►
From YouTube: Storyboarding Strategy Session
Description
Working session for storyboarding strategy.
A
If
we
think
this,
through
okay
I'll
just
give
a
quick
introduction,
we're
just
walking
through
our
storyboard
template
that
we're
pulling
together
and
john
is
going
to
lead
us
through
an
exercise
of
trying
to
come
up
with
some
of
like
the
messages
that
we
would
actually
use.
Based
on
the
framework
that
we're
building.
B
So
so,
in
doing
this,
we're
we're
starting
or
at
least
we're
thinking
about
this
arc,
and
the
arc
of
the
story
is
really
described
on
this
in
this
sheet
and
in
in
simple
terms
just
so
we
kind
of
structure
it
we're
thinking
about
the
journey
of
a
story
where
a
character
who
has
a
problem
and
the
character
is
the
customer
they're,
the
hero
and
the
guide.
That's
us
we're
going
to
teach
them
how
to
solve
the
problem.
B
They're
facing
and
they're
facing
several
problems,
but
their
problem
they're
going
to
have
to
build
a
plan
and
they're
going
to
have
to
achieve
success
so
as
as
their
guide,
we
play
the
role
up
here.
They
play
the
role
down
here
and
we
need
to
help
them
with
content
to
help
them
go
doing
to
do
this.
B
But
if
you
think
about,
then
the
different
stages
of
the
buyer's
journey,
the
customers
on
a
journey
too
they're
on
a
journey
of
trying
to
understand
their
problem
and
solution,
then
they're
going
to
evaluate
different
options
to
solve
the
problem
and
then
they're
going
to
try
to
select
their
chosen
solution,
which
maps
to
awareness,
consideration
and
purchase
it
also
just
while
we're
at
it
is
related
to
how
gartner
has
defined
the
customer's
journey.
In
a
recent
ebook
which
is
listed
here,
it's
in
google
drive
as
well.
You
can
search
and
find
it
but
box.
B
One
in
problem
problem
awareness
is
that
they
is.
We
have
to
help
them
understand
that
they
actually
have
a
problem
and
the
problem
can
be
solved,
and
then
you
know
the
next
part
of
this
conversation.
The
message
is
to
showcase
to
them.
How
other
people
that,
in
fact
this
is
a
solution,
that's
in
reach,
that
they
don't
have
to
live
with
it,
that
there
is
actual
real
value.
B
If
they're
able,
if
they're
able
to
overcome
this
problem
and
and
now,
we
want
to
show
them
the
way
forward
of
what
are
the
tools
and
processes
that
they
can
take
action
on
moving
forward
to
solve
this
problem,
all
of
it
helping
to
answer.
Why
solve
this?
So
let's
go
back
to
the
spreadsheet
and
let's
try
to
walk
through
this
and
apply
and
put
this
into
practice.
So
so,
if
we're
thinking
about-
and
we
need
to
think
about
from
a
focused
persona
erica
who
should
we
talk
about
from
a
persona
perspective.
A
B
C
A
I
just
want
to
pause
here
and
emphasize
what
you
just
wrote:
don't
you
know
they
don't
have
to
be
overwhelmed
by
supporting
complex
frankenstein
like
tools
and
integrations.
I
think
in
the
past,
when
we've
done
this,
we've
written
from
the
gitlab
perspective
of
like
here's,
the
thing
we
want
to
tell
them
about
git
lab
and
what
we're
doing
here
is
very
different.
You
just
showed
that
of
we're,
actually
speaking
the
customers
or
the
the
user's
language
of
like
what
is
their
fear.
What
is
their
motivation
in
writing
that
down?
B
B
C
B
With
consistent
metrics
and
value
stream
right,
all
of
this
is
getting
to
the
idea
of
people
who
are
trying.
We
have
to
start
to
anticipate
what
are
they
looking
for
as
they
start
to
research.
This
problem,
because
remember
this
is
helping
people
understand.
Do
I
have
a
problem,
and
this
is
our
opportunity
to
start
to
start
an
intervention
of
of.
Yes,
you
have
a
problem.
Let's
talk
about
the
problem.
B
That's
right
and,
and
it
it
may
or
may
not
be
a
get
lab-centric
answer
I
mean
frankly,
it
could
be
even
more
valuable
if
we
had
an
answer
of
somebody
who
solved
this
with
you
know
in
different
ways
I
mean
you,
it
frankly
could
build
our
credibility.
If
we
had
answers
that
weren't
just
well,
they
bucket
lab,
and
it
all
was
better.
A
A
B
B
Requirements
show
up,
and
the
other
thing
that
shows
up
here
or,
if
we
think
about
in
in
in
the
value
framework.
This
is
where
required
capabilities
show
up.
So
you
know,
in
both
cases
we're
talking
about
things
that
gitlab
does
either
in
market
requirements
speak
when
we
think
about
a
use
case
or
in
the
value
framework
required
capabilities,
which
are
really
very,
very,
very
focused.
So
there's
not
an
exhaustive
list
of
required
capabilities.
Well,.
C
A
You're
saying
we
introduce
those
there,
and
I
agree
because
I
think
those
become
very
central
to
our
consideration
stage
content,
because
that's,
if
I
remember
the
value
framework
and
that
training
well
enough
and
how
sales
is
using,
that
is
they're,
leading
people
to
state
these
requirements
themselves,
which
we
can
help
accelerate
by
putting
out
content
that
uses
those
requirements.
As
things
you
should
be
considering
in
a
consideration
stage.
B
Here's
where
I
think
they
become
much
more
engaged
with
now
we're
talking
about
someone
who's,
probably
ready
to
buy.
They
have
a
different
problem
at
consideration.
The
problem
when
they're
in
this
consideration
phase
is
look.
I've
got
there
are
so
many
choices
and
options
options
to
solve
this.
To
solve
this.
B
We're
selling
gitlab
here
I
mean
their
challenge
as
they
go
into
consideration
where
in
awareness
they're
trying
to
understand
their
problem.
Now
someone
who's
consuming
the
content.
Here,
we
they
need
to
learn
about
which
solutions
are
are
going
to
be
the
the
best
ones
for
them
to
take
and
go
forward
with
right.
They
haven't
made
a
selection,
yet
they
haven't
made
a
choice,
but
they
are
in
the
process
of
of
trying
to
trying
to
refine
that
nail
it
to
nail
down
what
what
their,
what
their
specific
choices.
A
B
Yeah,
because
I
guess,
as
I
think
about
it
right
here
at
this
point,
we
need
to
help
them
understand
what
their
choices
are
yeah.
This
is
this
is
where
we
want
to
describe
and
educate
them
on
how
to
on
their
choices
and
which
one
which
ones
to
consider
we're
setting
up.
I
think
at
some
level
what
we're
really
doing
here
is
we're
setting
up
a
comparison.
B
B
B
B
B
So
now
we
want
to
see
case
studies
and
based
upon
the
gartner
study,
which
talked
about
how
powerful
peer
reviews
are.
I
think
we
would
do
peer
review
quotes
and
I
think,
there's
some
flexibility
as
to
exactly
where
things
go.
I
don't
think
there's
a
hard
and
fast
science
that
says
well,
one
thing
must
go
in
one
place.
If
you
go
back
to
this
right,
if
we
think
about
it,
where
should
I
get
started
solving
the
problem?
A
Instead
of
just
having
like
message
and
supporting
point
across
the
whole
thing
like
I
originally
had,
we
would
have
these
things
in
there
for
people
to
start
thinking
about
when
we
actually
do
the
storyboard
each
one
of
these
cells
would
have
something
written
down
about
what
we're
saying
so
like
peer
review
quotes,
for
example,
let's
go
find
some
that
would
be
appropriate
to
use
here
and
put
them
in
here,
so
that
when
people
are
going
to
create
content,
they
don't
have
to
go
find
them.
We
already
did
that.
We
were
like
these
are
five.
C
B
C
B
There's
there's
143
reviews
340
here,
there's
over
shoot
over
500
reviews
a
lot
of
that
to
sink
in.
For
a
moment.
Five
over
500
reviews
of
gitlab.
We
have
a
4.6
average
rating
for
enterprise,
agile
planning
tools,
incredible
us
and
atlassian
gitlab
and
atlassian
were
the
only
two
that
earned
the
customers
choice
award
in
2020.,
crazy,
good
stuff.
Let's
look
at
the
five
star
reviews
move
faster
from
idea
to
production
erica.
I
think
you
wrote
that
review,
but
I'm
gonna
keep
moving.
B
You
know,
version
orchestration
and
agile
management,
one
tool:
you
know
the
software
engineering
services
industry
functionality
beats
other
alm
and
ci
cd
tools
very
promising
future
by
a
scrum
master.
In
the
final
I
mean-
and
you
can
go
into
this
gitlab
good
for
remote
work-
the
only
tool
that
made
a
developer's
life
easier.
B
Best
security,
software
crazy
right,
so
these
are
things
that
we
could
choose
to
quote
and
choose
to
use.
The
badge
is
something
we
can
also
choose
to
use.
We
need
to
work
with
collins
team
about
making
sure
that
gartner
reviews
the
quotes
we're
using,
but
these
are
the
kind
of
things
and
there's
also
the
g2
peer
this
stuff
on
g2
crowd,
which,
if
you
go
look
at,
is
it
any
good.
B
My
finger
is
getting
tired
scrolling,
but
again,
there's
additionally
quotes.
We
can
pull
from
there
as
well.
So
the
gartner
report
describes
a
lot
about
how
how
peer
reviews
are
really
powerful,
so
they
play
often
in
the
you
know
these
these
middle
middle
row
of
boxes,
and
so,
as
we
think
about
the
storyboard
of
things
over
here.
This
is
where
we
want
to
pull
in
peer
reviews.
B
I
think
we'd
want
to
put
them
into
probably
in
both
of
these
you'd
probably
see
some
of
them,
but
but
again,
we'd
flush
this
out
now,
if
we
continue
on
so
first
off
before
we
go
on
to
the
next
step,
someone
who's
consuming
consideration
content.
How
do
I
choose
which
tool?
How
do
I
evaluate
different
tools?
B
B
A
B
So
I
think
it's
yes,
we
would
do
both
because,
as
I
see
it
once
someone
gets
to
the
stage
of
of
this
this
bottom
row
now
they
have
to
convince
they've
made
a
decision
as
I
the
way
I've
have
laid
this
out,
at
least
in
thinking
about
this
arc
by
the
time
they
get
over
here
to
this
box
and
the
purchase
they've
decided,
they
haven't,
made
the
purchase
yet
and
that's
consistent
with
the
gartner
structure
too.
You
know
they
identify
research,
intent
and
then
the
last
thing
is
they.
B
They
actually
make
the
purchase
you
know
of,
and
it's
funny
in
the
gartner
study
that
they
wrote.
I
you
and
I
talked
about
this
earlier,
but
I'm
gonna
just
highlight
it.
While
we
talk
is
the
the
thing
about
this
that
just
it
was
so
powerful,
and
I
I
commented
on
it
earlier
is
the
final
purchase
stage.
B
How
do
we
help
them
overcome
the
obstacles
inside
their
organization?
How
do
they
justify
their
decision
with
either
their
peers
in
other
parts
of
the
organization
or
their
boss
or
procurement,
or
whoever
they
have
to
justify?
They
need
to
do
this.
How
do
they
prove
that
there's
going
to
be
value
in
this
and
then
how
do
they
get
started
with
quick
wins,
and
so
the
kinds
of
content
we
would
want
to
provide
here
would
be
content.
If
we
go
back
over
to
this
would
be
you
know,
it
would
be,
the
problem
would
be.
B
And,
and
by
the
way,
this
is
also
the
idea
that
we've
we've
kicked
around
a
lot.
We've
talked
about
this
for
a
while.
Is
this
idea
of
a
champion
a
champion
has
decided.
I
want
to
use
this
tool.
How
do
I
help
do?
This?
Tracy
has
done
a
bunch
of
work
interviewing
some
people,
so
it
was
brian
about
their.
These
are
people
who
are
champions
who
are
trying
to
introduce
gitlab
into
their
organization,
and
so
I
think
this
is
where
we're
starting
to
really
equip
them
and
the
field
with
how
to
do
this.
B
C
B
B
So
so
this
would
be
the
story
flow
and
I
will
suggest
then
anybody
who's
at
you
know
if
we
were
to
number
these
boxes.
You
know
one
through
nine,
because
that
they're
numbered
on
this
grid,
so
anybody's
in
the
the
boxes,
five
and
above
or
six
and
above
better,
be
talking
to
them,
because
they're
ready
to
buy
or
they've
already
or
they're
in
the
process
of
trying
to
buy,
and
so
for
me
at
least
this
becomes
a
way
of
saying
someone
who's
consuming
the
later
stage.
B
Content
is
much
more,
has
a
much
higher
propensity
to
be
purchasing
stuff,
and
I
you
know
I
haven't
looked
really
closely
at
our
our
scoring
model,
but
I
would
suggest
we
should
revisit
and
think
about
how
do
we
score
content
based
upon
where
they're
at
the
journey
and
propensity
by,
I
think,
there's
probably
we're
probably
aligned
to
it.
This,
I
think,
gives
us
from
a
content
perspective
a
way
to
think
about
the
content,
we're
writing
to
be
aligned
to
that.
A
Yeah,
I
think
I
I
want
to
say
that
some
work
was
just
done
or
is
being
done
to
do
that.
What
I
would
say
with
what
we're
doing
here
as
it
relates
to
like
demand.
Jen
is
like,
let's
prove
this
out
before
and
then
like
help
them
put
it
into
the
model,
because
I
think
we
have
some
work
to
do
here
with
getting
our
like
teams
trained
on
this
and
actually
creating
content
and
proving
out
this
concept.
A
I
think
we
can
go
back
into
the
storyboard
template
and
instead
of
where
it
says,
like
main
message
and
supporting
point,
give
a
solid
instruction
of
like
what
we're
looking
for
there,
which
is
a
lot
of
what
you
wrote
in
this
copy
storyboard,
because
one
of
the
things
like
I
don't
I
want
to
avoid
is
if
we
go
roll
us
out
to
our
teams,
I
don't
want
to
get
back
a
storyboard
that
says
peer
review
quotes
case
study.
I
want
to
know
what
that
case.
A
B
It
does
I
mean
the
the
distinction
between
you
know
kind
of
the
template
roughed
in
with
the
ideas
of
what
goes
there
versus
the
fully
built.
I
think
the
next
step,
really
to
be
honest,
would
be,
I
think,
going
into
one
of
these
and
double
clicking
and
saying:
okay,
let's
because
what
we
did
in
this
copy
or
this,
this
kind
of
this
rough
one
that
we
did
really
on
the
fly
here
is,
you
know,
really
quickly,
ad
hoc
filling
in
the
blanks.
A
A
A
B
And
on
my
side
it
would
be
cormac
who
would
be
on
point
for
this
so
because
we're
talking
about
the
vsdp,
which
is
where
we
need
to
have-
and
we
need
to
own
this-
and
so
I
think
this
would
be
the
place
to
do
it.
And
so
how
about
we
plot
find
time
next
week
and
let's
get
them
engaged
and
collectively.
The
four
of
us
can
iterate
on
this.