While digital tools are abundant, are they intrinsically motivating employees to return to the workplace motivated to connect, communicate, and collaborate meaningfully to solve problems and innovate individually and collectively? What are we lacking here: training, executive support, technology standards, or conducive cultural norms? How must organizations reimagine their hybrid workplace to offer a simple, scalable, supportable, and secure work experience without adding complexity to deliver tangible business results?

Contributor

• • Andy Bennett, Vice President of Channel Sales, Crestron Electronics
  • John Bailey, Senior Vice President, Technology & Innovation, AVI-SPL

Download Podcast
Apple Podcast, Google Podcast, Spotify, iHeartRadio, TuneIn, and Pandora. Find other syndication channels here or search CIO Talk Network podcast on any other app.
Explore More

• There is No Checklist to Leadership
• Cracking the Leadership Code
• From Problem to Productive Workforce
• Solving the Quiet Quitting Crisis
• Identifying and Enabling the Skills of the Future
• Getting the extraordinary done

Transcript

Sanjog Aul [00:00:10]:
Welcome to the CTN brandcast made possible by Avispl. My name is Sanju Gaul. I will be your host. Now, today’s we are diving into a pretty hot topic, which is mastering the inspiring hybrid workplace recipe. So in the digital age, what you find is we’ve got a bunch of tools that are coming out and we keep getting more and more of those. But are those tools, if put together individually or collectively, encouraging employees to actually come back to office so that they can effectively communicate, collaborate and innovate? What’s missing is it essentially the executive support, the training, the tech standards, or perhaps something in terms of the cultural norms? Do we not have the right fabric in place? So, to discuss this, I have with me John Bailey from Avispl. Hey, John, how are you?

John Bailey [00:01:09]:
I’m doing great. How are you?

Sanjog Aul [00:01:11]:
Very good, sir. And Andy Bennett from Crestron Electronics. Hey, Andy. How’s life?

Andy Bennett [00:01:17]:
Life is wonderful. Thanks for having us today.

Sanjog Aul [00:01:20]:
Thanks. And it was great to have. It’s great to have you today. Now, let’s start with you, John. Would be great to get an idea about your role within that organization and how you create value as an individual. And of course, how does your company create value? But then I’d like to also add this other question, which is, how does one develop an equitable culture for those in the room versus those who are not?

John Bailey [00:01:47]:
Yes. Thank you. So, John Bailey, I’m senior vice president of technology and innovation at AVIspl. They’re primarily responsible for our unified communications and collaboration practices, really understanding how our customers want to communicate and collaborate, what are leading edge solutions that support those goals, and what are the tools, software, hardware and solutions that enable those things? And Mike, I do have a global remit, so I do really represent a lot of different diverse thought around these topics. When we talk about equitable culture and we talking about return to work, I really think it probably starts with user centric design. And this is a difficult thing for technologists, I think, sometimes to get their head around, which is technology can enable and it can assist and it can help advance. But people need to solve people problems and people problems of what we have right now in terms of where work is getting done. How do we maintain corporate culture when we know that our employees are now spread out across different office locations or their home, or maybe they’re on a train or an airplane or commuting somewhere? So big, big challenges there.

John Bailey [00:03:08]:
I think for meetings that includes lot of different factors, as I just mentioned, company culture, geography, national identity, inclusiveness, multigenerational workforce, all of these things really need to be considered. And to that I would add what we would call meeting taxonomy. So what are the types of meetings that need to happen? Because we don’t want to design a meeting experience for scientists and then try to give it to a finance department. So what are the tools and solutions that are needed? And an easy one to sort of point out is whiteboards. Some meeting cultures require whiteboarding. And for some organizations and meeting types, that whiteboard is very important. But how do I extend that experience out of the meeting room? How do I make that not only an equitable experience, but an experience that everybody can actually participate in? And then secondly, to the whiteboard example, not every meeting needs a whiteboard. So let’s not put technology in place where technology isn’t needed.

John Bailey [00:04:15]:
Again, tech, I think it’s simple enough, but I think we fall into a trap when we expect technology on its own to resolve some of these problems for us, because we really need to understand human factors and human experience before we can apply great technology to help us solve.

Sanjog Aul [00:04:33]:
And, Andy?

Andy Bennett [00:04:36]:
Yeah, thank you. Andy Bennett. So I’m the vice president of our dealer channel for North America. I have the unique opportunity of being able to work not only with our network of national integrators, but also work directly with a lot of our largest end users. And one of the largest topics that’s really dominated when it comes to meeting equity is user experience and user interface, and how people are able to interface not only with the technology in the room, but with the in room and the hybrid meetings or the hybrid employees outside of the room. And I think, really, when it comes down to having an equitable culture, it does. It starts with that organizational structure first and foremost. John made a really, really good point of, we can’t expect technology to solve these issues if we’re going into a meeting and it’s not clearly defined agenda, and we don’t know what the expectation is of the participants, technology is not going to be able to fill that void.

Andy Bennett [00:05:34]:
So I think one of the things we first have to establish in the organizational culture is an understanding of why we’re having the meeting and what the expectation of that meeting is and what the outcome should be, both in room and remote. People should understand their place in that meeting. And I think a big part of that, again, is defining how we want to have those meetings in those environments. With technology, one of the simple rules that could start is ensuring that cameras are always on and that people are always present to make sure that each individual is not only seen but they’re heard, and their presence is felt in those rooms.

Sanjog Aul [00:06:10]:
All right, so let’s go to the next question, and, Andy, I’ll continue with you based on your last response. So, when you are trying to do all of that, how does an organization establish an appropriate organizational culture and trust? Important piece, right. Trust to ensure there is accountability and alignment.

Andy Bennett [00:06:32]:
Yeah, that’s. I think one of the things that’s really come out of COVID is this mentality of having meetings, just to have meetings. People became so accessible that it just became very easy to throw a meeting on a calendar where everybody joins. And some of the accountability concerns that come from that is, some of the attendees might not necessarily understand their role in that meeting. They’ve been added because of ease of access. They’ve been added because technology allows us to be accessible at any place at any time. And now we have a lot of attendees that are in a meeting space that maybe aren’t adding value or even deriving value from that specific meeting place. So being able to clearly define why we’re having the meeting, what the agenda is, what the expected outcomes of the meeting are, and even asking for follow up from those meetings, if all of the attendees felt like their presence added value to the experience, or what could be done in the future to ensure that level of accountability or experience, I think, is a big part of what we’re missing in the current organizational structure.

Andy Bennett [00:07:33]:
Again, just a lot of meetings. A lot of people attend these meetings, and I think more often, not some of these people fall into the background. They end up turning their video off or going on mute. And now, again, they’re not adding value to the meeting or pulling value from that meeting, and it turns just into a lot of wasted time. And unfortunately, that means a lack of productivity.

Sanjog Aul [00:07:53]:
John?

John Bailey [00:07:55]:
Oh, 100% violent agreement, Andy. So, once again, no surprise. But I think camera on culture, that’s a way to say it. I mean, it is so important we think about this word trust. That’s a common, complicated word, and there’s a lot going on there. Trust is obviously earned, and it’s earned over time. Right? So, camera on. I think it’s really important so that we know that everybody’s engaged now, then let’s take it to that next step of engagement.

John Bailey [00:08:27]:
Why are people engaged or not engaged? Again, is it the right type of meeting? Is this a meeting where my engagement isn’t really important? Am I a consumer or am I a contributor? So, setting the sort of ground rules, the boundaries and expectations for collaboration with the meeting is critical, and then technology can support that. But meeting facilitators have to set the stage for meetings, inclusiveness meetings, where every voice counts. And the whole point of us all being together in the meeting is to make sure that we’re sharing our thoughts, sharing ideas, and developing more right, than what any one given individual could really do on their own. So, and I think, you know, in terms of accountability, I think we’re also transitioning. I hope there are some things we’ve learned in the positive over the past couple of years, right? And maybe one is outcomes are more important than just visually being able to see everybody work, right? And that is a traditional tenet of the workplace. And in some cultures, it’s extremely important that managers can look out and see an entire force working together. That’s a visual cue that, you know, we’re moving the ball forward. But ultimately, outcomes are what drives businesses.

John Bailey [00:09:45]:
And so how do we ensure those outcomes and ensure that our employees are empowered there? And so I think when we talk about accountability and alignment, it’s really about enabling employees to go out and achieve the goals of the company. And arguably, that’s better done at a more tactical, managerial level than it is at a senior level. You know, individual teams and groups have a better view on their individual tasks, orders, and individual goals, and are better to able to achieve those in the ways that they say fit. So maybe empowering managers to determine which days are we going to be in the office? Who is important to be in the office is more important than a statistic of 49% or 55% occupancy.

Sanjog Aul [00:10:38]:
Now, think about goals and incentives, John. Do you think we can use them to encourage the right behavior, which in turn helps them do the right things, which in turn helps them increase performance?

John Bailey [00:10:49]:
I think it is, and I was in a fascinating discussion earlier this week around productivity measurement and Department of Labor statistics in the US, saying that productivity was actually contracting by a point to a point and a half, uh, just in the last, uh, two quarters. Uh, so, uh, if that’s what, what is the measure of productivity? Because in traditional, classic business sense, we know when the company’s being successful, when profits are up, when top line sales are up, when speed to market, uh, objectives are being achieved, then we are productive. But how do we trace productivity back to collaboration? Technology? It’s a difficult thing to do, and I think our industry has more work to do there. Uh, right. To, to really understand the impact of collaboration on business outcomes and goals.

Sanjog Aul [00:11:39]:
Andy, what have you seen in this regard? The goals and incentives and the increased.

Andy Bennett [00:11:43]:
Performance yeah, one of the things I want to really hit back on, and I think John just nailed it right on the head when it comes to this conversation point, is outcome drives business. And I think when we talk about productivity and we look at how productivity has either increased or decreased, again, it’s based on how the employees feel about their contribution to the environment that they’re in. And we’ve talked a lot of times about, really, a separation of classes that started to exist coming out of the pandemic. And those two classes were the in office employee versus the remote office employee. I know me personally, I feel like my productivity increases tremendously. Being at home, I have a confined workspace. I’m able to focus on the task at hand, whereas anytime I’m in the office, there’s ten or 15 other employees here that could draw my attention away at any given point in time. So how we really define productivity and what we’re looking for when we look for individual employee contribution, I think is something that still needs to be clearly defined.

Andy Bennett [00:12:43]:
It really depends upon the role type. I know engineer types can get a lot more done at home than they can do in the office, where there’s distractions. But the same thing can be said about salespeople, where we might see their productivity diminish if they’re living from home, as opposed to being in the office and driving forward with opportunities. So, again, I think the most important thing we could do here is redefine the culture and what the expectations of the individual employees in their specific tasks are, rather than just looking at this from a holistic view of, well, the company overall is productive. That doesn’t help the individual employees understand what their contribution or lack of contribution adds.

Sanjog Aul [00:13:20]:
Now, while you work on the culture, would there be anything specific or a set of things you could do with respect to creating a workplace and workspaces that encourage people to return to the office and actually boost that on site employee satisfaction? Andy?

Andy Bennett [00:13:37]:
Yeah, absolutely. One of the things that came, again from the pandemic was our ability to be incredibly comfortable during the course of the day. Our home environment provides large levels of comfort. The ease of access to a kitchen, or the ability to pop outside and get some sunshine. These are things, I think, that the vast majority of employees have now said very overwhelmingly about their reluctance to return to work is, I’m not comfortable, or I don’t have the ease of access to the creature comforts. That really made me feel good. And I draw back to a personal experience I’ve had with a large corporate enterprise out here in California, where they’ve actually brought chefs on board. So they have in house chefs now that can make you any kind of meal 24 hours a day.

Andy Bennett [00:14:22]:
They have gaming lounges that you can retreat to. They have in house movie theaters. And these are the things that they have said directly have increased productivity, because, again, the employees feel comfortable, and they have the ability to take a workspace break without leaving the physical enterprise and come back with a more refreshed mindset and ready to, again, to attack those tasks that they need to achieve.

Sanjog Aul [00:14:45]:
Don, what have you seen in this regard? Any unique things that people have done with workspaces and workplace to be able to get that excitement going among the employees. So they come in and say, okay, I’m loving it.

John Bailey [00:14:58]:
Yeah. And just a quick side story, talking to a friend of mine earlier this week. Also, his daughter had just graduated from college two years ago and immediately went to employment. Got a job right out of school. And the first two years of her work career, she never went to an office. She worked from home exclusively, and she was being recruited by a company that required in office. And she said, dad, I really don’t want that kind of job. I’m just used to working at home.

John Bailey [00:15:30]:
And he said, well, you know what? Let’s give it a shot.

Sanjog Aul [00:15:33]:
Right?

John Bailey [00:15:33]:
I mean, and this is the culture, too. Like, well, why not just give it a chance? Let’s go look at it, right? They went and toured the office, and she came away amazed. And it wasn’t just, you know, the snack bar or the ping pong table. It was the culture and the dynamics of being in an office with other people and creative people and what that environment feels like, I think that’s extremely compelling. Now, there’s no doubt having a great, compelling workplace is important. And, you know, all the extra bells and whistles are nice, but I think compelling environments is really important. And one thing we focus on a lot are thinking about experiential design. What is the experience coming into the office? What is my work day like? You know, what kind of tools or what’s my environment like? It’s so bigger than the flexibility.

John Bailey [00:16:22]:
But I would again, go back to, I think the most compelling thing is the people is sharing with other people and being able to communicate. And I agree with you, Andy, because I have this split between home, office, and going to the office. And when I go to the office, the day gets dominated by the people I haven’t seen in the last three weeks. And everybody wants to get caught up, and that can feel like a hit to productivity, but it’s a boost to morale and a boost to company culture. And that’s what I think that’s the way we’re built. And we were built to be together, right? We’re not. Humans aren’t built to be separated. So beyond that, again, as I said, great technology meeting rooms that are fit for purpose and fit the modern meeting.

John Bailey [00:17:14]:
And maybe we can begin to rethink the slab of wood surrounded by chairs on all sides, format and get to more engaging environments. And technology is, this is an area where technology is behind and it needs to bring us forward, because sort of the self fulfilling prophecy of when we build rooms around technology, technology iterates around that design. So we need cameras not at the front of the room, we need cameras in the middle of the room. We need cameras all around the room. I would argue we need displays more all around the room than that singular sort of pane of glass that stuck on the wall over there where all those remote participants are forced to sit. So there are a lot of things that we can do in this space. And one other thing I would add, and something that a service that we offer at AV ISPL, is in virtual reality, experiential design is being able to mock these spaces up in VR and then experience what they’re actually going to be like, instead of having to actually build out and pilot a lot of spaces, which is time consuming and costly. So we can rapidly iterate what these rooms feel like, what they look like, and how the technology fits in a virtual reality environment.

John Bailey [00:18:31]:
One more way that we focus on, how do we create a great experience for users?

Sanjog Aul [00:18:37]:
Now, you mentioned about technology. So if you had to specifically say, list out, or in whatever way you can itemize them, that specific, appropriate technology that would ensure, number one, equitable participation. Secondly, seamless collaboration between the in office and the 100% remote workers. What would that be, John? What would that play look look like? A list and or a playbook look like?

John Bailey [00:19:04]:
Oh, boy, there’s just a lot there. And, you know, as I’ve said before, I mean, one of the problems is, or challenges or opportunities, let’s say, if we think about this within the context of, of industrial revolution, right here we sit today, 260 plus years of industrial innovation, iteration technology, trying to solve four things. But more commonly, our experience is technology solving problems we didn’t know we had yet. And then people are trying to catch up to the latest iteration. What we’ve seen in the last three years is the way people work disrupted the technology that’s available. So technology is catching up. We’ve had huge advancements in audio technology. Artificial intelligence, obviously, is a huge buzzword.

John Bailey [00:19:55]:
But when we think about how do we actually put that in context? The ability for systems to transcribe the meeting in real time, to attribute who said what in that transcription in real time, translate that meeting into over 100 different languages in real time. These are amazing advancements, and I would argue these should be a part of every kind of in room meeting technology. In fact, there are some that say artificial intelligence. And these capabilities should always be on, whether there’s a hybrid meeting going on or not, because wouldn’t it be beneficial to have a transcription of the meeting? And AI determine at least 75% of the action items that were assigned automatically, whether we’re actually in a video meeting or not? And as I said for, you know, I think video and display needs to evolve faster. Those are the areas that we need to catch up with. So 360 degree cameras are hitting the market this year. That’s center of table. Those are great solutions.

John Bailey [00:20:59]:
Cameras around the room with AI technology that can not only identify the participants of the meeting, but this is really, really interesting. Can actually analyze three different views of the same participant. Let’s say I have three cameras looking at Andy, and AI knows what the best shot is and which shot to transmit to the meeting. These are amazing technologies that are largely available now or are becoming available here in the next year.

Sanjog Aul [00:21:27]:
So, Andy, you talk to a bunch of people yourself, right? And all the things that John mentioned, would you have newer or more or different things to add to this fascinating list of technologies that are coming?

Andy Bennett [00:21:41]:
No, I think John says it perfectly right. And I think just to restate what he was stating, I think it’s imperative that we really look at how technology is integrated into the conference room. What I see far too often is still a desire to approach conference room technology the way we’ve approached it for the last decade plus with a single monitor at the front of the room and a microphone at the middle of the table. And there’s very little thought that goes into the far end experience. And now that we start talking about remote workers versus in room employees, it really is important that everybody gets the exact same experience from those meetings. The meeting equity has to be exactly the same across the board, from the in room employee to the hybrid employee or the remote worker. So this does really mean we have to consider a lot more technology when it comes to being able to deliver that experience. And completely agree with John.

Andy Bennett [00:22:32]:
Right. We’ve seen incredible advancements from the audio side of the world. And what we’re really now seeing is kind of a trailing edge effect with video. Video does have to be 360 degrees. There will absolutely be a requirement for a certain level of AI. When we talk about video integration, what is the best angle? Is the lighting appropriate? Are we capturing the facial expressions of the speaker? Not just how clearly we can comprehend what they’re saying? And even more importantly, is how present are the remote workers in the in room experience? Do we have enough monitors to make sure that everybody in the room can see all of the remote, the remote participants, do those people feel like they can be seen? Do they feel like they can be heard? And again, it’s really important that we take those aspects into account when we planning a new meeting experience. Again, because technology can play a giant role of that, and obviously it can help the way those remark participants feel about their active participation in that meeting. And if they want to contribute, or if they just feel like, hey, I’m going to go on mute and turn my camera off, because nobody even knows that I exist in this space.

Sanjog Aul [00:23:40]:
We spoke about this outcome, equitable participation and seamless collaboration with all the technologies both of you mentioned. Are we seeing that outcome? Are we seeing people actually following through with all the technology that we’re putting in front of them, or which is actually coming in a few months, as you guys mentioned, about 360 degree cam, are you seeing the outcome from these investments for companies?

Andy Bennett [00:24:05]:
So the people who take into account, we absolutely are. And we’re hearing the feedback from those people too, that say, hey, these immersive environments or this additional technology in these meeting spaces are actually driving a better meeting experience. And we know that if you have a better meeting experience, they’re going to be far more collaborative. People are going to openly share, they’re going to feel like their input actually adds value to the meeting. But there also was a large amount of organizations that had a business strategy of just get video enablement in the room because we’re returning to the work and we have to include the hybrid or the remote employee. And in those applications, we saw a lot of companies stick to the same methodology that they stuck to for the last decade, and that’s a single camera with a single monitor. And the feedback we get from those people is the in room experience is exactly what we expected. But the remote participation is diminishing.

Andy Bennett [00:24:55]:
And it’s, again, if you don’t feel like you’re valued, if you don’t feel like your input is valued, you’re just naturally going to fall to the background and you’re going to participate far less. So. We see it on both ends of the spectrum, and I think that’s a huge, encouraging, really, statement to say, evaluate the technology, make sure that you understand what has to be part of that in room solution to generate fair meeting equity for all participants, both in room and remote.

Sanjog Aul [00:25:22]:
John, quick input from you on this question I had in terms of the outcome being actually delivered with the investment of technology.

John Bailey [00:25:30]:
Yeah. Again, I think it is difficult to trace outcome back to very finite investments. But I’ll give you one example of a way that’s very easy to understand, and that is when we attempt to start a meeting and the technology isn’t working or the users don’t understand the technology, it takes 15 minutes to maybe actually get the meeting underway after people have fumbled around with the stuff, and we’ve got eight people in that meeting, then eight, eight people times 15 minutes of unproductive time is pretty easy to calculate. Right? So I think productivity will bounce back. I really do. And I think hybrid technology is going to be a part of helping us realize that kind of productivity moving forward. And again, we talked about the potential for some bigger lessons learned over the past couple of years, and maybe the purpose and intent of meetings and collaboration is one, not have meetings just to have a meeting. If we’re having a meeting to review a PowerPoint deck, I could review that at my desk.

John Bailey [00:26:38]:
Let’s have a meeting to talk about that PowerPoint deck, get feedback on it, contribute to it. So maybe those are some possible positives. I would also say that bigger maybe than the return to office metric, we should think about who do we want back in the office, you know? And again, is it we’re just trying to get occupancy from 50% to 60%? What is the purpose of that? Versus who are the people that we want back? Because I would argue we want the collaborators to come back. We want the creatives to come back, the high performers to come back. The people that lead the culture of the organization that other people want to associate and be with are the ones we want to compel to come back. And again, not because we told them they had to, but because we created an environment that they want to come back into. So I think I shared, I read a fascinating article recently about Rebecca Pierce. She’s the chief people officer at Autodesk, and her vision for this return to office and something they created called flex Forward, which is really about not how do we tell people to come back? How do we compel them to come back.

John Bailey [00:27:53]:
And as I said before, how do we empower managers to carry that message, compel the employees, but also make the decision about when is it important and who is it important that should be back in the office, versus just sort of casting this blanket mandate of everybody’s going to be back. And this is the common one, two days a week, and it’s not going to be a Monday or a Friday. So you pick Tuesday, Wednesday, Thursday, which days you want to return.

Sanjog Aul [00:28:20]:
All right, so, Andy, how do you enable visibility for employees to see how their work actually impacts the desired business outcome? Because they have to see the connection.

Andy Bennett [00:28:33]:
Yeah, they do have to see the connection. And, you know, me personally as a manager, you know, I adopt the lead from the front mentality, you know, so if I want people to see the value of being in the workplace, then I’m in the workplace. I have a hard time understanding some of the methodology that we see out there where it’s, you must return to the workspace. But higher level management isn’t in house. They continue to continue to be remote participants. I think a big part of that, too, is asking for feedback. I think it’s part of, really, the corporate culture that we don’t do enough is surveying our own internal people to understand how they feel about the workspace. Do they feel like they have a productive environment for the collaborative employees? Have we given them the ability to be as collaborative as they want to? And have we asked the people who don’t want to be in the workplace what they need to feel happy or satisfied? Being a remote employee, I always think the best way to get the most out of people is to make sure that they feel like what they’re doing is valued and that their input is valued.

Andy Bennett [00:29:35]:
And, you know, there’s a number of different ways to go approach or to go about this, from town halls to meeting summits to happy hour events, to dress up in funny clothes kind of culture. But again, I think the most important thing we can do is directly talk to our people and ask them what they want or what they need and then prove to them that the feedback we got from them was not only heard, but that it was valuable, and we’re actually going to try to do something to implement any of the ideas that are presented to us.

Sanjog Aul [00:30:05]:
John?

John Bailey [00:30:07]:
Yeah, two things for me, one, and I agree with everything Andy said. In addition, corporate communications, extremely important. And communications from the executive suite to the entire business, very, very important. And that’s something that’s been evolving. So the virtual town hall these updates that we at Avi Spl do on a quarterly basis with our executive team, updating everybody in the company about what’s happening, where’s the company moving? What kind of goals are we achieving? I think that’s extremely important. And we think about technologies like digital signage is a great example, right? Traditionally a way that we communicated business outcomes to employees, but if they’re not in the office, they don’t see digital signs anymore. So how do we evolve those technologies and evolve corporate communications that really adapt to the new hybrid environment? And this, in addition to a whole suite of solutions around workplace management, I think really fascinating. And we’re seeing a convergence of all of this technology, from collaboration to workplace management to corporate communications, happening, because again, the user is at the middle and the employee is at the middle of all these things.

John Bailey [00:31:24]:
And then second, I would say asynchronous collaboration, if we’re going to talk about technical tools, is extremely important. And you remember what our challenges were. Actually, I was just on a panel discussion a couple of weeks ago, and I’m like, remember the challenges before COVID Because we’re so sort of clouded by the last three years of hybrid work. But remember what the challenges were before cloud. Cloud migration, movement to the cloud, mobility, BYOD. How do we trust all the devices coming into our environment? Those are things we still struggle with, but we have largely also kind of moved on from. So I think one of the ways we were able to get through the last three years was because we had more of a cloud centric, asynchronous set of tools that are available for us. And so one I would highlight here is asynchronous collaboration around virtual canvases.

John Bailey [00:32:20]:
And these are extremely powerful, especially for disparate teams. If there’s a place that I can go that is a common shared workspace where I can see my work and I could visually see everyone else’s work, and I can visualize the way that’s all coming together to help achieve a corporate goal or outcome that’s extremely powerful. I think people are very visual at our core, and if I can actually go to a website and I can see how my contribution is contributing to these business outcomes, that’s an excellent way to achieve just what we’re talking about here.

Sanjog Aul [00:32:55]:
Thank you so much again, both John and Andy, about your insights today. And I’m sure there are quite a few nuggets that you have shared, both of you, about how organizations can master this inspiring hybrid workplace recipes so that people are excited to come back and thrive together. Thank you so much.

John Bailey [00:33:15]:
Thank you.

Andy Bennett [00:33:17]:
Thank you.

Sanjog Aul [00:33:18]:
And we also appreciate avispl for sponsoring this episode. Viewers, for more discussions like this, please visit our website@ciotalknetwork.com.