►
Description
First CIO Speaker Series with Stephen Franchetti from Slack, talking about IT Rebranding
A
Good
time
of
day,
everybody
so
happy
that
we
have
an
opportunity
to
do
something
a
little
different
and
today's
group
conversation
is
going
to
feature
a
guest
speaker.
This
is
our
first
of
a
few
cio
guest
speakers
that
are
going
to
come
in
and
talk
a
little
bit
about
the
business
of
I.t
there'll
be
different
themes
as
we
go
along
here.
A
A
He's
got
battle,
scars
to
prove
it
15
years
in
information
technology
and
prior
to
slack,
he
was
the
vice
president
of
enterprise
applications
at
workday,
which
was
not
an
easy
job,
because
that's
a
big
platform
that
he
was
responsible
for
and
then
before
that
he
has
a
long
tenure
at
cisco,
so
a
lot
of
enterprise
experience
and
he
earned
his
bs
with
honors.
I
did
not
know
this
part
in
computer
science
and
university
of
edinburgh
and
then
also,
I
think,
there's
a
couple
other
things
that
we
should
note
they're
not
as
well
known.
A
B
A
Yeah,
a
little
more
pr
could
have
done
it
and
then
the
other
thing
is.
I
had
no
idea,
but
after
doing
a
little
bit
of
research,
he
is
a
former
scottish
national
basketball
player
and
he
was
a
two
guard
or
small
forward.
His
prowess
on
the
hardwood
was
unprecedented.
I
mean
known
in
scotland
for
his
basketball
skills.
D
A
A
So
what
we're
going
to
do
today
is
I'm
going
to
ask
three
questions.
That'll
kind
of
get
everyone
going,
everyone
should
have
access
to
the
questions
and
answers
portion
as
well.
So
we'll
try
to
do
that
in
20
minutes.
I
also
think
that
nicole
did
you
want
to
share
a
video,
real,
quick
video
that
you
guys
have
used
in
the
past.
Hopefully
this
is
go
across
zoom.
Well,
do
you
wanna
share
your
desktop
and
do
that.
D
D
Within
the
last
two
years,
I've
been
at
slack
for
about
two
and
a
half
years
now
with
time
flies
when
you're
having
fun
and
it's
been
a
great
ride
so
far,
but
in
the
context
of
that,
after
about
six
months
of
being
in
the
organization
we
we
transformed,
as
they
say
or
repositioned
ourselves
and
to
take
on
a
new
name
and
a
new
positioning
within
the
organization.
So
we
moved
from
I.t
to
business
technology
and
really
the
the
video
sort
of
sums
up.
G
G
With
the
arrival
of
the
web
in
the
dot
com
era,
the
emphasis
changed
to
technology
is
departments
adapted
and
became
known
as
the
information
technology
department,
or
I
t,
but
with
the
rapid
rise
of
cloud
computing
along
with
technologies
like
data
analytics
social
media
and
the
mobile
internet.
The
I
and
the
t,
and
I
t
are
moving
further
apart
with
constant
change
becoming
the
norm
astute.
G
I
t
departments
are
constantly
looking
out
for
what's
on
the
technology
horizon
and
hold
a
unique
point
of
view
on
the
business,
they
need
to
be
thinking
not
just
about
iot
strategy,
but
about
business
strategy,
architecture
and
interoperability.
I.T
can
no
longer
sit
back
and
wait
for
the
business
to
come
to
them
with
technology
requests.
They
need
to
proactively
partner
for
business
impact.
G
They
need
to
bring
a
focus
to
analytics
and
insights.
Ensuring
employees
have
data
where
they
need
it
to
do
their
work,
enabling
key
teams
to
identify
new
business
opportunities
and
drive
improved
customer
experiences
and,
of
course,
always
with
the
mission
of
ensuring
employees,
have
a
simple
and
satisfying
experience,
so
they
can
get
work
done
with
technology
here
in
slack
it
we
believe
in
just
that.
In
fact,
we've
been
thinking
about
how
to
bring
all
we
believe
under
one
umbrella,
and
so
we
introduce
business
technology,
our
new
name
way
of
enabling
slack's
business.
A
D
But
so
just
the
context
of
that
and
we'll
get
into
the
discussion
is
it
you
know
it
was.
It
was
a
mechanism
for
us
to
kind
of
roll
out
our
new
identity,
as
we
positioned
it
to
the
rest
of
of
slack,
and
you
know
part
of
it
was
kind
of
and
again
we'll
get
into
this,
and
the
discussion
was
kind
of
stepping
away
from
the
sort
of
traditional
shackles
of
what
people
thought
about
it,
which
was
like
you
know,
fixing
computers
and
fixing
the
network
and
all
that
other
stuff,
which
is
really
important.
D
A
I
love
that
so
you
kind
of
hit
on
question
number
one,
a
little
bit
already
that
I
had
you
know
what
was
the
impetus
for
rebranding
the
group
and
I
guess
more
importantly,
is:
did
you
start
with
the
video
or
how
did
you
set
out
to
make
this
change
and
what
and
for
you,
like,
you
came,
came
to
slack
and
you're
like
we've
got
to
do
something
different
here
or
what?
What
what
started
you
down
this
road.
D
Yeah
well
gosh,
when
I
got
to
slack
just
over
two
and
a
half
years
ago.
Now
I
you
know
part
of
me
coming
in
was
about
consolidating
the
team
and,
I
would
say
the
team.
There
was
maybe
about
six
or
seven
people
who
were
in
I.t
related
jobs
at
the
time
and
they
were
kind
of
sprinkled
across
the
organization,
so
we
pulled
them
all
together
and
unified
them
into
one
it
team
and
again,
at
the
time
it
was
more.
D
You
know
these
poor
folks
trying
to
keep
the
lights
on
with
the
sort
of
massive
growth
that
slack
was
going
through
and
it
was
less
about.
You
know
some
real
impact
that
we
could
make
more
strategic
impact
we
could
make
to
the
organization,
and
you
know
and
honestly,
my
first
quarter.
I
spent
the
time
just
really
trying
to
figure
out.
How
do
we
keep
the
wi-fi
network
up?
D
D
We
we
wanted
to
kind
of
really
step
back,
as
I
said
before,
sort
of
step
away
from
that
traditional
notion
of
of
what
people
thought
of
of
it
as
being
kind
of
the
back
office,
guys
and
and
really
being
you
know,
focused
on
on
break
fix
and
we
actually
asked
ourselves
what
are
three
key
questions
in
the
process
of
thinking
about
doing
something,
different
and
rebranding.
It
wasn't
just
a
name
change.
It
was
you
know
how
do
we
actually
want
to
show
up
differently?
D
So
what's
the
future
positioning
of
I.t
at
slack,
you
know.
How
do
we
want
to?
You
know
really
show
up
to
the
organization
externally
and
to
our
employees
at
slack
and
then
and
what
are
the
actual
behaviors
that
we
want
to
be
different
in
the
context
of
doing
that
right.
So
there's
no
point,
I'm
a
big
believer
in
this,
and
I
know
nicole,
came
in
around
about
that
time.
In
actual
fact,
nicole
who's
on
the
call
from
my
team
and
she
manages
what
we
call
change
enablement
within
the
the
business
technology
organization.
D
How
do
we
make
this
intentional
statement
and
take
the
opportunity
to
you
know,
educate
the
organization
around
how
we
do
how
we
do
it
differently,
how
we're
much
more
progressive
in
nature?
How
we
really
want
to
focus
on
impact
and
value
to
the
organization
as
our
contribution
and
hence
the
reason
we
came
up
with.
You
know
business
technology
and
it's
actually
it's
tough
nowadays
to
actually
distinguish,
I
would
say,
business
strategy
from
technology
strategy.
We
talk
about
being
strategic.
D
You
know
I.t
partners,
you
know
to
me
business
tech,
business
strategy
and
technology
strategy
are
essentially
one
in
the
same
right.
I
was
talking
to
one
of
our
big
customers
at
slack
walmart.
A
couple
of
weeks
ago,
and
they
view
themselves
as
a
as
a
digital
company
right
and
their
their
strategy
nowadays,
is
essentially
their
their
technology
strategy.
So
the
business
and
technology
have
really
kind
of
come
together
and
it's
kind
of
interesting
to
see
a
traditional
business
like
that
and
really
lean
into
this
whole
sort
of
digital
transformation
and
and
overall
technology
strategy.
D
And
so
so
again
you
know,
as
a
company
like
slack
being
kind
of
digital
native
born
in
the
cloud
we
really
wanted
to
kind
of
embrace.
This
aspect
of
the
technology
strategy
in
large
part
is
going
to
drive
the
business
and
that's
the
contribution
that
the
I.t
or
business
technology
could
make
to
the
organization.
A
A
The
old
is,
of
course
or
mis,
and
I
I
do
think
there's
this
inflection
point
that's
occurred
now
that
especially
technology
has
become
so
commoditized
there's
no
for
the
most
part,
there's
no
real
competitive
advantage
for
a
night's
organization
from
a
tech
stack
perspective
where
very
few
it
organizations
have
the
ability
to
to
to
have
that
advantage.
So
it's
really
excellence
and
execution,
and
I
I
agree
about
you
know
how
do
you?
A
How
do
you
create
value-
and
I
know
we've
always
said
that
one
of
the
things
I
love
about
the
age
we're
in
now
is
that
you
can
actually
spend
more
time
on
creating
value
because
you
don't
you're
not
as
hampered
by
you
know
big
monolithic
systems
anymore,
so
I
think
that
it's
this
spot
on
all
right.
So
the
second
question,
then,
is
so
this
that
was
that
was
great,
so
you've
got
this
idea
about
changing.
You
know
where.
D
Yeah-
and
you
know
if
for
us
it's
it's,
certainly
a
journey,
we're
we're
not
perfect
we're
not
done,
we
likely
will
never
be
done.
Maybe
that's
a
form
of
job
security.
I
don't
know,
but
the
good
news
is,
you
know:
we've
seen
a
lot
of
positive
change
in
things
like
the
way
we're
perceived
even
within
the
organization,
and
that
starts
with
with
us
internally
in
terms
of
how
we
behave.
So
we
went
through
this
entire
process
around.
D
We
wanted
to
embed
within
the
organization
such
that
we
could
show
up
differently,
because
the
change
obviously
starts
with
us
as
an
organization,
but
part
of
that
was
this
idea
of
consultative
partnership
and,
and
you
know,
crossing
the
line
into
the
business
really
walking
a
mile
in
their
shoes
being
not
only
the
experts
on
the
technology,
but
the
the
experts
on
the
on
the
business
as
well,
and
I
always
come
back
to
like
traditional.
I
t
we
always
kind
of
go
out
and
hire
these
big.
D
Five
consultants
to
come
in
and
and
do
a
bunch
of
work
for
us
right
and
typically
that's
because
we're
looking
to
drive
a
decision
and
maybe
they're
playing
tiebreaker
with
our
business
partners,
so
that
they
can
kind
of
consult
with
us
and
tell
us
what
to
do
from
all
following
tests
and
purposes.
But
there's
no
reason
why
we
can
have
those
skills
in-house
within
the
context
of
the
work
that
we
do
within
business
technology.
And
really
what
that
means
to
me
is
is
having
a
point
of
view
right.
D
So
if
they're
working
on
salesforce
or
they're
working
on
kind
of
sales
related
technologies,
what
are
the
latest
and
greatest
technologies
that
are
out
there
in
the
industry
and
that
they
can
actually
bring
to
the
table,
and
so
they
could
they
show
up
as
the
expert
around
the
landscape
around
sales
technology.
Similarly,
with
hr
technology,
what
are
the
latest
and
greatest
kind
of
hr
people
related
technologies
so
kind
of
embedding.
D
Those
behaviors
has
really
allowed
us
to
show
up
differently
and
things
like
you
know,
we've
been
measuring
nps
score,
for
example,
over
the
last
you
know
three
years
now
almost
I've
been
here.
I
think
we
started
about
45
nps,
for
what
was
it,
which
one
wasn't
wasn't
great.
It
was
a
starting
position
where
now
I
would
just
measure
this
at
83,
so
I'm
very
happy
about
that.
D
It's
moving
onwards
and
upwards,
which
leads
me
to
believe
we're
kind
of
moving
in
the
right
direction,
but
but
clearly
we're
we're
not
done,
and
so
so
you
know
just
to
kind
of
key
in
on
the
on
the
key
themes,
I
think
one
is
you
know,
business
impact
and
consulting
partnership,
consultative
partnership.
We
kind
of
talked
about
that.
D
We
do
a
lot
around
slack
on
slack
and
our
own
implementation
of
slack
drinking
our
own
champagne
as
they
say,
but
we
actually
use
the
platform.
A
lot
to
you
know
automate
many
of
the
processes
that
we
have
in
place
through
bots
and
apps,
and
things
like
that
and
again
they're.
The
real
focus
is
on:
how
do
we
create
this
kind
of
much
more
productive
experience
for
our
users
and
keep
them
in
the
place
that
largely
they
do
their
work
in
terms
of
collaborating
but
also
managing
their
workflow?
D
And
there's
lots
of
examples
of
that,
whether
it's
like
it
support
where
we
have
about
40
of
our
support?
That's
fully
automated
via
an
intelligent
chat,
bot
or
whether
it's
approvals
that
we
we
write
all
of
our
approvals
into
slack
from
any
different
business
system
and
people
can
approve
them.
So
again,
it's
all
under
the
guise
of
that
that
user
experience
and
providing
this
much
more
so
pleasant
and
productive
user
experience.
So
so
the
good
news
is
we're,
making
an
impact.
A
Yeah
that
was
excellent.
I
I
think
you
kind
of
hit
on
question
three
that
I
had
a
little
bit,
but
maybe
we
can
touch
a
little
bit
on
what
that
journey
looks
like
like
now
that
you've
made
this
big
transition.
I'm
sure
that
you
and
nicole
and
your
leadership
team
and
the
whole
staff
is
thinking
about
okay.
Where
do
we
take
it
next,
because
it
is
a
journey,
it's
a
never-ending
journey.
What
do
you
think.
D
Yeah,
there's
there's
lots
going
on
and
there's
there's
lots
we
can.
We
can
do
and
actually
I
actually
love
I
I've
caught
this
often
my
team
is
probably
sick
of
hearing
it,
but
I
love
the
rule
of
three
and
ten
from
a
guy
called
hiroshi,
mikitani
who's,
the
ceo
of
rakuten,
so
the
big,
japanese
e-commerce
site
and
and
roughly
stated,
the
rule
three
and
ten
states
that
everything
breaks
at
roughly
multiples
of
three
and
ten
right
so
processes
and
systems
that
work
well.
D
For
a
company
of,
say,
30
people
really
starts
to
break
down
when
you
get
to
60
or
90
and
then
at
300
people
and
beyond
right,
and
so
the
message
is,
you
continuously
have
to
look
at
how
to
reinvent
and
kind
of
innovate
around
your
processes
and
systems,
it's
kind
of
an
ongoing
effort.
It's
almost
never
ending
right
and
that's
really
the
way.
I
I
look
at
our
job
within
business
technology
is.
This
can
focus
on
continuous
improvement
and
just
when
you
think,
you've
got
to
the
finish
line.
D
You're
kind
of
going
back
around
and
kind
of
reinventing
those
processes
just
in
time,
especially
in
a
growth
company
environment
like
git,
lab
or
slack,
becomes
incredibly
important
as
you
move
forward.
So
the
good
news
is,
we
have
positive
feedback.
You
know
we're
doing
well,
and
we've
got
a
lot
of
good
input
from
our
users
and
good
engagement,
but
but
there's
a
lot
more
that
we
need
to
do
in
terms
of
continuous
improvement,
and
I
think
about
some
specific
things.
D
I
mean:
there's
lots
of
kind
of
project
type
work
going
on,
there's
lots
of
demand
for
the
business,
but
but
I
think
about
things
like
we've
just
started
an
enterprise
architecture
practice
right
and
we
were
kind
of
dabbling
in
enterprise
architecture
in
the
past.
We're
getting
much
more
serious
about
that
now,
as
we
move
forward
we're
looking
at
things
like
business
capabilities
and
really
what
I
mean
by
that
is:
how
do
we
actually
give
our
business
partners
a
score
card
for
their
technology
landscape
around?
How?
D
How
are
we
doing
in
terms
of
our
business
capabilities
and
our
ability
to
automate
those
capabilities
which
helps
us
really
plan
much
more
effectively
as
we
move
forward
and
start
to
get
to
more
sort
of
long-range
planning?
And
then
the
last
thing
we're
really
focused
on
which,
which
will
be
something
that
hits
us
as
we
step
into
the
new
fiscal
year,
is,
is
really
getting
success.
D
Scorecards,
I
think
about
you,
know
what
we
do
around
customer
success
within
slack
is
making
sure
that
our
customers
are
successful,
their
implementation
of
slack
right
and
they're,
taking
full
advantage
of
the
platform.
I
want
to
take
the
same
concept
and
apply
it
to
how
we
roll
out
business
technology
systems.
So
we
we
have
almost
like
scorecards
around.
D
How
well
are
our
solutions
being
adopted,
our
products
being
adopted
in
our
user
community
relative
to
where
they
could
be,
and
then
really
partnering
hard
with
our
business
partners
to
kind
of
push
them
on
driving
for
greater
adoption,
and
that
could
mean
you
know,
changes
in
technology
changes
in
capability
or
it
could
mean
more
enablement
from
a
business
perspective
as
well.
So
those
are
just
kind
of
some
of
the
things
we're
thinking
about
as
we
move
forward
here.
A
I
love
it.
That's
great.
I
think
that
we
hope
to
mature
our
organization
to
do
some
of
those
very
things.
We've
talked
about
things
like
enterprise
architecture.
I
think
that
one
of
the
challenges
is
doing
things
in
the
at
the
right
time
and
the
right
word
it's
easy
to
try
to
get
ahead
of
yourself
and
you
have
to
have
that
sort
of
planned
out.
I
think
enterprise
architecture
is
a
perfect
example.
A
E
D
I
didn't
actually
think
it
would
take
me
kind
of
two
and
a
half
years
to
get
to
a
point
where
we'd
start
an
enterprise
architecture
practice,
but
there's
just
so
many
other
things
going
on,
especially
in
a
high
growth
environment
like,
for
example,
we
went
public
during
that
two
and
a
half
year
process
and
spent
pretty
much
the
first
year
preparing
for
that.
You
know
thinking
about
socks
and
how
do
we
operate
as
a
public
company
and
all
of
that,
so
so
there's
definitely
distractions
that
take
you
away
from
enterprise
architecture.
A
Great,
so
this
is
the
part
we're
going
to
open
up
for
team
members
to
ask
questions,
and
this
is
true.
This
is
really
a
get
lab
sort
of
way.
We
do
meetings
you
you
know,
I
already
prepped,
you
there's
no
slides.
The
video
was,
you
know,
that's
like
a
little
taboo,
even
a
little
bit
to
share
your
desktop.
A
Yeah,
it's
just
more
about
you
know,
staying
on
point,
so
we've
got
the
document
here
and
the
way
it
works.
Since
you
know,
of
course,
the
g,
the
g
doc
capabilities,
there's
a
lot
of
multiple
edits.
So
what
we're
going
to
do
now
is
we're
going
to
get
into
the
q
a
for
everybody
they're
going
to
verbalize
questions,
and
I
just
encourage
you
to
go
ahead
and
interact
as
much
as
possible.
It'll
be
a
free-flowing
sort
of
world
in
the
document
right
now,
christopher
nelson
has
the
first
question
christopher.
D
G
D
D
H
D
D
To
get
the
word
out
right
and
the
thing
we
were
nervous
about
was
hey.
You
know
what
what
happens
if
we
step
into
this
thing
and
we've
changed
our
name
from
I.t
to
business,
technology
and
and
people
just
feel
like
it's
kind
of
lipstick
on
a
pig,
it's
just
the
same
old
thing
right,
so
we
really
wanted
it
to
feel
different.
So
I
think
the
initial
splash
that
we
made
and
then
the
sort
of
consistent
communication
around
that
that
things
were
changing.
Here's
how
things
were
going
to
be
different.
D
Here's
how
we're
going
to
show
up
different
et
cetera
that
worked
really
well.
So
so
I
think
the
communication
becomes
really
important
and
and
making
sure
it's
a
communication
and
education
making
sure
that
you
know
the
people
within
your
organization
understand
why
the
change
is
being
made
and
they
can
actually
help
sort
of
reiterate
that
and
and
be
the
champion
for
that
change
as
well,
so
so
that
that
would
be
something
I
would
I
would
kind
of
double
down
on.
Is
that
communication
education?
D
D
There
was
a
couple
of
folks
on
there
and
even
that
percolated
down
into
the
organization,
so
it
took
us
a
couple
of
rounds
to
to
really
you
know
talk
through
why
this
was
going
to
be
different
and-
and
you
know
even
up
to
towards
the
end,
where
we're
going
to
unveil
the
change.
There
was
still
a
degree
of
skepticism
and
again
it
was
mostly
around
you
know.
If
we're
going
to,
if
we're
going
to
do
this,
then
it
needs
to
be
a
significant
difference.
D
It
can't
just
be
a
name
change,
because
then
people
will
just
get
jaded
with
the
whole
thing
right.
So
so
I
think
you
know
recognizing
that
not
everyone's
gonna,
you
know
line
up
and
get
on
board
with
the
change
and
you
you're
gonna
have
to
spend
some
some
a
good
degree
of
time
bringing
people
along
with
you,
and
I
think
we
could
have
done
a
better
job
of
that.
Ultimately,.
A
I
I
Is
a
great
place,
I
agree
yeah
thanks
for
thanks
for
being
here
and
answering
our
questions.
It's
been
really
good.
My
question
is:
how
do
you
bring
business
partners
together
to
focus
on
common
business
goals
when
their
goals,
especially
for
product
teams,
is
very
much
more
product
focused
and
just
for
some
context
on
this?
D
D
D
So
so,
we've
gotten
much
better
around
our
our
exec
team,
really
recognizing
that
these
business
priorities,
for
example,
things
like
quote
cash
or
you're
changing,
integrations
around
your
lead
processes
and
how
they
flow
through
having
a
best-in-class,
martech
stack
and
all
of
that
which,
by
the
way,
are
all
connected
to
the
product.
Certainly
it's
slack
as
well.
D
D
And
if
we
didn't
actually
enable
the
business
effectively,
we
would
all
fail
and
so
really
starting
to
have
the
conversation
at
that
level
so
that
we
could
get
the
support
and
then
kind
of
systemically
changing
the
the
planning
process
over
the
course
of
time
is
what
worked
for
us,
but
I
think
in
large
part
it
needs
to
come
from
the.
You
know
that
level
of
conversation
to
start
change,
the
the
change,
the
dialogue
such
that
people
recognize
we're,
build
we're
trying
to
build
a
great
business
here,
as
well
as
build
a
great
product.
A
D
D
But
but
for
me
I
I
would
say
you
know
people
ask
me
this
question
a
lot
funnily
enough,
and
I
always
wonder
when
I
get
asked
in
my
team,
if
they're
wondering
what
the
heck
does
this
guy
do
with
his
time
right
and
in
reality
that
when
I
step
back
to
think
about
it,
I
probably
it's
probably
split
in
thirds
right.
I
spend
a
third
of
my
time
with
business
stakeholders
and
you
know
oftentimes
it's
on
various
different
escalations
and
you
know
things
like
the
previous
conversation
we
had
around.
D
How
do
we
actually
change
the
planning
process
from
a
product
standpoint
and
stuff
like
that,
and
so
those
are
very
certain
key
stakeholder
conversations.
I
spend
the
other
third
on
team
related
things,
whether
it's
with
my
directs
or
skip
level
or
just
those
sorts
of
talent,
people
related
things,
and
then
I
also
spend
a
third
of
my
time
now
externally
facing
so
I
mentioned
before.
We
do
a
lot
around
slack
on
slack,
so
we
actually
just
got
off
our
webinar
series.
We've
been
doing
called
the
modern
cio
which
has
really
been
around.
D
You
know
how
do
we
showcase
how
we
run
the
business
of
I.t
using
slack
that
type
of
thing,
so
so
that
that's
kind
of
where
I
spend
my
time
and
by
the
way,
the
last
category
there's
a
lot
of
fun
right,
because
you
actually
get
to
go
out
and
meet
other
I.t
folks
and
you
know,
share
best
practices.
I
learn
as
much
from
them.
You
know
brian
was
talking
about
him,
leaning
on
me,
I
lean
on
brian
as
well.
D
You
know,
and
that's
the
great
thing
about
being
in
this
role-
is
that
there's
a
really
kind
of
vibrant
network
of
people
that
have
been
around
different
companies
and
it's
great
to
sort
of
reconnect
with
them,
and
if
one
of
us
has
a
problem,
you
know.
Inevitably
someone
else
has
already
solved
that
problem
so
has
been
able
to
tap
into
that.
It's
just
fantastic.
So
anyway,
that's
a
little
bit
about
my
time
and
then,
depending
on
where
people
are
in
the
organization,
it
will
vary
around
where
they
spend
their
time.
D
So
we
we
have
certain
roles
that
are
much
more
business
facing
and
we've
aligned
business
technology
to
the
business.
No
big
surprise.
So
we
have
a
go-to-market
team,
that's
that's
responsible
for
sales,
marketing
and
legal.
We
kind
of
bundled
legal
into
that
and-
and
they
spend,
I
would
say-
gosh-
probably
50
of
their
time
again,
depending
on
who
they
are
with
the
business
and
and
we've
also
got.
D
You
know
a
corporate
systems
team
that
do
finance
and
hr
and
they
would
spend
a
similar
sort
of
allocation
of
time
and
we've
got
other
teams
aligned
with
other
business
units.
We
also
have
a
core
engineering
team
and
they're
typically
responsible
for
things
like
integrations,
and
they
do
a
lot
of
build
work.
They
build
a
lot
of
bots
and
apps
and
automation
type
work.
So
so
those
you
know
almost
like
partner
facing
teams,
will
tap
into
the
engineering
team
for
things
like
integrations
and
build
out
work.
D
However,
the
the
the
business
facing
teams
will
also
have
expertise
around
things
like
you
know:
apex
code
for
salesforce
your
configuration
code
for
our
configuration
capabilities
for
workday
and
things
of
that
nature,
but
for
really
cutting
code
and
doing
complex
integration,
work,
writing
dots
and
apps
they
would
they
would
tap
into
the
to
the
engineering
team,
and
then
we
also
have
a
data
analytics
team
as
well.
So
the
engineering
team
is
much
more
less
focused
on
spending
time
with
the
business
much
more
focused
on
technology.
D
The
data
analytics
team
spends
a
lot
of
time
with
the
business
we
have
data
scientists.
We
also
have
data
engineers
and
data
scientists
probably
spend
more
time
in
the
business
data
engineers-
probably
less
so
it
really
depends
on
on
where
people
are
in
in
the
organization
as
to
how
much
time
they
spend
with
their
their
business
partners.
I
would
say
it's
difficult
to
answer
how
it
was
before,
because
it
was
kind
of
a
I
don't
want
to
say
a
small
but
mighty
rabble.
That
was
just
trying
to
do
a
lot
of
everything.
D
I
remember
our
networking
guy.
When
I
first
joined
he
was
not
only
supporting
the
wi-fi
network,
he
was
also
configuring
salesforce,
so
he
was
wearing
a
lot
of
hats
and
clearly
that
wasn't
going
to
be
a
sustainable
model
for
us
moving
forward.
So
so
it's
kind
of
tough
to
compare
that
with
now
we're
a
hundred
person
organization
right.
We
started
with
like
seven
people,
you
know
within
two
and
a
half
years
we've
got
to
about
100
people,
so
you
know
it's
changed
drastically
over
the
course
of
time.
D
E
A
F
Hey
thanks
so
my
question,
you
kind
of
mentioned
this
earlier.
My
name
is
carl
by
the
way
and
since
we're
staying
locations,
I'm
originally
from
detroit,
but
I'm
hanging
out
in
utah
for
a
while.
My
question
is:
you
have
mentioned
that
you've
embedded
your
team
within
the
business.
How
large
are
those
teams
typically
and
what
struggles
did
you
have
initially
getting
that
model
to
work?
And
how
did
you
advocate
for
growing
that
team.
D
Yeah-
and
you
know
I'm
a
big
believer
in
in
success-
kind
of
breeds
success,
so
to
speak,
so
you
know
we,
we
did
start
with
a
you
know,
one
of
the
things
on
the
way
in
so
I
report
into
the
cfo
here
at
at
slack,
and
you
know,
there's
challenges
with
that,
but
it's
also.
I
I
see
as
an
advantage
because
you
know
ultimately
he
he
controls
the
purse
strings
of
the
of
the
company.
D
If
we're
going
to
be
serious
about
scaling
the
company
and
thankfully
you
know,
slack
has
been
serious
about
scaling
the
company
and-
and
there
has
been
that
investment
in
it,
but
there
was
kind
of
initial
seed
investment
if
you
like,
but
then
you
have
to
kind
of
show
the
value
of
that
and
show
the
success
of
the
model
and
then
a
lot
more
investment
has
come
from
there.
I
mean
once
people
see
that
wow
we
can,
we
can
automate.
You
know
a
lot
of
the
work
that
we're
doing.
D
We
can
you
know
kind
of
unlock
new
business
models
from
you
know
using
technology.
There's
all
these
kind
of
things
that
we
can
do.
When
you
get
some
points
on
the
board,
some
successes,
then
you
know
more
investment
will
come
from
there
and-
and
you
know,
I
always
say
that
the
the
mark
of
success
of
doing
good
work
is
yet
more
work.
Right,
so
be
careful
what
you
wish
for
no
shortage
of
work,
it
seems,
but
you
know
some
of
the
challenges
about
embedding.
D
You
know
the
the
sort
of
I.t
within
within
the
business
are
kind
of
aligning
them
to
the
business.
I'd
say
that
there
wasn't
so
much
challenge
about
that,
because
you
know
our
business
partners
are
only
too
eager
to
get
their
hands
on.
I
t
folks,
our
business
technology,
folks
to
get
stuff
done.
I
mean
it
was
up
to
them,
they'd
like
to
control
their
their
I.t
person
and
and
like
just
give
them
stuff
to
do
and-
and
you
know,
have
someone
that
would
just
do
their
stuff.
D
I
think
that
the
the
bigger
challenge
was
was
really
kind
of
stepping
back
and
again
getting
to
that
more
sort
of
consultative
partnership
model
which
was
less
about
you
just
give
me
the
order
and
I'll
kind
of
deliver
the
you
know
the
the
what
you
want,
and
I
always
talk
about
again.
I
use
these
overused
analogies,
so
you've
heard
it
before
then
I
apologize,
but
I
use
it
all
the
time
with
my
team.
D
It's
it's
like
the
mcdonald's
model
of
I.t
right,
you
go
into
mcdonald's
yard
or
a
burger,
and
they
kind
of
give
you
what
you
ordered.
So
do
we
want
to
show
up
as
kind
of
a
fast
food
vendor,
or
do
we
want
to
show
up
as
a
dietitian
right
we're
we're
actually
giving
them
something,
that's
going
to
be
good
for
them
and
will
actually
make
them
healthy.
D
What
make
their
business
healthy
ultimately
into
the
future
and
clearly
that's
the
model
we
we
want
to
be
in
so
so
it's
more
migrating
to
that
model
was.
It
was
a
challenge
because
again
the
the
traditional
model
we're
used
to
is
you
do
what
I
tell
you
to
do
and
you
just
get
it
done
and
don't
ask
too
many
questions
about
it.
Just
do
it
right,
whereas
we
want
to
be
much
more
in
the
model.
Hang
on
a
second.
Is
this
the
right
thing
to
do
for
the
business?
D
B
I
D
D
So
enough,
gosh,
you
know
it's
it's
a
good
question.
I
have
three
books
on
my
desk
right
now,
which
are
which
are
interesting,
so
somebody
sent
me
this
book
around
colin
powell.
If
you
can
see
that
I
haven't
actually
read
it
yet
and
there's
there's
another
one
about
ben
horowitz.
If
any
of
you
have
read
that
it's
kind
of
an
interesting
read,
but
the
ones
gosh
the
ones
that
have
been
impactful
to
me,
I
I
have
to
say
I'm
not
a
big
self-help
career
book
reader.
D
I
do
read
a
lot.
They
tend
to
be
kind
of
novels
and
fiction.
I'm
reading
a
great
book
right
now.
It's
called
the
girl
with
seven
names
escape
from
korea,
north
korea,
which
would
highly
recommend
it's
fascinating.
But
I
I
honestly
I
I'm
not
a
huge
self-help
career
boot
guys.
So
it's
not
a
very
compelling
answer.
I
have
to
say,
but
that
that's
it.
C
C
So
my
question
is:
how
do
you
manage
the
constant
influx
of
incoming
requests
for
ver
from
various
groups
in
the
company?
For
you
know
new
technology
or
some
vendor
that
they,
they
might
necessarily
have
a
fondness
for,
especially
when
you
know
you,
your
team
might
have
other
initiatives
that
you're
trying
to
put
forth.
D
D
It
was
like
walking
back
in
time
onto
this
amazing
estate
and
in
scotland
it
was
fantastic
still
one
of
the
best
experiences
or
professional
experiences
I've
had
and
they
actually
gave
me
a
like
25
year
old
bottle
of
mcallen
away
at
the
end
of
the
two-week
period.
So
it
was
fantastic,
it's
a
great
memory,
but
but
yeah.
So
so
there
is
no
question.
There's
been
like
this
explosion,
especially
nowadays
and
companies
like
ours,
explosion
of
software.
I
mean
you
know
we.
We
always
quote
this.
D
When
we
talk
to
customers,
the
average
large
enterprise
has
over
a
thousand
pieces
of
software
sas
providers
that
they
use
to
run
their
their
company,
and-
and
it's
like,
we
have
about
250
pieces
of
software-
that
they're
kind
of
in
our
landscape
and,
of
course,
people
are
out
there
and
just
swiping
their
credit
card
and
doing
their
thing
and
trying
out
new
software
right.
So
it
becomes
incredibly
difficult
to
to
manage
we've
actually
kind
of
hit
that
head
on.
I
will
say
and
there's
a
couple
of
things
that
we've
done.
D
First
of
all,
you
know
in
coming
in
I
I
got
agreement
that
I
being
the
cio
of
slac
manage
the
the
software
for
the
company
period.
Now
I
actually
don't
fund
all
the
software,
for
example
the
sales
budget
for
salesforce
and
you
know
related
technologies
and
software
sits
within
the
sales
organization.
It's
a
cost
of
sales,
and
so
we
have
kind
of
this
distributed
budget
mechanism.
D
But
I
manage
the
the
software,
which
means
the
choice
of
the
software
and
how
we
procure
the
software,
the
negotiations
associated
with
software
and
all
that
stuff.
You
know
the
installation
of
it,
etc.
So
so
so,
first
of
all
that
that
was
great
just
to
get
that
sort
of
notional
agreement
across
the
executive
team
that
that's
the
way
it
was
going
to
work.
D
Well,
you
know
we
have
a
tool
in
our
toolkit,
for
example,
right
now
we're
trying
to
consolidate
content
providers
like
contract
repositories,
and
we
have
and
a
lot
of
companies
have
this
challenge.
We
have
every
you
know,
content
repository
known
to
mankind
at
slack
when
you
name
it,
we
have
it
and
we
don't
need
them
like.
We
need
one
or
maybe
two
at
the
most
and
so
we're
trying
to
consolidate
that,
but
we
still
get
an
additional
request
for
for
other
content
providers.
So
when
they
come
through
the
answer
to
that
would
be
hey.
D
We
have
a
tool
in
our
toolkit
that
you
can
use
and
we're
happy
to
extend
that
to
you
and
so
that
you
can
use
that.
And
inevitably,
then
you
get
into
the
conversation
around
well,
there's
there's
this
specific
capability.
It
doesn't
provide
and
we
really
want
to
buy
the
software.
For
that
reason,
but
at
least
we're
in
a
dialogue
at
that
point
in
time,
and
we
can
kind
of
work
with
them
around
doing
the
right
thing
and
in
some
cases
there's
a
good
case
for
it
and
there's
value
associated
with
it.
D
Now
that
said,
the
second
piece
of
this
is
so
at
least
we
have
a
process,
for
you
know,
learning
about
it
and
getting
the
dialogue
going.
The
second
piece
of
it
is
how
do
you
trade
that
off
relative
to
all
the
other
priorities
that
you
have
going
on
so
you've
planned?
For
you
know
your
roadmap
say
for
the
next
couple
of
quarters
and
then
all
of
a
sudden
something
comes
in
from
left
field.
D
We
have
a
pretty,
I
would
say,
stringent
nowadays
planning
process
inside
of
slack,
that's
what
starts
from
okrs
of
the
business
and
then
sort
of
translates
down
into
an
individual
initiative.
So
so
people
really
understand
what
the
road
map
is
it's
published
and
if
things
come
in
from
left
field,
then
it'll
be
a
conversation
around
trade-off
either
it's
like
if
it's
really
critical,
maybe
it's
an
additional
funding
conversation.
D
If
it's
not,
then
we
have
to
trade
off
relative
to
all
the
other
priorities
that
we
have
for
the
functions
and
it's
kind
of
a
well
trodden
path
and
understood
conversation
around
how
we
go
about
that
so
now
it
wasn't
that
way
to
begin
with.
You
know
two
and
a
half
years
ago,
but
now
we've
at
least
gotten
to
a
point
where
we
have
pretty
mature
processes
around
how
we
would
tackle
that,
if
that
makes
sense.
A
A
So
I
really
want
to
thank
you
so
much
for
joining
us
today,
giving
us
some
insights,
letting
us
start
our
journey
into
rebranding.
What
we're
going
to
be
doing,
how
we're
going
to
be
showing
up.
I
think
that's
the
big
key
there
that
you
talked
about
is
it's
not
just
the
name.
It's
also,
you
know
how
you
act
differently.
So
thank
you
very
much
and
we'll
look
forward
to
the
next
time.