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From YouTube: CIO Speaker Series - Eric Johnson, CIO at SurveyMonkey
Description
Second CIO Speaker Series with Eric Johnson from SurveyMonkey, talking about Business Engagement
A
Hey
everybody
welcome.
Thank
you
so
much
for
joining
today.
I'm
very
excited.
We've
got
our
second
guest
speaker
in
our
cio
speaker.
Series.
Eric
johnson
is
joining
us
from
surveymonkey
he's
the
sap
cio
over
there,
and
today's
topic
is
going
to
be
around
business
engagement.
So
we're
really
looking
forward
to
digging
in
a
little
bit
and
getting
a
sense
of
of
how
eric
does
this
some
introductions
eric
is,
I
believe,
a
four-time
cio.
A
At
this
point
he
and
I
have
worked
together
in
the
past
and
we've
been
in
the
same
circles
for
a
long
time.
So
previously
he
was
a
cio
over
informatica
and
then
a
docusign.
That's
where
we
work
together
over
at
talland
and
now
he's
at
surveymonkey
and
some
other
things
about
eric.
He
loves
to
do
international
travel.
A
C
A
So
the
way
we
do
meetings
here
at
gitlab
is
we.
You
know
we.
We
really
are
about
discussions
and
not
doing
a
bunch
of
powerpoint
slides
and
not
sharing
our
desktop
too
much,
because
it's
really
one
with
that
intimate,
feel
of
and
getting
a
sense
of
just
an
overall
conversation
as
opposed
to
powerpoint
powerpoint
death.
As
I
say
so
today.
I
thought
I'd
start
off
with
the
first
three
questions.
A
Then
we're
going
to
open
up
to
the
group,
but
in
the
spirit
of
business
engagement
and
I've,
seen
you
in
action
over
the
years,
but
I
think
it
would
be
good
just
overall
for
you
to
give
us
kind
of
a
sense
of
you
know
your
general
approach
as
a
technology
executive
around
engaging
with
the
business,
especially
when
you,
when
you
first
come
on
board
and
you're
and
you're,
trying
to
get
a
feel
for
how
you
can
add
value.
So
just
maybe
give
us
an
overview
of
that.
C
Yeah,
you
know,
as
you
mentioned
earlier,
you
know
doing
this.
I
don't
know
four
four
times
now
as
a
cio,
I
think
one
of
the
one
of
the
first
things
you
really
do
need
to
do
is
is
sit
down
and
start
asking
some
questions.
I
I
think
that's
many
many.
It
professionals
and
executives
sometimes
jump
right
in
and
and
think
that,
maybe
they
or
maybe
even
assume
they
understand
how
the
engagement
should
work.
C
C
I
feel
that
it
needs
to
have
a
seat
at
the
table
and
and
and
needs
to
act
as
a
as
a
part
of
the
business
and
be
a
partner
in
the
business,
but
not
a
ticket-taking
organization
and
and
having
this
sort
of
customer
vendor
relationship.
I
I
don't
buy
into
that
premise,
and
so
I
think
the
first
thing
to
be
a
partner.
You
need
to
step
in
and
start
asking
some
questions
around:
hey,
what's
important
to
that
line
of
business.
What
what
is?
What
are
the
goals
that
they
have?
C
How
are
they
related
to
the
overall
company
strategy
and
then
start
to
sit
down
and
find
areas
where
there's
some
common
ground
areas
where
you
feel
that,
as
an
executive
and
a
partner
with
that
area
of
the
business
you
you
can
you
can
start
to
formulate
a
plan,
a
roadmap
of
what
you're
going
to
accomplish
together.
So
I
think
really
it's
about
understanding
kind
of
what
those
goals
are
for
the
business.
I
think
that's
the
very
first
step
you
have
to
take
and
from
there
you
can
start
to
build
a
program
around.
C
You
know
how
you
engage
day-to-day,
to
try
and
drive
those
specific
initiatives
and
those
and
those
objectives
forward.
How
you
measure
success.
So
then
you
get
into
more
the
operational
part
of
the
process,
but
I
think
until
you
really
sit
down
and
have
that
conversation,
I
think
that
you're
going
to
struggle
to
be
a
really
good
partner.
A
I,
like
the
idea,
definitely
of
you
know
I
you
and
I
both
believe
in
the
it's
a
partnership.
It's
not
a
customer
relationship
that
doesn't
mean
that
you
don't
have
really
good
customer
service,
like
you
would
expect
from
everyone
else,
but
it
is
first
starts
with
a
partnership,
so
that
resonates
really
strongly
with
me.
So
I
want
to
take
it
a
little
step
further.
So
that's
the
beginning
stages
of
that
business,
engagement
and
now
you've
kind
of
talked
to
the
business
and
you're
finding
common
ground
you're.
Creating
a
road
map.
B
C
I
see
some
familiar
faces
on
here.
They've
experienced
some
of
these
things
with
me:
rob
parker.
How
are
you
buddy
good
to
see
you,
and
so
I
I
I
think
the
first
thing
is
really.
You
have
to
establish
some
credibility
right.
I
think
many.
It
folks
want
to
go
into
the
conversation
talking
about
bits
and
bytes
and
technical
features
that
that
tends
not
to
be
the
best
approach.
In
my
experience
in
building
out
that
business
engagement
in
that
business
partnership,
it's
it's
having
conversations
in
business
terms.
C
I
think
all
all
this
is
a
statement
that
I
think
is
important.
I
think
all
it
professionals
need
to
think
of
themselves
as
business
people
that
use
technology
as
a
way
to
get
solutions.
Delivered
problems
addressed
opportunities,
realized,
and
so
I
think,
if
we
all
sort
of
it
doesn't
matter,
I
don't
care
what
your
role
is.
If
you're
a
network
engineer,
how
are
you
doing
something
to
have
a
conversation
about
the
business
value
that
you
bring
to
the
conversation
or
business
challenges
or
business
opportunities
that
are
related
to
your
area?
C
And
so
I
I
think,
first
and
foremost,
you
have
to
start
to
have
that
engagement.
You
need
to
have
that
conversation
in
business
terms,
and
so
I
think
that
helps
build
credibility.
People
start
to
feel
that
you
understand
their
challenges.
They
you
understand
their
area
of
the
business.
You
understand
the
goals
that
they're
trying
to
achieve,
and
I
think
once
you
do
that
you
start
to
be
able
to
build
that
kind
of
common
trust
and
a
little
bit.
This
is
trust.
C
So
brian,
that's
the
first
one
I
think
getting
that
buy-in
is,
is
really
establishing
that
level
of
credibility.
That's
one,
I
think
where
it
sometimes
it
can
be
challenging
is
where
someone
has
an
agenda,
and
you
know
you
you
may
be
talking
to
them
and
getting
the
information
around
how
you
get
alignment.
C
So
I
think
where
I
have
seen
alignment
challenges
is
a
lot
of
times
where
there's
a
role
in
responsibility
battle
going
on
around
what
role
does
it
play
in
driving
that
road
map
and
what
what
the,
what
the
business
partner's
role
is,
and
sometimes
there's
a
little
bit
of
a
gray
area.
I
see
sometimes
that
there's
a
bit
of
a
conflict
there
and
I
found
myself
leaning
and
on
that
situation.
C
A
lot
of
it
is
saying:
okay,
let's,
let's
clearly
define
the
roles
and
responsibilities,
let's
make
sure
everyone's
on
the
same
page,
on
kind
of
what
I'm
going
to
do
and
what
you're
going
to
do
so
that
there's
we
we
erase
that
ambiguity
and
we
kind
of
lower
the
stress
level.
We
build
some
trust.
We
we
increase
our
transparency
of
what
we're
doing
and
that's
sort
of
where
I
found
people,
leaning
and
a
lot
of
times.
C
I
see
it
on
the
roles
and
responsibilities,
and
sometimes
it
can
also
be
conflict
in
priorities
where
people
want
everything
to
be
done,
and
so
they
start
to
push
back
saying.
Well,
if
you
won't,
do
it
all
at
the
same
time
that
I'm
not
unwilling
to
I'm
I'm
unwilling
to
align
with
you
and
engage
with
you
and
I
think,
there's
a
that's
a
separate.
You
know
separate
track
that
you
need
to
take
which
is
hey.
We
can't
do
everything
at
the
same
time.
C
It
doesn't
mean
we
won't
get
to
everything,
but
let's
prioritize
things
and
let's
establish
how
we
prioritize
things,
let's
just
the
way
that
I
tend
to
do.
It
is
what's
the
thing
that's
going
to
drive
the
most
business
value,
that's
a
great
conversation
and
it
forces
them
to
sort
of
take
a
step
back
and
say:
okay.
Well,
let
me
think
about
that
and
if
you
can
have
that
sort
of
a
dialogue,
I
think
you
can.
You
can
overcome
that
commitment
or
that
alignment
challenge
where
it's
based
on.
C
Maybe
they
have
a
lot
of
priorities
and
they
feel
like
they
can't
engage
unless
everything's
getting
done
at
the
same
time.
So
I
think
it's
this
process
of
of
building
that
building
that
trust,
but
also
having
some
hard
conversations
around
hey.
I'm
not
saying
no,
but
I
am
gonna.
I
am
gonna.
Ask
you
that
we
need
to
prioritize
because
not
everything
is
not
created.
Equal.
A
Is
it
kind
of
gets
back
to
the
you
know
what
needs
to
be
done
and
how
it
will
get
done,
and
I
know
that
our
function
lots
of
times
really
should
be.
You
know
how
we're
going
to
go
about
doing
it,
challenging.
Of
course
you
know
you
don't
want
to
just
say.
You
know,
agree
to
everything
that
you
know.
You
maybe
have
a
viewpoint
on
like
what
the
most
business
value
sort
of
initiative
is
going
to
provide
the
company.
C
Overall,
you
know
one
other
thing
to
add
to
that
too,
that
I
find
it's.
This
is
sort
of
a.
I
think
it's
a
process
of
evolution
too.
I
think
the
first
one
is
just
like.
I
talked
about
asking
questions,
understanding
what's
important.
I
think
the
second
part
of
that
is
establishing
a
operational
cadence
around
prioritization
and
and
making
sure
that
people
are
all
aligned
and
then
and
I'll.
Tell
you
one
of
the
key
things
in
all
this
folks
is
execution.
C
We
all
know
that,
but
things
happen,
but
I
think
being
really
transparent
about
that
and
being
really
really
clear
and
your
communications
on
where
things
are,
is
also
a
foundation
of
building
that
really
strong
engagement,
and
then
I
say
the
final
evolution
of
this
is
then
starting
to
get
into
how
you
measure
the
measure
the
results,
too
often
the
business
will
say
gosh.
This
is
such
a
big
priority.
You
have
to
do
it,
it's
going
to
change
the
world
and
you-
and
you
say,
okay
and
you
sort
of
structure
the
priorities.
C
My
my
next
response
to
that
is,
let's
measure
the
results
of
that.
If,
let's,
let's
clarify
like
the
value,
this
is
truly
driving
and
we
can
share
in
the
success
or
we
can
share
in
the
failure.
But
that's
another
thing.
I
think
many
times
it
doesn't
do
a
great
job
of
helping
to
measure
success
and
also
helping
to
maybe
sometimes
share
in
that
success
right.
C
And
I
think
that's
that's
kind
of
the-
I
think,
the
more
advanced
part
of
that
business
engagement
once
you
get
to
that
level.
You
have
a
lot
of
trust.
You
have
you
have
a
track
record
and
then
the
business
is
saying
yeah,
let's,
let's
actually
put
a
meter
on
whether
you
know
we
have
a
target
or
here-
and
we
have
a
target
of
over
here
and
when
we
hit
that
target.
Let's
celebrate
together
that
we
achieve
that.
I
think
that's
that's
kind
of
where
you
get
to
the
utopia
of
business
engagement.
A
A
I've
done
this
amazing
thing
and
so
lots
of
times
it's
sort
of
counterintuitive
to
maybe
market
yourself
a
little
bit
more,
and
I
think
that
it
is
something
that
we
as
an
industry,
actually
need
to
do
a
little
bit
better
job
at,
and
I
love
the
shared
successes
and,
and
also
you
know
the
shared
failures.
I
think
that's
those
are
spot-on.
A
This
really
is
a
good
segue
into
you
mentioned
some
other
things
about
being
transparent
and
maybe
a
misalignment
of
priorities
tell
me
a
little
bit
about
how
you
how
you
basically
say
no-
or
you
know
yes,
but
not
now,
and
those
can
tend
to
lead
to
some
of
the
more
challenging
conversations
around.
You
know
really
disagree
and
commit.
Give
us
a
sense
of
that,
and
you
know
if
you,
if
there's
any
anecdotes,
you
can
provide
or
maybe
some
stories
that
would
be
good.
C
Where
do
I
start?
It's
like
every
day,
I
I
learned
again.
This
is
this
is
when
I
say
this.
I
sound
like
someone.
That's
been
doing
this
a
long
time
because
I
have
been
doing
this
a
long
time,
but
I
think
I
think
what
what
I
found
a
long
time
ago
was,
you
know,
saying
being
being
the
office
of
no
is
not
where
you
want
to
be.
People
will
just
turn
off
the
engagement
stops.
C
People
will
go
around
you,
shadow
I.t
occurs,
and
so
it's
really
about
I
sort
of
put
my
consultative
hat
on
and
I
think
all
of
us
are
basically
consultants
really
we're
internal
concerns.
I
always
tell
my
staff
all
the
time
we're
internal
consultants,
someone
could
the
business
could
go
to
another
provider
theoretically
if
they
wanted
to.
So
it's
a
conversation
and
acting
as
a
in
a
consultative
way.
Someone
comes
to
you
with
a
a
need,
a
solution,
a
request,
a
problem.
C
I
always
stop
and
take
the
time
to
hear
it.
I
don't
dismiss
it,
I
don't
say
no,
I
won't
listen
to
it
letting
peop.
Sometimes
it's
just
letting
people
have
the
voice
and
the
conversation
and
then,
at
the
end
of
that
conversation,
I
start
asking
some
questions
in
a
very
consultative
sort
of
approach,
which
is
you
know,
what's
what's
the
timing
of
this?
How
critical
is
this?
C
Is
this
a
higher
priority
than
the
other
things
we're
working
on
with
you,
and
I
think
it's
super
important
to
have
that
with
each
of
your
business
partners,
like
we
sort
of
do
it
by
function?
It's
like
if
I
look
at
the
sales
roadmap.
We
have
a
list
of
above
and
below
the
line,
and
I
don't
take
credit
for
this.
This
was
something
that
folks
on
my
team
from
from
past
lives
to
develop,
which
is
above
and
below
the
red
line.
C
If
it's
above
the
red
line,
that
means
we're
working
on
it
and
we're
actively
engaged
with
dates.
If
it's
below
the
red
line,
it
means
it's
important,
but
it
just
hasn't
made
it
into
the
queue
to
get
worked
on,
and
so
I
will
ask
the
question:
is
it
above
or
below
the
red
line?
People
say:
well,
it's
above
the
red
line.
That's
like
no
problem!
So
what
what?
What
is
that?
C
What's
going
to
come
down
under
the
red
line
and
so
just
a
conversation
around
priorities,
because,
as
brian
said,
there's
only
I
unfortunately,
I've
never
found
the
company
that
has
unlimited
resources
and
money.
I'm
waiting
for
that
job
and
I
have
not
seen
it,
and
so
I
think
it's
a
matter
of
of
constantly
having
this
calibration
around
prioritization.
But
what
I
never
say
is
nope,
I
think
you're.
I
think
your
idea
is
ridiculous
or
it's
not.
It's
not
important,
because
you're
going
to
turn
people
off
real,
real,
quick.
I
get
a
lot
of
ideas.
C
Sometimes
it
don't
make
a
lot
of
sense
and
I
have
to
dig
into
them
a
little
bit
and
I
have
to
consult
a
little
bit
and
I
have
to
get
people
to
a
conclusion
so
where
they
go
yeah,
maybe
that's
not
a
high
priority,
but
so
I
think,
put
on
your
put
on
your
consultant
hat.
If
you,
if
you've
never
been
a
consultant
before
you
know,
learn
how
to
be
a
consultant.
If
you
want
to
be
a
really
good
it
professional.
C
If
you
have
a
consultative
approach
and
and
really
good
business
understanding,
you're
going
to
go
far
so
brian-
that's
what
I
would
say
in
that
have
I
had
tough
conversations
all
the
time,
all
the
time
and
examples
of
people
coming
to
me
and
they
want.
They
are
saying
this
has
to
get
done
and,
along
with
everything
else,
and
the
hard
conversations
usually
like
we
can
do
all
of
this,
but
it
requires
it
requires
more
money.
C
I
mean
there's
like
three
levers:
you
get
to
pull
right,
it's
like
you
can
you
can
things
can
go
a
little
bit
longer,
so
you
can
change
the
time.
The
timeline
you
can
throw
sort
of
dollars
into
it
or
you
can
reduce
the
scope
of
something
but
there's
not
too
many
other
variables.
You
can
play
with
it's
kind
of
a
simple
math
equation,
so
I
always
sort
of
use
that,
as
the
conversation
to
say,
I
can
do
a
lot
more
but
you're
going
to
have
to
you're
going
to
have
to.
C
Let
me
pull
one
of
these
levers,
which
of
those
would
you
like
me
to
pull
right
so
that
yeah,
the
tough
conversation?
I
think
it's
a
constant,
tough
conversation,
it's
not
just
not
just
at
my
level,
my
staff
every
day
are
having
to
deal
with
it,
probably
more
so
than
I
am,
and
so
folks
here
on
this
call.
You
know
on
the
front
lines
day
in
and
day
out,
managing
that
engagement.
C
You
know,
that's
those
are
the
kinds
of
conversations
that
you're
probably
having,
and
I
think
I
would
continue
to
say
you
know-
become
a
consultant
really
understand.
What's
going
on
and
hear
people
out,
because
sometimes
you
may
find
something
that
you
didn't
you
weren't
even
aware
of,
and
maybe
it
is
a
great
idea,
and
maybe
it
is
the
priority
that
should
should
be
brought
to
the
top.
A
Yeah,
I
think
I
I
love
that
answer.
It's
great.
I
think
that
it's
even
more
exacerbated
with
these
hyper
growth
companies,
tech
companies
that
we
tend
to
all
operate
in
at
least
we
have
for
a
while
collectively
and
there
are
trade-offs
every
day,
because,
ultimately
you
know
you
you
need
to
be
able
to
articulate.
You
know
why
the
investment
is
worth
it,
so
it
gets
back
to
that
shared
successes
or
even
shared
failures,
and
one
thing
I
love
about
git
lab
is
there
is
this
mindset
of
integration?
A
That
is,
you
know.
Hopefully
you
can
make
even
faster
decisions
around
what
what
we're
going
to
do,
what
we're
not
going
to
do.
I
love
that
so
we've
exhausted
the
20
minutes
of
of
the
introduction
of
me
asking
get
to
ask
a
couple
questions.
So
we
have
some
questions
already
listed
here.
The
way
it
works
here
at
gitlab
is
the
people
that
inputted
the
questions
we'll
verbalize
that
question
and
it'll
be
a
good
dialogue.
So
parle
is
first
parle.
Can
you
verbalize
your
question
for
eric.
D
C
Doing
with
that
from
a
customer
perspective,
so
we
are
doing
a
full
overhaul.
I
was
I
was
trained
in
in
business
intelligence
by
a
very,
very
smart
gentleman
that
I
work
with
back
at
docusign,
a
guy
named
rob
parker.
You
guys
may
know
him.
He
sort
of
educated
me
on
all
things
around
good
good
data,
intelligence
and
data
management,
so
you're
lucky
to
have
him
here
we
are,
we
are
doing
a
pretty
big
overhaul
of
our
entire
data
infrastructure,
we're
a
20
year
old
company
and
it's
a
company.
C
That's
now
really
starting
to
look
at
the
broader
enterprise.
Now
we
have
three
product
lines
versus
one
and
20
years
worth
of
data,
so
you
can
imagine,
there's
a
lot
of
really
really
good
things
hidden
in
that
data,
so
a
big
focus
for
us
this
year
is
overhauling
our
data
infrastructure
and
really
starting
to
get
a
lot
more
intelligent
with
that
data,
so
bringing
on
data
science
and
machine
learning
folks
starting
to
do
some
predictive
analytics
and
that
I
wouldn't
say
is-
is
highly
innovative.
C
I
think
that
is
something
that
is
kind
of
foundational
in
this
day
and
age,
but
really
starting
to
build
out
our
machine
learning
and
data
science
function
and
starting
to
actually
build
out,
and
this
is
the
second
part
of
your.
The
question
is
really
starting
to
build
a
recommendation
engine,
and
so
we
have
this
concept
of
like
all
of
this
data.
If
we
can
start
to
get
the
right
machine
learning
data
science
to
actually
feed
what
we're
calling
a
recommendation
engine.
C
This
is
something
we
can
then
start
to
feed
into
different
use
cases
across
the
lines
of
business.
So
it's
like
sales
people
being
able
to
be
prescriptive,
not
predictive
but
prescriptive,
to
say:
hey,
salesperson,
based
on
this
customer,
what
they've
downloaded
what
they're,
using
how
they're
engaging
with
us
on
the
website?
We
now
are
going
to
tell
you
exactly
what
the
next
step
is
and
the
next
phone
call
the
next
upsell
the
next
cross,
sell
right,
and
so
that's
a
very
prescriptive
way
of
doing
something.
C
It's
not
just
giving
them
information
for
them
to
figure
out
what
the
next
step
is.
It's
actually
suggesting-
or
maybe
even
saying
this-
is
the
next
step-
go,
do
it
or
even
do
it
for
them,
and
so
we're
doing
that
as
sort
of
our
part
of
our
data
program.
So
it's
an
evolution,
but
we're
that's
the
ultimate
goal.
A
F
C
How
do
I
take
care
of
my
team?
That's
a
great
question.
This
has
been
a
real
focus
and
it
and
it's
it's
fine,
just
out
walking
with
my
wife
this
morning
before
the
meeting,
and
we
were
talking
about
work
and
you
know
surveymonkey
is
starting
to
do
a
lot
around
this
and
we're
also
doing
a
lot
with
our
with
our
customers
around
you
know.
C
Our
solution
is
great
around
gathering
feedback
and
gathering
intelligence
and
one
thing
that
we're
really
pushing
internally
and
we're
trying
to
also
help
our
customers
realize
this
value
is
continually
polling
and
finding
out
how
your
staff
are
doing.
Ask
you
know
are,
are
you
are
you?
Are
you
happy
you
sad?
Are
you
getting
the
support
you
need?
Are
you
struggling
at
work
you
struggling
at
home
like
what?
What
can
we
do
to
better
understand
where
you
are
as
an
individual
and
then
we
can
start
to?
C
We
can
start
to
maybe
rethink
the
services
that
we're
offering
maybe
rethink
some
of
the
benefits
we're
offering
and
so
we're
doing
that
as
a
company.
And
when
I
talk
to
my
peers,
like
brian
about
you
know
what
serving
monkey
can
not
that
you
have
to
buy
survey
monkey
to
do
this,
but
like
mental
health
and
and
people's
well-being,
I
think,
is
being
tested
right.
C
C
To
sort
of
help
them
through
this
rough
spot
and-
and
I
also
am
a
believer-
I
know
if
you
guys
get
this,
but
in
my
my
in
my
personality-
is
also
keeping
things
light.
I
mean
this
is
not
the
time
to
be
so
serious
and
so
strict
about
every
little
thing
you
do.
I
mean
we've
got
to
lighten
it
up
a
little
bit
right,
it's
okay
to
smile!
Sometimes
it's
okay
to
joke
around
a
little
bit,
it's
okay
to
just
relax
and
realize
we're
all
human.
Sometimes
my
cat
jumps
up
on
my
computer.
C
F
Yeah,
I
think
it
it
answers
some
of
it.
You
know,
I
think,
like
a
lot
of
companies
are
taking
that
approach
and
I,
as
a
as
a
data
information,
you
know,
survey
gathering
company.
I
was
curious
if
you
like,
if
there
was
any
outreach
to
other
companies
to
find
out
like
impact
of-
and
you
might
find
this
interesting
because
a
lot
of
remote
companies
are
like
being
remote,
is
more
efficient
and
when
people
work
from
home
they
can
output
more.
C
Yeah,
you
know,
I,
I
think
everyone's
a
little
different.
I
think
what
at
least
what
we're
learning-
and
I
do
I
talk
to
my
brian
and
we
have
a
whole.
We
have
a
very
large
group
of
peers
that
we
constantly
are
bouncing
ideas
off
of.
I
think
what
we're
also
seeing
is
some
people
are
really
good:
working,
remote
and
working
from
home.
Some
people
aren't
some
people
want
more
interaction.
C
People
want
to
have
face
to
face,
and
so
what
we're
realizing
is
there's
no
cookie
cutter
approach,
and
especially
this
starts
to
bleed
into
like
one
day
someday
this
pandemic's
over,
like
what
is
the
new.
What
is
the
new
work?
Look
like
what
is
the
future
of
work?
I
guess
that's
the
new
tagline
that
I'm
hearing-
and
I
know
that
I
know
gitlab,
you
guys
have
a
very
you
guys-
have
a
very
unique
culture
around
how
you
work
and
I
think
a
lot
of
people
are
watching.
Believe
me.
C
I've
talked
to
brian
a
lot
about
this,
because
you
guys
are
you
guys
have
you
were
doing
this
before
it
became
fashionable?
You
guys
were
the
leaders
in
this,
and
some
organizations
are
maybe
going
to
pivot
to
that
because
it
works
for
their
culture
works
for
the
most
of
their
employees
and-
and
I
think
at
surveymonkey
we're
finding
it's
a
mix.
It's
a
hybrid.
We
have
people
that
are
begging
to
go
back
in
the
office
because
they're
they
hate
working
at
home,
and
so
I
I
don't
think,
there's
a
cookie
cutter
approach.
C
E
Yes,
thanks
for
joining
here
to
answer
our
questions,
eric
hi,
I'm
daniel,
I'm
a
senior
integrations
engineer.
I
am
australian,
but
I
live
in
quito
and
my
question
is
in
your
experience,
how
much
of
business
engagement
is.
You
know
your
team
reaching
out
to
business
partners
and
how
much
of
it
is
those
teams
reaching
out
to
your
team
and
yeah?
I
think
some
background
to
this
is.
E
Like
you
know,
I,
I
don't
think
that
you
want
to
act
like
the
parents
in
the
company
having
to
like
look
over
everyone's
shoulder
and
make
sure
they're
doing
the
right
thing
or
being
compliant
or
anything
like
that.
You
want
them
to
understand
the
value
and
and
also
reach
out
when
it's
appropriate
to
the
team.
So
I
just
want
to
get
your
thoughts
on
that
and
yeah.
C
Yeah,
you
know,
I
think
it
kind
of
goes,
but
I
think
when,
when
I
when
I
started
a
company,
I
feel
that
it's
me
reaching
out
a
lot
more.
It's
me
having
to
go
and
really
probably
force
the
engagement
a
little
bit
to
try
and
because
many
times,
I'm
the
first
I'm
the
first
time
cio
at
now,
three
companies
in
a
row
and
so
they've
never
dealt
with
the
cio
before
the
ci.
C
The
it
organization
maybe
was
a
bit
of
a
loose
tribe
of
of
groups
that
sort
of
operated,
but
they
didn't
really
have
someone.
That
was
like
we're
going
to
drive
this
direction,
and
so
I
find
it
the
first
phase
of
it
is
much
more
of
me,
engaging
and
and
like
really
pushing
for
the
engagement
once
it's
established
and
they
start
to
see
the
value
in
the
engagement.
C
Then
then
it's
like
hey.
When
are
we
meeting
next?
You
know
hey.
When
are
we,
and
so
all
of
a
sudden,
they're
now
coming
and
pushing
my
team
a
little
bit
more
and
even
pushing
me
like,
even
in
between
our
regular?
I
try
to
meet
with
each
of
the
execs
that
I
partner
with
on
a
monthly
basis.
We
go.
We
have
something
called
a
portfolio
review.
Every
month
we
sit
down
and
say
what
is
all
the
different
initiatives
above
the
red
line
that
we're
working
on
as
a
global
I.t
organization.
C
That's
what
I
call
my
group
right,
and
so
we
go
through
that
list
and
for
them
it's
great.
They
get
a
full
view
with
their
direct
staff
on
everything
going
on
in
the
world
in
that
partnership,
and
so
they
have
now
started
to
really
reach
out
to
my
team
because
they
want
to
get
things
on
the
list.
They
want
to
move
things
up
and
down
the
list,
and
so
they're
engaged
now
right,
they're
engaged,
but
at
first
it
is.
It
is
it's
more
me
pushing
into
that.
C
G
C
That's
remember
my
earlier
comment:
you're
a
consultant
right,
everyone
put
on
your
consultant
consultant
hat
and
one
of
the
one
of
the
key
tools
that
you
need
to
have
as
a
consultant
is
you've
got
to
understand
how
to
do
change
management.
I
don't
again,
I
don't
care
what
role
you
have
in
the
organization
in
your
it
organization.
You
have
to
have
the
skill
of
change
management
doesn't
mean
you
have
to
be
perfect
at
it,
but
you
need
to
understand
it,
and
so
I
think
change
management.
C
What
I
find
many
times
are
people
a
lot
of
times
will
assume
the
worst
and
and
the
reason
they
assume
the
worst
is
because
many
times
we
don't
communicate
very
effectively
on
what
it
is,
we're
changing.
Why
we're
changing
it?
What
the
impact
is
going
to
be?
What's
the?
What
are
the
benefits
going
to
be
right,
and
so
I
think
one
of
the
things
I
always
find
in
that.
In
that
whole
thing
around
change.
Believe
me,
I've
had
to
institute
a
lot
of
change
in
the
lab.
C
I've
been
at
surveymonkey
a
year
and
I
spent
the
first
like
couple
months
just
listening
and
then
I
built
the
engagement
and
then
we
started
to
make
change
and
it's
a
constant
evolution,
and
I
always
tell
people
change
is
not
bad.
It
doesn't
always
have
to
make
make
you
know
many
times.
Change
is
good
and
change
is
always
going
to
happen.
Whether
we
like
it
or
not,
it's
part
of
the
process.
It's
change.
C
Change
is
going
to
always
be
there,
but
then,
when
we
sit
down
and
have
specific
conversations
around,
what
we're
changing,
I
always
sit
down
with
the
business,
always
sit
down
with
the
partners.
We
have
and
start,
and
especially
the
group's
most
impacted
and
sit
down
and
like
walk
through
in
a
very
transparent
way.
Like
here's,
here's,
the
change,
we're
making
here's
the
impact
to
your
organization.
Here's
here's
why?
I
think
it's
important
that
we
make
this
change
here.
C
The
benefits
of
this
change,
here's
what
you
can
expect
do
you
have
any
questions
and
all
of
a
sudden,
the
level
of
stress
starts
to
go
down.
It
doesn't
go
down
like
that,
but
it
slowly
starts
to
come
down
and
guess
what
there's
sometimes
there's
change
we're
doing
a
big
security
project
right
now
it
requires
change
and
some
people
are
on
board
and
some
people
are
not
on
board,
but
it
wasn't
because
I
didn't
go
through
that
process.
It
people
are
very
well
educated
on.
C
Why
we're
doing
it,
what
we're
doing
the
impact
and
the
value
some
people
are
just
sometimes
some
people
just
don't
want
the
change
and
that's
okay
too
right.
So
it
doesn't
stop
me
from
making
the
change
but
I've
I've
been.
I
feel,
like
I've
done
everything
I
can
to
prepare
the
organization
for
the
change.
So
I
think,
if
you're
looking
for
everyone
to
buy
in
all
the
time,
you're
gonna
fail,
you
can't
you,
you
can't
do
that.
C
C
If
the
answer
is
yes,
then
obviously
I'm
missing
something
so
flip
the
script
on
yourself
peter,
I
would
say
how
would
you
react
the
way,
you're
communicating
the
way,
you're
doing
change
management
if
you
don't
like,
if
you
don't
like
what
you
would
how
you,
if
you
don't,
if
you
feel
like
you
would
react
poorly,
you
probably
are
missing
something
and
you
need
to
you
need
to
tune
that
a
little
bit
right,
yeah
makes
sense
yeah.
Thank
you
good
great
question.
Yeah
no
problem
brian
come
on.
H
B
H
So
my
name
is
alicia
hanson
and
I
am
I
am
in
beautiful,
sunny
minnesota
and
I
have
our
procurement
function
here
at
get
lab
and
brian's
team,
and
so
my
question
shifting
gears
just
slightly
to
external
partnerships.
I
would
love
to
get
your
thoughts
on
what
makes
a
procurement
team
a
great
trusted
partner
from
a
you
know,
from
an
I.t
perspective
and
partnership
perspective.
C
I
think
procurement
is
incredibly
important
to
to
an
I.t
organization.
It
tends
to
be
one
of
the
biggest,
if
not
the
biggest,
always,
purchases
of
technology
inside
the
company,
at
least
it
should
be,
they
should
be
overseeing
what
people
are
buying
it,
at
least,
and
I
think
that
relationship
with
procurement
is
super
important.
I
think
the
the
thing
that,
where
procurement
adds
a
lot
of
value
is-
and
this
is
a
this-
is
sort
of
my
my
approach
to
vendors
and
partners
and
and
when
we're
talking
about
the
external
world.
C
I
my
first
thing
is:
I
sit
down
with
the
procurement
team
and
say
hey.
I
just
want
to
make
sure
we're
on
the
same
page,
and
I
want
to
calibrate
like
how
do
we
see
vendors
and
partners?
What's
the
definition
vendor
is
coin
operated
they
show
up
once
a
year
with
their
renewal
and
and
then
you
never
see
them
again
and
those
are
those
are.
Those
are
folks
that
I
can
give
or
take.
I
could
care
less.
The
partners
are
the
ones
that
show
up.
C
It's
we
need
to
manage
the
vendors
and
the
partners,
but,
more
importantly,
we
need
to
manage
the
partners
and
we
need
to
sort
of
figure
out
who
a
partner
and
who
a
vendor
is,
and
so
I
I
think
the
role
of
procurement
is
more
than
just
helping,
negotiate
a
contract
and
doing
rfps
and
rfis
and
negotiating
terms
and
conditions.
It's
I
believe
they
can
add
a
hell
of
a
lot
more
value
in
driving
kind
of
that
whole
vendor
management
program.
C
You
know
who's
a
partner
qbr's
with
your
top
spend
partners.
Are
we
getting
the
value
we
should
be
getting
out
of
the
partners
and
and
and
the
solutions
we've
purchased?
And
so
I
feel
that
I
feel
that
procurement
is
a
is
a
can
be
a
very
strategic
part
of
of
an
it
organization
if
it
sort
of
has
that
approach.
If
it's
just
moving
paper
back
and
forth,
I
don't
know
if
I
put
a
lot
of
value
on
it,
does
answer
your
question.
C
I
I
I
Hey
thanks
so
much
so,
let's,
let's
talk
about
difficult
conversations.
I
think
that
you
know
when
you
start
engaging
in
new
business
and
you
start
bringing
the
you
know
the
value
of
I.t,
but
also
the
rigor
of
it.
How
do
you
deal
with
a
business
partner
where
you
have
the
experience
and
you
can
see
how
something's
going
to
play
out
and
they're
going
to
be
obstinate?
I
think
that's
that's
important
for
everyone
to
hear.
C
Yeah,
that
is
a
really
god
I
knew
you
were
going
to
ask
me
a
tough
question.
I
I
should
have
known
I
don't
I
don't
know.
If
I
don't
know
I
have
if
I
have
a
secret
formula
for
this,
I
think
a
lot
of
it
is
bringing
your
experience
to
bear
and
say
I'm.
I
do
this
a
lot
which
is
you
know,
I've.
I've
seen
it
done
this
way
in
this
way
in
this
way,
and
here
were
the
results
pros
and
cons
of
doing
it,
this
these
three
different
ways.
C
The
way
you're
suggesting
is
not
something
I've
traditionally
seen
work
and-
and
I
I
feel
that
I
feel
that
that's
probably
not
something
that
that
I'm
gonna
support
and
then
it
gets
into
a
conversation
around.
You
know
if
you're
willing
to
take
that
risk,
you're
gonna
have
to
sign
off
and
own
it
right,
because
that
that's
not
my
experience
and
that's
not
something
that
I
I
feel
that
I
can
support.
C
I
think
it's
I
I
find
in
these
conversations
too,
when
there
is
conflict,
the
first
one
that
gets
emotional
is
losing
you
just
don't
want
to
go
there,
and
I
think
I
have
seen
people
get
really
spun
up
and
they
get
it.
It
becomes
like
this.
It
becomes
this
almost.
It
goes
from
having
a
logical
discussion
and
a
business
discussion
to
almost
like
people
taking
offense
and
getting
emotional
about
it,
and
so
I
always
tell
myself
like
this
is
not
an
emotional
conversation.
C
C
C
In
this
call,
I
think
that's
where
an
escalation
is
probably
appropriate
to
say:
hey
we've
reached
an
impasse,
here's
sort
of
what
I'm
recommending
here's,
what
they're,
recommending
and
and
then
have
that
have
that
have
that
have
a
dialogue,
maybe
one
step
above
christopher
how'd.
I
do
you
did
good.
A
C
A
A
You
know
it
is
something
you
actually
have
to
work
at
and
it
requires
retrospective
sort
of
conversations
and
back
to
the
network
that
you
have,
and
this
could
be
you
know
with
your
peers
outside
you
know
confidants,
you
know,
have
those
conversations
around
hey.
This
is
how
this
conversation
went
and
here's
an
outcome
that
I
didn't
like.
A
Admittedly,
you
know
lots
of
times
it's
about.
You
know.
How
did
you
respond
to
the
difficult
situation?
Did
you
get
emotional?
Were
you
on
point?
Can
you
help
the
other
person?
Have
that
difficult
conversation?
You
know
like
calling
it
out.
I
just.
I
would
really
urge
everybody
that
it
is
a
skill
and
requires
practice,
and
you
want
to
be
looking
for
those
difficult
conversations
that
are
easier
to
begin
with
and,
as
you
continue
to
grow
your
career,
you
have
more
and
more
of
those
conversations
and
you
can't
shy
away
from
them.
C
C
No,
no,
no,
I
think
you're
brian,
I
think
you're
spot
on,
which
is,
I
think,
it's
a
great.
It's
a
it's
a
great
sort
of
takeaway
of
that
whole
conversation,
which
is
simply
sitting
there
passively
and
not
speaking
up.
Shame
on
you
like.
If
you
you
need
to
you're
paid
for
your
opinion
and
you
you
need
to
you-
need
to
make
sure
it's
voice
in
a
constructive,
collaborative
non-emotional
way,
but
you're
not
going
to
grow
as
a
professional.
C
If
you
tend
to
shy
away
from
having
that
hard
conversation,
and
I
have
seen
staff
that
I've
that
I've
had
that,
just
don't
want
to
have
that
and
have
that
conversation
and
guess
what
the
result
is
a
terrible
outcome
because
they
knew
the
right
answer.
They
just
didn't
want
to
say
it
and
and
that's
the
to
me,
that's
that's
unacceptable
and
it's
frustrating
because
we
I
hire
smart
people
and
they
have
a
great.
They
have
a
great
idea
and
they
just
they
don't
want
to.
C
They
don't
want
to
have
to
engage
in
that
sort
of
dialogue,
but
that's
part
of
our
jobs
as
as
as
consultants
right
to
say:
hey,
here's!
Here's!
The
here's,
the
here's
a
better
way
of
doing
this,
and
when
I
talk
about
bringing
data
and
facts
to
the
table,
another
great
data
and
another
great
way
to
gather
some
facts
is
what
are
your
peers
doing?
C
Christopher
knows
a
bunch
of
people
rob
parker
knows
a
bunch
of
people.
Brian
knows
a
bunch
of
people.
People
on
this
call
know
a
bunch
of
people
find
out
from
your
peers
like
what
are
they
doing?
How
are
they
doing
and
nothing's
more
powerful
than
saying
hey?
You
know
the
team
over
at
surveymonkey
they're
doing
it
same
sort
of
problem.
They're
doing
it
this
way
it
doesn't
mean
it's
right
or
wrong,
but
it's
a
data
point
that
provides
a
little
bit
of
credibility
to
the
conversation.
A
C
C
I
had
come
from
a
long
career
in
consulting
so
I
obviously
I
worked
at
deloitte
at
one
point
in
my
career
for
about
six
years
and
really
learned
a
lot
there
and
as
a
consultant
when
you're
an
outside
consultant,
you
go
in.
You
fix
problems,
you
deliver
stuff,
but
you
never
have
to
stick
around
for
the
results.
The
after
effect
right
of
maintaining
and
managing
something
you
just
deliver
it
and
you
leave
and
I
had
that
mentality
around
delivering
and
then
moving
on.
C
C
But
what
came
after
that
was
the
entire
staff
was
like.
I
don't
want
to
work
with
that.
Guy
again,
he's
drives
people
too
hard.
He's
he's
he's
concerned
about
getting
to
the
task
in
the
timeline,
and
so
I
guess
the
takeaway
here-
and
this
was
a
turning
point
in
my
career
and
that's
sort
of
why
I
bring
it
up.
Is
it
it?
It
was
a
like
hey.
C
You
need
to
rethink
the
way,
not
only
how
you
deliver
it's,
it's
not
only
that
you
deliver,
but
how
you
deliver
was
really
important,
and
so
I
I
leave
that
with
you,
because
we
as
professionals,
sometimes
we
want
to
drive,
drive,
drive,
drive,
drive
to
get
things
done.
You
got
to
think
about
how
you're
doing
it
are
you
bringing
people
along
with
you?
Are
you?
Are
you
being?
Are
you
being
balanced
around
how
you're
doing
things
and
still
getting
to
the
result,
and
so
that
was
a
defining
moment
in
my
career?
C
C
You
know
how
I'm
delivering
stuff,
and
so
I
just
sort
of
that
was
a
that
was
a
big
turning
point
for
me
and
I
I've
I've
given
that
feedback
to
a
number
of
of
my
staff
over
the
years,
just
throughout
being
thoughtful
around
how
you
deliver
it,
because
you,
you
have
a
team
after
that
project
that
you
need
to
work
with
on
the
next
project
and
there
and
sort
of
how
you
treat
them
and
how
you
operate
is
going
to
impact
your
ability
to
be
successful.
Long
term.
A
A
All
right
we're
we're
at
time
eric.
Thank
you
so
much
for
joining
us
today.
That
was
really
it
was
a
great
conversation
and
we
really
appreciate
your
insights
wisdom
that
you
can
provide
us.
So
thank
you
very
much.
We're
gonna
end
it
here
folks
and
we're
looking
forward
to
the
next
one
thanks
again
so
much
bye.