 I'm Hayes Williams, I'm happier here. I wanted to let you know the first thing I was instructed to do was let you know that if I say something really wackadoodle up here, the company does not have my back. So I just want you collectively to know that. I will begin by telling you kind of what the whole point of what I'm gonna talk to you about just so that you can have the choice, right? So I have found and I believe that gamers and YouTubers effectively use video to convey their messages, to convey their energy and their experiences. And I think that while we use video kind of a training in a kind of limited capacity in corporate America now, I think it's time to start bringing that more into our data management, our data governance programs to sort of use it as another mechanism in addition to the meetings, in addition to the training, in addition to everything you kind of already do, also use video to enrich the communication, to enrich the engagement. So that's the whole point. So if you get the point and you're comfortable, you're welcome to kind of be free and find another one. If you wanna stay with me, I wanna tell you a little bit about me, my role in my company, what problem I'm trying to solve, a little bit about the origin to what I just said. And I'm a big believer in kind of in addition to meetings as I was saying, asynchronous methods, the kind of out of time band, the stuff where you're not face to face to augment the face to face. Legal and privacy, whenever you talk about video has to come in, I'll mention it, you know, spend a few moments about it. I wanna talk about the difficulty of some of this, has come way down. I wanna talk about how you can do it, create a video, distribute a video, consume a video, other methods of kind of out of band communications things, which I think really help. And then I do have some examples, excuse me, talk a few what this might evolve into in five, 10 years, whatever it happens to be. And I do have a couple of examples if we get to it, depending on the timing. So I'm Hayes Williams, as I said, I spent a lot of time in consulting. Most of the themes that I've had end up to be data related and research and development, farm R&D. I started sort of the focused role in data governance at Celgene. BMS ended up buying Celgene, which kind of interrupted the plans we had put down. And then Daichi Sankyo, a Japanese company, pulled me out of the LinkedIn sea. I have been at Daichi Sankyo about a year and a half a lot of that has been, you know, startup. You hear this term, army of one. Like right now, I think Daichi Sankyo knows they need to do more with data governance in general. They need to learn and kind of understand where they want to go with it. And that's what I've been helping start up. I did take the liberty of putting the reference to the certification up, simply because there's only about, you know, this room will go, oh, most of the rest of the places in the world will go, what is that? So I just want to take the opportunity to get it to put it out there. This is the set of bullet points. I use the drive for my job description and I don't want you necessarily to read them as much as see that the first bullet point is what you would expect. Create a data governance program, manage it, kind of manage data as an asset for the organization. Exactly what you kind of expect from the title and role. The other four bullets that are at the top of my list all really revolve around education, advocating, change management. How do you get people to understand what you're asking and kind of do something new, something different. Take a different position, a different understanding. So in a certain sense, 80% of my role is really education, communication, training and by this metric, 20% of my role is kind of doing what you would expect me to do. So a lot of what I think about is how can I engage the group, the stakeholders that I'm interested in in some way that will get them to listen. That's kind of the genesis to what I'm after. Every consulting company in this hall and in the subsequent halls have their own capability maps. You almost certainly have your own capability map. I couldn't use the capability maps that I'd used for many years of the consulting world, just intellectual property law, thing like that. So I spent some time trying to put together what I thought the key pieces were. And I think I won't spend much time with this because I've seen variations of a theme across the way. But the key thing, besides being business led, having an organization that makes choices or decisions around data, having data capabilities that support it, guidelines, data sharing, standards, policies and betting with the organization is people. Every capability map has a discussion about people and whether that's training, communications. I'm missing one. But that kind of engagement to get people to change, to do, to the point of view and to the actions you want. Oop, wrong squadron. There we go. Daichi Sankyo is a big company. It's 16,000 people worldwide, 20 countries. So, and it's been around for like a hundred years. So it is a big company. You may or may not have heard of it. I completely understand that, but it's quite large. It is, however, small in the sense that they've recently moved into the oncology system. They've moved into the space. And maybe the last four or five years, they've been building up what we believe is a very successful pipeline in oncology. And in doing that, they've had to create a lot of the core capabilities. A lot of the change in this organization has been tremendous. New drugs, new capabilities, new people, new org structures, just a lot of change in the organization that they're managing through right this moment. And I'll tell you that I have worked for multinationals for most of my professional career, and I bet most of you have worked with multinationals for most of your career. But I haven't worked in a Japan-led company where the time difference is 13 hours. It's 14 hours now with daylight savings time, but that creates some problems, right? Essentially, every meeting I have to align with Japanese colleagues occurs between 7 a.m. and 9 a.m. and 7 p.m. and 10 p.m. and equivalent hours for them. And essentially, every meeting is inconvenient for everybody on the phone. It's just a hard way to do. And it is not negotiable to not have these meetings. You have to align with your Japan colleagues. There's no way around it. So the whole thing I've been kind of thinking about is can we at least record what ends up happening is you spend 40 minutes or 45 minutes in a meeting describing what you think this group should do. We propose that we do A, B, C. Here's the things that go into that. Here's what I think you should do. Here's what I think I should do. And you spend 15 minutes at the end of it talking about do you agree with that, aligning on it, reaching consensus. And that's sort of the wrong proportion, if you will. You have to get your point across. You have to spend your time kind of getting alignment. But I would rather, especially for the global meetings, to make it more about conversation than presentation. So if you put some of the meeting materials, like the PowerPoint with the video beforehand so they can see it during their normal business hours, then you can spend more time talking about the ideas and reaching alignment. Because if you don't do that, the first thing you do after the 15 minutes for the conversation is schedule another meeting to finish the conversation. So that's kind of my problem. Like this is where I started doing what I'm talking about doing here. But it might not necessarily be your problem. So I have a different question for you. What do you believe your biggest constraint, your biggest blocker in starting up, managing your data governance, data quality, they're all the same, your program? Just, we'll see if we, I mean, we've had a lot of it. So give me some ideas. What do you think the biggest blocker is? Go. Do that kind of understanding of what it is or what someone in a certain role has to do. It takes burping up for someone to say, oh, this is what I really need to do on the test. Lack of understanding, excellent. You didn't follow my trap. Any other answers? People. People, also a good answer. The one I was hoping someone would say is money. Yes, exactly. I believe those are all good answers. I believe money is an important constraint, but I don't think it's the biggest blocker. I would suggest to you that the biggest blocker is attention. The thing about we as a group think about data, data quality, data governance. We think about this as our day jobs. This is what we do. But the people whose behavior we want to change have a day job themselves. They spend most of their time thinking about whatever business process that they have or what they're doing. And you have to kind of work with that. You are always fighting for their attention. Oops. So I'm gonna go and make a quick detour. My son's a gamer and he's sort of listening to him kind of watching what he did. Another fun thing. Who knows who Ninja is? One, two, right? Exactly. So he started playing Fortnite and streaming and he, first he plays, then he takes clips of his best moments and puts them on YouTube. So that people can come afterwards if they missed his original stream or if they want to see the highlight reel, for example. And then people watch. He makes a lot of money. That's not actually my point, but it is an interesting statement. So if you want to be entertained with that. The thing that I want you guys to think about is they feel his energy and they make a connection with him. And they rewatch the clips that they missed or they rewatch segment that said he's missed. And I'd ask you, you know, why is that relevant? I believe and I will propose to you that in their videos and live streams, gamers transfer their energy and passion for the game to you as you watch. They demonstrate their learnings, their learnings and their strategy around how to work with the game and their advanced strategy. They have evergreen content. So new members, new people who are coming in have some place to go to kind of learn more about their game. And they have the content available. They have the content available to the watcher when the watcher is ready to consume it instead of when you're ready to give it. And I really, I mean, all those bullet points to me feel relevant to our day jobs. We want to transfer, we want people to believe what we believe and do what we're asking them to do. And I believe this is one way to go after it. It is super common in the business world right this moment to say send me the deck. So this, what I'm proposing to you has to be better than sending the deck. I can put the deck in the email with no problem. People understand what to do with that. They flip through it and they go. I would suggest to you that making a video in addition to the deck, reviewing the material for the people who you're trying to reach adds a couple of things. It adds you for starters, right? To your passion, your energy, your interest. It adds context. When we go through a PowerPoint like this, right? I add stories, overview, color, color commentary if you will. I add a lot of extra information and I have the ability to focus the listener's attention on the points that I'm most interested in. When people flip through the deck, they get a sense of the material, but I would suggest to you they don't engage with the material like you want them to. They just look at it and they say, yeah, yeah, I got it. Yeah, it's fine, I got it. And then you go in and you end up repeating the material in the PowerPoint anyway. If you have this kind of mechanism to go through and help them understand and focus on the points you're interested in, add the stories and add the interest. I think it's a more effective way of engaging without really doing the face-to-face thing. Just a much richer communication method. So, I don't believe this should be everywhere in the organization. You shouldn't do everything with video. I think at least from my perspective and my use cases, what I'm trying to target is overview or kickoff materials, like those long presentations to set the stage. Long presentations like I was saying a few slides ago to sort of help present the idea, present the argument, present the detail so that you can have a conversation later. Status meetings or similar regular update type meetings. And I have to tell you, if I can help kill status meetings, I will consider myself helping humanity. So that's certainly something I believe would be good for our culture. Summaries of meeting outcomes. You get 40 people in a meeting. You really only need 15, but the balance of people should be informed of the outcome. That's fine, but they don't need to sit in the meeting. That's kind of the use cases. An extra material which might not be central to the decision-making process but useful to the audience. And future materials, that kind of use case, that kind of ideas where I'm going after. I will say, I am blowing through this just because the clock is ticking at me, but if there are questions, comments, please, no problem any time. So you can have this conversation without talking about legal and privacy. Every, I suspect, every one of your business standards, corporate culture somewhere has a statement similar to this in your code of business practices, whatever you happen to name that. Essentially, the intent to it is very simple. Don't just record meetings, especially where people are talking and forming opinions. And in fairness to the lawyers and in fairness to the people who wrote those policies, that's a good idea. You don't want to inhibit people from having open conversations. People form opinions, they have to knock them up against each other and it presents some pretty large risk of if that video was put into the field, of it being misinterpreted, misrepresented because people haven't had a chance to think through the material themselves yet. That's what the meeting is for. I don't think that's the end. Like right now, I think most of the comments around video are written in a very binary fashion. They really look at the worst case and then write the policies towards the worst case. And what I'd suggest to you is that we need a bit more of a nuanced strategy around video to enable these kind of use cases. And not a lawyer, not really telling this is what it has to be, but I think it would sound something like first saying, you know what, you're right. Don't record meetings without consent. That one stays, no doubt about it. Another one would be, you know, videos are documents. So they have to obey all the same rules and regulations that are documents currently obey, like retention schedules, like it has to be in a repository that is controlled by the company where the access is controlled and all the other rules are obeyed. If you want to see your legal department throw up a little in their mouth, tell them you're using YouTube, right? That'll be like four seconds before they come after you if you do that. So it has to obey all of the rules and regulations that any document in your company already obeys. And I think at the end, you have to be able to say, here's what's okay to do with video. The kind of use cases I was suggesting to go record the portion of your presentation that's gonna take 35 minutes, let people look at it in advance. To record the status meetings so that you don't have to get 30 people on the phone, each person gives an update and then there's this awkward silence between every person when people ask for questions and nothing happens, right? To get those kind of things gone from the corporate environment. I didn't lead into that one, but one of the things I had, as I started to think about this for my own use, the effort to do this has dropped tremendously. And if you wanna make a video, all you need is PowerPoint. And this one, I don't know, maybe you knew it, I didn't know it. If you go in and add the recording bar in PowerPoint, you can make a video right off your webcam, you can write it to your computer, just as simple as can be. PowerPoint is sufficient to make a video like I'm talking about. I did do a, so I, as I was looking at what was available, a pharma company has a locked desktop on purpose, right? Because you need to control the network access and all that kind of thing. So I wanted, I look for these two conditions. What is a $0 cost to create a video? And what do I have available on my laptop now? I found five more things, including just the simple record, use whatever, we use MS Teams as an example, but maybe you use Zoom or Webex or whatever, you can just record straight off of that. So there are, in truth, once you start looking at the, looking at the, what you have on your desktop and what's available quickly, there's no shortage of tools. You just have to figure out what works best in your environment, because I guarantee you it's different between my environment and your environment, but I also guarantee you that there will be a lot of options once you start looking at it and start asking the question, what can I do? The last one is really kind of, I don't know, I mentioned it just because I thought it was so, interesting. The gamers use a very specific type of software. There's two flavors of it, frankly, but the point to the software is a very detailed way to manage your desktop. You can put, you know, you can put a title bar, you can put a background, you can put your face in one spot at as big as you want. You can do the, you can buy $50, pay $50 to get a green screen and make your floating head kind of effect, all that kind of stuff. It's free, it's free because they want you to use the streaming service. We won't use a streaming service as such because it'll go into some kind of public domain, but using the record functionality gives you a very, very granular control on how you make your video, how you make your recording. And you can do a lot of very clever things like have interview two people on and things. I just, I don't know if I'm necessarily recommending it other than if you want to get crazy with this, it's a great tool to get crazy with. I mentioned how to edit the video just because people, Adobe Premiere is 80 times too complex for business users. It's not kind of worth the effort for what I think I'm advocating. What I'm really looking for are, clip off the ends, cut two pieces together, put a title page on and you're done. Like we in the business world don't have time or interest in making this a production. We want to communicate the idea, we want to make it look professional but it doesn't have to be much more than that. And there are also a lot of options for doing that. Now, with a locked desktop, you're gonna have to work some, this is, you will have to ask IT for help, I would imagine, to pick the right software to see what happens. But there's a lot of options out there to make it very simple. I have two things, I don't know. Distribution, some corporate cultures will have like a Vimeo or something where you can upload your video and it's globally available. We don't as of yet have that. So what I end up, you have to think about how the people are gonna receive it. In my case, if I put a video on a server in the US, the Japan folks aren't going to be able to see it. The EU people are gonna have a degraded performance. So in my specific case, what I end up doing is uploading a video to two or three places so that the people in their region can see it with some good performance. This may or may not be what you would have to do if you took a choice, started to embrace something like this. But you do have to think about it. You have to think about how are the people who are receiving the video, how are they gonna get at it and will it be sufficient, will it be a performance? It doesn't have to be perfect, like no one expects perfection, but it has to be good enough if you will. And I think this one for me, right? It sounds counter-intuitive because we all know how to watch a video, but in the business day, you schedule meetings, schedule meetings, schedule meetings, schedule meetings, you don't ever, right this moment, block a bit of time to watch your video, right? That doesn't happen and you kind of have to. There's, to make a method like this work, the culture has to be accustomed to the idea that this I'm gonna spend an hour in the day and I'm gonna keep it blocked off and I'm gonna catch up on the media and the information that's out there so that I can be prepared. It's sort of like meeting prep. It's like clear meeting prep time. And you need to enforce that so that you can more or less get the value out of going through the overhead of doing something like this. And notes, right? As people are watching the video, they're gonna have questions, comments, ideas themselves. You need to give them some way to record or add their thoughts to the video. Not necessarily to the video, to the notes around it. I think the killer reason why video makes good sense is because on the receiving end, you can play back at 1.5 speed or 1.8 speed much faster than in person. So if you're in a four-hour meeting and there's two hours worth of presentation in today's world and you get that two hours worth of presentation in advance, you can watch that 50% faster than you could if you were sitting in the meeting and you can skip around, right? You can move forward or move backwards. It gives you a lot more flexibility in understanding and getting through the content. And, you know, we have so much, if I could choose between an hour meeting, listening to a person like me and getting a video where I could watch that same content in 33% less time if I did my math right, right? There's a lot of power behind being able to get some of these concepts out faster and more easily. And you really don't lose anything. Really, the days where you sound like a chipmunk are long gone. So I encourage you to try it the next time you're watching your own video. So I really kind of shorted talking about survey and chat and microblogging and all the other kind of asynchronous communication styles. And I kind of shorted it because I think those are better known. Video is used in our environment, but it's used less than some of these other tools. But I think the whole message is in addition to the meeting, in addition to doing what we all do, schedule a meeting, you know, go over the materials, using all of these tools like a survey, like a microblog, like everything that can be done so that the listener can look at and think about that material in their own time when they're ready to talk about it, when they're ready to think about it, like that's really the goal. That's the, I think, the unique part of the approach is to help get your message out. And in today's world, not as many people are using those, not as many people are using those techniques as should be. So in our programs, if we use them, it'll be a little bit more distinctive, a little bit more engaging, and we'll be able to get some of the messages out into the world, and hopefully, you know, get more engagement and get the change we seek. Excuse me. So a lot of this, if I go like a couple of years into the future, right this moment, I think the effort to do what I'm talking about has dropped an order of magnitude in the past, you know, four or five years, whatever it happens to be, I think it's gonna drop another order of magnitude as we go, this becomes more pervasive. I think it's really still rapidly evolving, and you can kind of see that from all the different competitors in the market and all the different tools available, all that kind of thing, it's still an evolving pace. For me especially, talking to Japan colleagues, I think meetings can occur over time to a certain extent. I can say, hey, how are you doing? This is what I was thinking in my time zone, and then my colleague in Japan will watch that video and give a response and it'll be just like a conversation, but sort of separated by 12 or 14 hours, right? Just as easy, I mean, again, we're competing against email, but you have to, I would say as the effort drops, it will make good sense to be able to have this kind of conversation that extends over time instead of in place as much for relationship building, as much for kind of adding the body language and kind of the context to it. Certainly, we can't stuff anything more in email, like email is essentially dead. Meetings, I think the, I don't know if you've seen the kind of pair programming idea where one person is watching over the shoulder of the other as they code to try to solve a problem, create a bit of code. I wonder, it would be super interesting to have a person who's solving a problem in data quality or in data management on a kind of screen grab or a video, I think it would be helpful to other people to kind of get snippets of the effort they go into. What's the detail they go into? Where do they access? What do they think? Showing how they solve the problem, I think will help other people understand why this is hard. A lot of the reason why some of this is hard is because on the surface, it all sounds easy. You have to dig two or three levels before the issues start to appear and making that a little more visible, I think it's important. And training materials, as we begin to get a body of work around a project, around an event. I think having that will be a way to have new team members come up to speed in the sort of tribal culture. You know, what has happened? What's the history? Why is this like it is? I think that's another, as this becomes more prevalent, another way this will move out. So that's most of essentially the main points I wanted to make. I did try to leave a couple of moments for two things. I can, if you want, show a couple examples up to you. And of course, if there are any questions. So let's, go ahead. Have you looked into game of vacation, like creating games for this, to engage people? Yes, we have, it's like a separate thing, but putting them together is kind of where you are. But like, we're in the first step of all of that, right? But yeah, combining it is a great idea. Don't you spend just as much time creating this video editing and all that stuff, or you would have just done it in a meeting? How would the stuff support you? It depends, yes, but, right? So when I, it took me a couple of tries to kind of evolve this as I was going. If it's one or two other people in the meeting, right, then you're right. It's, you know, how the meeting be done, right? The meetings I have been kind of facilitating might be 15 or 20 people. So in that case, I'm using it as a technique to get me to stop talking and get them to understand my messaging and then let them spend time talking. So there are, it is not appropriate for all situations, but status meetings, but that example, a couple of, you know, five, 10 people where I'm spending a little bit more time, but I'm taking, you know, 15 times 30 minutes out of that meeting for the group. It's that kind of use case that I'm looking at. Yeah, you mentioned earlier on training, as well, very similar to what you were trying to do. Exactly. You just don't have a question about whether they can meet with them and people's questions. Exactly right. So this is just a, this is informal training, right? This is trying to, training that we see in the corporate world, people put, you know, 100 hours into every one hour of video that we see along with everything else. This is more like something more informal. We can do it now ourselves. We don't have to wait for the training group, but, you know, that's a good kind of informal training as kind of a good way to look at this. Can you show us some examples? I sure certainly can. Go ahead. I do formal training with videos, expecting people to watch them when it's better for them and just come to live sessions with them. And my experience is that they don't have time to watch the videos. You're 100% right. There's a flipped classroom. If you've seen that, it's an educational concept where they do solve the problems in the class and do the materials outside of class, but it is a culture change to ask people to watch the videos. Okay, let's flip over now like we're gonna do. All right, so I'm gonna give you four examples. I'm not gonna make you sit through more than enough to understand it. And I'm going to tell you kind of which technique in the ones that I had used. How am I doing? Seven minutes, cool. So this is a simple I won't, I won't pause it there. Pause, pause. There it is. So for this one, I simply recorded the meeting, right? So I did have the consent of the folks in the screen, right? So don't anybody go talk to my legal. So this one was as straightforward as it goes. Just get two people on any one of the common meeting of you and then your face appears and your content appears in what you're talking about from a share screen. So that's the simplest, most direct method. Teams live, we're at Microsoft shop. So I'm gonna show you this just to keep an idea. This was also super incredibly easy. So in the same deal, in this case, it's really built for a bigger use case for managing conference style, like bigger presentations, but it works perfectly to give my, you can see me, you can see my content, super easy to spin up and super easy to record and put down. In fact, Teams just did a rollout if you use Teams where they have this floating head approach right built into it. So this next thing I'll show you. So I have been experimenting with the gamer one. Okay, so you can see in the, using the Streamlabs, I won't try to solve that, using the Streamlabs, I did get myself a little green background and the software just edited out my background and I can be a little floating head down in the bottom of the PowerPoint and talk through the materials. So people see the materials, people see me react, super simple to do. Now this one took me a bit to kind of figure out and understand, but once I did it, right, then it's only, I didn't look for perfection. Like I'm not writing a script for the whole of it. I'm trying to be conscious about talking clearly, consistently, I take one or two tries at it and I call it good enough, right? I'm not trying to be an Academy Award winner here, I'm just trying to be good enough to convey the idea. So that one, just I really thought that was a clever tool and I think the floating head really got a good reception and I'll tell you, it drew people in, right? So other people weren't doing it, it gave me the opportunity to be a little bit different and then they watched the message which was the whole point of the exercise. And the last one, there are a number of very simple programs, this one's Doodly and this one I didn't do myself, a lady was helping me do it, but essentially very short one to two minute video, teaser trailer, it is no more than an attention grabber to be able to get people to go to the site and go to the place I want them to to start to think about that. It's Doodly if you're interested. So those are the couple examples along the spectrum of the tools I showed you, now I'm good with that. That's all I got, questions, comments? Do you have a, have you come up with like a time frame on the video, like how long is too long for a video? 15 minutes, I've done 23, 30, gone back and forth. People, 15 minutes, then even though they'll sit in the meeting for an hour, 15 minutes and preferably two, three, four minutes. I've been doing them at three minute lengths and calling them data bites. And then now just little one topic, little videos. It's been good. I think that's the way to do it. I think you're absolutely right. Like I was looking to replace meetings, but I think that's absolutely the right way to do it. Like short attention span theater, right? You just really, you want to get the message and move on, message and move on. If you do 50 small bites versus one it's better received. But one five, 15 minutes seems to be people stop. Thank you very much. I appreciate it.