastructure and setting policies and need to coordinate the work. So having learned about, you know, this network of global relationships, our next set was to set a strategy for how the ecosystem could be more efficient and more impactful and connect with these people in more relevant ways. And so this is pretty typical agency work where, we're creating personas, we're mapping journeys, and then we're trying to come up with, you know, future innovations for the future vision. And so, as you can guess, ultimately this platform was built in Drupal, but at this point we were taking an agnostic approach and looking at all of the leading products that were in the market at the time and seeing which ones would match up well with the requirements that were unfolding. And so, you know, to quickly summarize the strategy that we advanced at a high level, we grouped users in two buckets. We had the explorers, people who were coming to UNICEF in sort of a more mass public way, and you know, to potentially support the cause. And then you had the researchers, people who were coming in a professional capacity, you know, from a wide range of types of professions, you know, to work with UNICEF and to gain, you know, sort of knowledge products from UNICEF. And then this lens allowed us to start to create a framework for content types and to, you know, associate different content types with one or other of the personas or some that would be used by both. And then we could map those content types onto journeys where we, you know, saw each persona, how they would experience UNICEF in an unfolding sequence of touch points and where we were looking to convert them into actions. And then all of these functionalities eventually laddered up to a matrix that we were using to score the CMS platforms that we were evaluating. And so that is the last step. We pulled all of these findings together into a really concrete plan of action for UNICEF to build out the user experience, to create a content strategy that was focused on personalizing the experience for these different personas, how they would measure this, you know, and optimize it, what technology to use, the, you know, proposed timeline and scope for budget, and what changes UNICEF would need to make internally in order to bring this to life. At this point, you know, knowing that eventually this was implemented in Drupal, there was no Drupal capacity at UNICEF. So what, you know, how would you build a team that would be expert in Drupal to carry these things forward without being dependent on external agencies, for example? So, you know, top line here is ultimately Drupal was selected. We selected it because the key requirements were modular component-based system that would give UNICEF teams flexible tools, but also a lot of governance processes for control. We needed to provide great storytelling options for teams that had the capacities to use them and then simpler options for teams that, you know, had less capacity and expertise. And this could be, you know, sort of planned and rolled out from the central team to everyone else. So a sort of orderly process of distributing these new tools and standing up teams to author content in them. So this all sounds like a great fit for Drupal, right? But we're talking about 2015 here in sort of the last, you know, days of Drupal 7 still being the official product and not really knowing when Drupal 8 was going to come out. And so it was this uneasy period where you really, you know, had a trepidation about recommending Drupal because we didn't know how long it would be until Drupal 8 would come out. And so we couldn't wait six and a year, for example, to begin that. We didn't want to start a project on Drupal 7. But ultimately, Drupal 8 was released in November of 2015. And we were able to move forward with that decision. And yes, the legacy logo is here because we're talking about 2015. And so now Dennis will talk about how we move forward from that plan. So the shivering when Sam talked about it, just like remember that time, like it was, I'm so glad that was like, you know, that was like 15. But seriously, I think, you know, the key outcome, you know, aside from picking Drupal as our sort of implementation technology, it's partly because like UM was really going for open source at that moment, right? Like the main UN.org was powered in Drupal. So we felt like we really needed to do that. And so we took the blanch moving from on-prem proprietary to open source. So in 2016, we really set up the foundation, right? The foundation is not really just the technology itself, but we really need to hire people. We need to hire a whole brand new team, hire new developers. We need to upskill everybody, not just for Drupal development, but also product management, UX, because, you know, at that moment, we had web designers, we have web developer, and that was it. So how do you actually, you know, create an entire team to manage this new product, a new platform, right? We also started, you know, with a very clear web strategy, which we still use today, and thanks to BlueStay, and it is really a guiding principle for us to really build on. So we embarked on a journey to build a solution that is fit for purpose, which is a centralized governance and support model using the Drupal platform as a framework to allow for flexibility and innovation. And we stepped back in on the BlueStay side in 2017 with another leg of work, really focused on the fundraising team at UNICEF, we were based in Geneva. So our first work was really focused on communications, but the fundraising team really wanted a similar strategy for how to raise more money globally. And so we did another leg of research focused on that. And as a result of that, those recommendations built a global fundraising platform that was implemented in Drupal and Stripe, which supports 135 currencies and is in seven languages and is GDPR compliant. And that was a really fun project that we've spoken about at previous Drupal cons that was implemented with our partners at Fort Kitchens and Motherload. So it's sort of a great example of the sort of community collaboration ethos of Drupal. So at this point, we are in where we're like, a few years later, we are, you know, we're really taking the next few years to really, you know, start migrating process. And that's always fun. And I see, you know, my colleague in UNDP here is like smiling, you know, underneath this is math I could only guess. But, you know, in 2018, we set up a full operational new platform with Drupal on Acquia. And then we start migrating a number of pilot sites and also our flagship dot org site on it. At that point, you know, we have migrated 37 sites. And that's a small portion, right? And that's really, you know, talking about sites and also thinking about pages. And in terms of pages or content is really 10% of the migration at that point. But also in 2018, we also launched our third Drupal platforms, and that is the voicesofyouth.org. It's a beautiful site, by the way. You should take a look at it. It is really a collaboration and knowledge sites directly engaging young people to have conversation and discussions with each other on the matters that, on the topics that matter to them the most. So our migration continues, right? In the next few years, we migrated a total of almost 160 sites that you can see in 2020 is really when we really ramped up our migration process. And how did we do that? I'll speak a little bit a little later on how we actually gained that velocity. And while we are actually migrating the sites, we were also, once the foundation was built on Drupal, we continue to implement these advanced features behind the scenes. You know, we have solar site search, later on turn into a federated search across sites. So if you search one site, you can search all, you know, 130 sites. We have custom themings that allow us to actually use the same platform to build out microsites. And in 2020, we refactor our entire CSS. That was fun. I couldn't even, I think it really took us more than a year. And, you know, of course, it was in the height of the pandemic as well. And we redid our entire design model and finally fully adopted a pattern lab for that. That was amazing. And which we really could feel that kind of benefit right now. It just makes every front-end development so much easier. And we also, well, the platform manages over 65 languages. And, you know, one of the things that we've refactored is, you know, how we handle translations. As I'm sure a lot of you know, translation is such a headache, especially when you have to manage 65 languages on the platform. How do you do that? One of the things that we did in the last year was to decouple the site structure or page structures with translations with languages and actually creates a lot of flexibility for us. And that's a massive undertaking. Looking forward, we are incorporating more advanced features, you know, for our users. I'm talking about CMS users. We're integrating our digital asset management system as we speak right now, but also expanding our front-end storytelling capabilities. And these functionalities will also be given to all our platform users. I think it's important to sort of give you a concept of how we use Drupal at UNICEF. We have a lot of different platforms. Obviously, there are a lot of non-Drupal platforms. But on the Drupal side, we have four standardized code bases. And these code bases serve different functions, from communication publishing to data-oriented to community. And some of them are mentioned about fundraising. So we centralize these four standardized code bases driven by a Go repo. And these are what we call standardized code bases. They are also non-standardized Drupal code bases also. I mean, some of them, you know, power one-off applications, some of them powered, you know, sort of individual offices that have specific functionalities that they need. So we have a very colorful Drupal implementation. But in the last few years, what we're trying to do is to streamline and convert all these Drupal code bases into four centralized code bases by a central core team. So before we go into lessons learned from this process, I just want to take a moment to celebrate some outcomes. In the initial digital strategy, we set KPIs for reach and engagement and actions so that we can track the performance of the platform and the provided framework to improve it. So now that it's fully built out and it's in full stride, working, you know, traffic to UNICEF.org globally and engagement has grown exponentially compared to where we started in 2015. So to give a few examples, in 2021, UNICEF surpassed 130 million supporters worldwide visiting the dot work and had 400 million engagements across Facebook, Twitter, and Instagram. This is more than double the original goal of engaging 50 million people a year through the website. The organic searches account for more than 50% of the traffic globally and it really just demonstrates the value of an audience focused content strategy and the investments that UNICEF has also made in SEO. In 2020, UNICEF pages appeared in Google search over 1.7 billion times and Q2 of 2021 UNICEF.org was the second most viewed domain in the US for traffic coming from Facebook. And that's ahead of the CDC and media brands like NBC and CNN and other major platforms like TikTok and Spotify. So just a couple of data points just to demonstrate that the publication engine is really working in terms of engaging the audience and getting people to participate. Measuring KPIs for actions is a little trickier because of the decentralized structure and so every country office owns their data and may share it in different ways or may have it in different states of cleanliness. But there's some good sort of anecdotal evidence that that is also performing really well. So for example, in the US in 2019, traffic coming from.org to the US fundraising website would convert at 11.6% and that raised to 20% in 2020 and then 28% in 2021. So nice trend line going up for people giving after initiating a journey on the.org site. So this is really fantastic and just the idea that UNICEF started in 2015 with no Drupal capability, no team, no governance, no content strategy and was able to in a six year period build out all this capacity and run it to this impact is like kind of mind blowing to me. So congratulations for that and we're really excited at Blue State to see that this foundation is solid and that allows us to continue our relationship with UNICEF in more strategic directions. They don't need help keeping the lights on and keeping this running and so our work now is focused on sort of the strategic you know what's out there and where can we go for. So we're looking at building digital capabilities in countries where it's low, identifying opportunities for more fundraising and piloting new products to achieve those goals. So we really had nothing like we really have nothing in 2014, 2015 and now we have almost everything. But I think most importantly is what we have learned. I told you earlier that we have zero capabilities. We had web developers, web designers and that's pretty much it. But in order for us to succeed, it was so important to really build out a product team. And first of all, like to me that is the biggest transformation, one of the many biggest transformation that we actually had is to be able to build out a product team. We started with a team you know between business and technology, maybe I don't know 10 people less than 10 people to right now it's almost like 30 people across business and technology which is phenomenal. And you know the new platform team really serves across business and technical functions from operating the daily operations of the website itself to creating content and to all the scrums and all the retrospective to UX to design to product management writing stories and grooming. It is just a phenomenal experience to build it. And how do we build that? How do we build that capabilities? It's, if I have to look back the most important thing over time is really to socialize the idea that this is a product. In an organization that only sees sort of individual roles but not sort of an overall function, it is really important for us to socialize the concept of product or a platform management to the organization so they really see what is needed and not just a web developer or web designer. And you know we manage over 65 languages on a platform and in our triple instance it's I mean if you want to count I think this is not 65 like I think I'm missing someone and I have trouble like finding all of them. We manage five of the official UN languages at the flagship.org site, English, French, Spanish, Arabic and Chinese. I mean it's a lot of work, it's very complex. And as I mentioned earlier there were also refactoring in the last few years on how we actually manage translations. If you manage translations you know it's an art and I really appreciate the product team and also the development team to handle all of that. And aside from the five official languages you know all the national languages are managed at the local level right. We have 130 sites, we have countries that are managing their own sites probably with their specific national language. And you know for instance like on the India site there are actually 13 languages right now and but if you see the language toggles there are only two but the entire site in Drupal has 13 languages. The local teams really need to validate and oversee their translations of their national language starting from the the strings in the UX and the UI. There are language specific styles, there are language specific fonts, there's the local types that they need to manage, they have to participate and validate that. And it is only possible that at the local level it is resource to support all these languages. We really take a decentralized approach managing these languages. Right now we're using PO Editor to manage strings and so you know offices who manage the national language will manage their localized strings in the in in PO Editor and then we just you know we just plug that into Drupal but we're working into because sort of integrating that workflow into Drupal. So in addition to PO Editor and this just gives you a quick glimpse of some of the additional tools to manage the product and you know I'm not going to speak into any depth but if you have any questions feel free to ask me in the Q&A and I hope I can answer that. And I want to really spend a little more time talk about our rollout process because I think this is you know one of the hardest thing to do is to get more than 130 offices to get on board on Drupal and to launch all of their sites and more. So how do we do that? So we implement what we call a pilot approach so but let me take a step back to explain a little bit organizational structure. We have set we operate in seven regions right and roughly divided you know the country office into seven groupings and in each of the region there is a regional office to provide some sort of a support to to the countries within that region. So we started with a pilot process involving each of the region to participate maybe two to three offices within a region and so the math is probably 20 21 offices in the pilot process. Now why was that important? That was important because they help us to validate the MPP they were the guinea pigs and they you know at that point in the first year of our product rollout I mean of course it was buggy it was it was awful to use these crashes often but with the pilot offices they were also the the first branch of the users they help us validate the MPP they help us identify the bugs so we were able to do that but most importantly they became super users. So when we did the wider rollout it was a in-person rollout training extravaganza really so we went into each of the region and we would have 40 participants for all the offices in that region to learn how to use Drupal in a week and in that session that was pretty much the height of the transformation process it was just so incredible we taught them how to use Drupal we taught them how to write content we taught them about SEO metrics and governance design everything in a week but at that moment the pilot offices were also able to help us to be super users to support all the colleagues that are learning the new product. Also they already had their pilot sites launch so we actually have working samples to show them and they will also be able to help us with the language language to help us with the language in the region. So it was a really successful approach and remember in the graph earlier in 2020 we had this velocity of launching 70 some sites in a year it's because of that when they when participants came to the in-person training sessions they don't just use Larm Ipsum they don't just use dummy text or dummy pictures to learn how to use the platform they actually bring in actual content that we helped them to prepare before so they bring in actual press releases actual articles and an imagery they're ready to learn with the materials that will go on to the final site. A lot of them actually finished the site by the end of the week credits to them and some of them you know left the training session went back to the office and finished the site in you know a month or two so we found that rollout process extremely successful and right now we have almost 700 CMS users on Drupal globally it was a lot of users and and the challenge is that there's also a very high turnover of content editors and site builders so we have to constantly keep up with the with our training so we have our user guide we have videos we have case studies with training materials for each of the product release we have a webinar to showcase and to explain what are the new features in this release and what are the things you should know and what do you have to do but also to highlight some of the past pain points so we find that sort of regular touch base with our users extremely extremely useful we also have e-course and and and training environment for them to of course like you know practice before giving them keys to the prod environment you know but most importantly we have a Drupal user group internally so we're using Yammer we're Microsoft shop and we have we have Yammer internally as a forum for all the Drupal users to kind of help each other ask questions and share experiences and we found that worked out really really well I want to speak a little bit about governance as I mentioned before we embarked on the digital transformation process we had zero digital governance and I was really glad that before we get on to talking with you guys figuring out the web strategy figuring out the technology we implemented digital governance in the first year and that is key I think it really is a prerequisite for a successful transformation as I mentioned we have a very distributed organization we have over 500 communication staff and it is important for governance to exist because we need to have a set of shared standard and and and guidance for everybody to do the job right it's also making it easier for them to do so that they don't have to kind of you know figure it out themselves and also in enlarged organizations we really use digital governance as a relationship building mechanism to establish the relationship with our offices around the world and now before then we had sites all over different technology our brand was suffering and of course we have a lot of security issues and now we're in a much better place we're in a much better place in terms of branding we have consistent brand we have a a standardized framework using Drupal as a platform but yet each of the offices also have their flexibility to express themselves like you know so one of the things that I I find extremely gratifying is to when it's when I look across all the sites all 130 sites on the platform it's the same ish template but every sites have their own personality you know also it goes into each of the country's culture operational styles and it's just really fascinating to see how much flexibility they have in a centralized platform and but there are two essential things and I would I would call out for a successful digital governance and number one is that your digital governance if you have not if you don't have a digital governance or if you go into embark on established digital governance is that it must have executive level buy-in without top level buy-in you're not you're not going to succeed you're not going to succeed so it's really important that digital governance it comes from the top and secondly it has to be a fit for purpose governance and it's a fit for purpose for the organizational culture whatever your organizational culture is your governance needs to go with that we have a decentralized organizational culture and each of the offices like to have some sort of independence and flexibility so our organizational culture sorry so our digital governance really work with our organizational culture and close out just to talk a bit about the impact of this work across the un so the success of UNICEF's transformation has inspired other UN agencies to go on a similar journey to transition from legacy technologies to Drupal and invariably UNICEF you know is asked to share you know their experiences and best practices in a you know sort of collaborative you know lifting up everyone and and you know getting the benefits of being the trailblazer spreading the benefits of being a trailblazer so there's several ways that you know that this knowledge has been shared against across the group that we see here the UNHCR is the refugee agency UNDP member of which is here today is is another beneficiary of this the UNESCO and then Bluestate is working with the ILO the international labor organization and OHHR which is the human rights agency on Drupal transformations right now so yesterday we spoke about the taxonomy aspects of the migration for OHHR with my colleague Michelle here anyone who's interested in that aspect of work please you know reach out afterwards and you know this is just a a really gratifying area to work in because you know we're seeing the benefit of sort of the open source ethos spread and you know then you know this is something that you know we first are working on 2015 but we are constantly encountering people and colleagues that are referencing this work you know from six years back as we as we have touch points with other organizations which is really great to see so with that we'll close out and invite questions okay so that I'll try to repeat that like the question is like as a centralized team overseeing the does the centralized team oversee the web editing of all the content across the sites in an ideal world yes no we don't because we it's it's it's limitation of resources right so I mean what is the how much because at the actually it's important to mention that because that they at the headquarters level not only that we manage the platform but we also have to produce content on our flagship sites so on the on the main UNICEF.org so our content team really focusing on creating content on the UNICEF.org main site so we don't have additional resources to oversee you know all the content across the board but like I said we also have a decentralized organizational culture it doesn't work so if we have a centralized team to oversee all the content on 130 sites then it wouldn't fit with our organizational culture so the question is when we migrate 130 sites did we create the content from scratch or did we migrate all the content so we uh I forgot the number Sam what was how many do you remember how many pages we have like it was a mind-boggling number yeah I don't even know um and I've totally blocked out that memory uh we had so many like we have probably like 15 20 15 years of web pages in quotes um on the platform at that point when we started migration we couldn't really first of all it's a lot so we didn't do the migration but secondly most importantly is that we have a brand new content strategy so we couldn't just migrate content well we could migrate some press releases because they are they are very standard content type but for the majority of the content we really couldn't migrate so we really took that opportunity to start afresh so we decided that uh with a new content strategy we are going to rebuild everything from the ground up with a new content strategy and and layout and everything we did some uh man automatic migration on only two three years of press releases and we archived the rest because it was not worth our time to do that please please right so uh for evergreen content um there are two types of evergreen content one is publication so you know at the at the ui we do a lot of publications and um you know most of the publications were in pdf and but um yeah sure we migrate the pdfs you know onto the new platform but also uh there's also a um there was also a a layer on top of it right there is also a new content strategy on how to present the pdf rather than just having a link so that part didn't exist before so we also have to recreate that but secondly a lot of our evergreen content like you know top line like what do we do what what what how what is our work in education all that other stuff we've written everything because we have a brand new content strategy to say how we should be doing that now so we pretty much other than the press releases for three three years press releases everything was written from the ground up thank you uh well the question is like how do we uh uh keep the momentum going right like because it was a long process and how do we keep people um uh continue to have buy-in it was very hard it was it was well you know it was slow it was slow uh process because we we had some mistake at the beginning um and you know with technology and as i mentioned we were like on d8 and it was like you know the you know the the partner that we were working on was like not they really didn't know what they were doing and so they they built you know they built a site with with d7 approach so it was it was a mess so we wasted a lot of time it was awful and you know it it was really really hard to maintain the momentum when everybody was already waiting five years before then before we started the journey they needed a new platform so you're telling them that you'd have to wait for a few few more years um and there were a few things that we did and i think that there were a few things that we could have done better um and you know i think relationship was really really important in large organization like ourselves i wish at the time that we would have gone down we have we have done more roadshow we would have done more roadshow to meet with different stakeholders across the world um and to really explain to them what the process was like and i think that would have helped we didn't have the luxury to do that at that moment um and the other thing was really important to us was just a lot of a lot of a lot of communication to me communication internal communications is about repeating your messages over and over again you write the same thing in 10 different ways and just bombard people with their messages so that they know you're working so that they know that you hear them we have a lot of web minors we have a lot of uh sort of qna sessions we have a lot of different newsletter we have a SharePoint site we have so many communication products to document the transformation process to keep people in the loop but it was still hard it was still hard people sort of lost faith at the end and uh but as soon as they start to see some pilot sites coming out and they just could not wait to get on that was the next question if i try to paraphrase a little bit so with uh with so many sites on on on board you know how do you maintain uh sort of this uh the change request and consistencies um it's uh you know it's two folds right one thing is that we try to build a platform with flexibility in mind because of the component base um so sure you you are limited by the look and feel but you can build whatever things like you can build a three page site or 300 page sites and you know with long scrolls on every page if you want because of the component base approach so we gave offices a lot of flexibility within the limited system because all we care is that you have a header and footer and follow the content strategy so it's kind of like a loose set of guidelines right and so they have a lot of flexibility in it now at the same time of course there are always edge cases there are a lot of like requests so our platform you know with the last five years or so has really gone into this massive massive product and and I hear um you know my fear is that oh my god it's getting so big that we can't manage it um so you know we there were a couple of ways that we do that one is using a lot of like third party solutions so that we don't build the solutions ourselves so we we try to use a lot of embeds you know so that you know we can extend off like you know we can really focus our effort on core secondly is is to have governance and that's why we have the governance in place so the governance is put in place so that we have the last say of what goes into the platform or not you know now I'm not gonna say it's all perfect there's a lot of battle going on back and forth but it's but because we are the custodian of the platform because of the authority that is being given to us by governance we were able to say that so and that's why I think it is so important to to start the transformation process with a very strong fit for purpose governance otherwise if I didn't have it then like my platform will be like you know all over the place right so I think that that's that's that's how we handle that so I think that's it well thanks for everyone for coming and feel free to reach out if you have any questions other questions