In my ten years here at Cisco, I have worked both directly and indirectly with the industry analyst community, and can attest to the appreciation we have of your broad customer and market insight, your willingness to debate and dialogue with our executive team, and most importantly, your candid feedback.
In this spirit of two-way dialogue, I’d like to share with you a summary of comments made by John Chambers regarding Cisco and innovation during our third quarter fiscal year 2008 conference call last Tuesday. John’s comments struck me as perhaps a new way to think about innovation in the high tech industry. At minimum, certainly a clear focus on how Cisco innovates and our vision for how we view the role of intelligent networks in shaping the future of businesses, countries and communities.
To recap at a high level, the 8 areas of innovation John highlighted include:
So…your thoughts? Which of these resonate most with you (or don’t)? Again, your reactions, observations, feedback and input are welcome and valued.
As for this blog, moving forward I’d like to use it as a platform for the global AR team to chat about news of note, concepts on our minds, the role of AR, the changing analyst landscape…you name it. Please weigh in…the broader, the bolder, the better. We look forward to hearing from you.
Best Regards,
Terry
In true analyst fashion, I guess the answer to that is: It depends on the event.
Take one of the three most important events in my life: my wedding. Original staging date: November 7, 1987.
Successful? Well, we just passed the 20-year mark, we have two beautiful daughters (the other two events), and I’ve never been happier. I can’t speak for my wife, but she comes home every night, so I’m taking that as a positive sign.
I know, I know. That one was pretty easy (not to mention a bit self-serving!). Let’s look at a more relevant event – C-Scape 2007. Original staging dates: December 11-12, 2007.
Was it successful? Worthwhile? Did we – and more importantly, you – get what you needed out of it?
One thing was certain: our conference scores were slightly lower than what we’ve typically seen for this event over the last couple of years. A valid data point and an indication that we can certainly do a better job.
To me, however, that does not mean the event was a failure. On the contrary, we were actually very pleased with the conference overall because we believe we met our objectives, including our primary one of engaging the influencer community in a candid, two-way dialog. Furthermore, we were not surprised by some lower scores because – like the company itself – the event is in transition, and in times of change or disruption, there will likely be a dip in scores due to unfamiliarity or uncertainty.
That said, we did take away a number of lessons learned thanks to the straightforward feedback we received from attendees. Some of the big one (in no particular order):
1. Some PowerPoint is actually OK. A couple of years ago, we got a clear message that we were clearly ensconced in the “death by PowerPoint” zone. We then made a big effort to reduce slideware to drive more dialog. Given your feedback, it looks like we may have overcorrected. Sometimes a couple of slides can actually help structure the dialog and keep a session – as well as the attendees – focused on the salient points.
2. Ease up on the panels, big fella. Our philosophy in Analyst Relations over the last 12 months in particular has been: Discussion, Debate & Dialog. In making that a reality, we may have gone a bit overboard with the number of panels this year. All right. All right. We DEFINITELY went overboard.
3. Get to the meat faster. A big challenge at these events is to balance the corporate-level, main tent information with the product-specific drill-downs of the breakouts. Reducing main tent time and getting to Day 2-type sessions during the second half of Day 1 may be effective. We’re looking into for next year.
4. Vision is good, but some execution every once in a while is helpful. Day 1 is typically the “strategy and vision” day. Day 2 then becomes more of the “execution” day – how are you planning to deliver on what you told me on Day 1? This year, a lot of Day 2 focused on product-level strategy and vision instead of details on execution of product roadmaps and features. We’re good at explaining what we do and why we do it, but could focus more on “how” we do it. I believe this one is an easy fix for next year.
5. Hey, what happened to the business update? While the majority of you like the fact we’ve focused the event on the industry analyst needs (largely because we developed a separate financial analyst conference last year), you miss the financially focused business update that used to be a staple of past conferences. Another one I think we can fix pretty easily for 2008.
We received myriad feedback – both positive and constructive – from many of you about C-Scape last month that goes well beyond some of the main points I captured above. If there are still a few pieces of advice, criticism or suggestions you want to share, I’m all ears, so give me a shout or drop me an e-mail.
You’ll be happy to know that I’ve already started the planning process for next year’s event, which will be held on December 9 and 10 back at the Fairmont Hotel in San Jose. I’m looking forward to that already...
Happy New Year, all!
Last week we completed our annual C-Scape event, an annual gathering of industry, & financial analysts, press and Cisco executives and thought leaders in close proximity for two days of dialogue, discussion and debate. Whether it was the select roundtables with key analysts, main tent sessions revealing our expanding vision as a software company or a WiMAX player, or guest speakers such as Steve Hellmuth, the CTO of the NBA clarifying the fan experience through the use of Web 2.0 technologies, I found the event intellectually electrifying, pivoting between the lofty peaks of evolving Cisco into more of an IT company and the deep challenges of supporting the ever expanding networking requirements of our millions of customers.
With our key focus on the role of video and the rapidly approaching 2008 Oscars, I am turning to one of my favorite flicks, Jerry McGuire, to briefly channel some of my observations about C-Scape. Among Jerry McGuire’s many qualities is a series of memorable lines that can be applied to any situation. There were many rich and varied nuances and threads to C-Scape. Please excuse me the liberty of narrowing some of it down to a few movie lines.
]]> 1. Help Me to Help You2. You Had Me at Hello
We took a risk at this year’s C-Scape by not opening with a classic, rousing John Chambers’ keynote. By starting with a multi-point, multi-national TelePresence session, we demonstrated how our customers and industry experts see the role of rich media changing how the business world collaborates.
Although several analysts and members at the press honestly thought we over-rotated on TelePresence, we hold that the role of video in collaboration to be a self-evident truth. Our declaration is that people want to put people -- not asynchronous, non-contextual messages – back into human interaction and decision-making, particularly across time-zones, companies and continents. The goal-line objective I took away is that we need to better define a rich media strategy beyond our amazing instant TelePresence experience. Technology has most people “at hello.” The rest of the rich media conversation is still waiting.
3. Show Me the Money
One of the clear takeaways of C-Scape is the depth and breadth of Cisco’s business model. At every interaction with Wall Street, our CEO and CFO posit this to Wall Street.
However, at C-Scape, several analysts beaconed that the emerging environment suggests a stronger linkage of IT investment to TCO. A slowing economy, of course, puts additional scrutiny on all forms of capital investment. Technologies such as networking that help businesses reduce costs tend to do well in most economic environments.
The bigger challenge in front of us is demonstrating the linkage between our solutions and business transformation. TCO and ROI analyses are useful justifications for IT expenditures, but we are now in an era where the imperatives of innovation, globalization, and increasingly, Green, are changing how businesses operate. Collaboration, built on the gear-box of UC/rich media, is the great enabler both of Cisco’s strategy, as well as our customers' evolving businesses processes.
Speaking of linkages, Cisco and the analyst community are symbiotically linked, albeit sometimes not in complete harmony, in helping businesses of all sizes understand the take advantage of the richness of technology. Our vision is ultimately advantaged by this relationship, or in the words of Jerry McGuire: “You complete me.”
]]>While I was working on Sunday on myriad things related to our upcoming C-Scape Global Forum, my computer suddenly went dark. I may have screamed out an expletive. My youngest daughter burst into the home office.
“Yes, honey. My computer just crashed, and I have a ton of stuff to do for my conference next week.”
“Sorry, dad. I hope you didn’t lose anything.”
As I sat muttering to myself and rebooting, she turned to leave. When she got to the door, she stopped and turned back around.
“Dad, do you really like what you do? You seem pretty stressed lately.”
“Yeah, Ari, I do. I just have a lot on my plate right now.”
As the door closed behind her and I waited for my laptop to regain consciousness, I got to thinking about her last question. And I realized that I gave her the wrong answer.
I don’t really like what I do. I love what I do, and I’m passionate about it.
Why? Here are 10 things that came to mind as I mindlessly watched the disk recovery process.
10. I can do the job from anywhere. Obviously, not specific to the AR function at all as any number of high tech roles can be done from virtual locations, but I love the flexibility that advancements in technology have given me in this job.
9. Every day is different. This role isn’t a punch-the-clock position. I learn something new everyday, and it’s actually been a great way to get a “hands-on” education in various aspects of the high technology industry. We handle a variety of situations each week, and they all seem to have a unique twist to them.
8. I get to use my best judgment. As AR professionals, we must constantly balance our primary responsibility of protecting our company’s best interests against our desire to be analyst advocates and provide high levels of service to our external constituency. I love the fact that this function isn’t a black-and-white one. I’m not talking about playing fast and loose with the rules, mind you. It’s just that we aren’t held to a rigid set of legal and regulatory laws as they are in Investor Relations, for example. Having a job that allows you to make judgments and decisions in real time is challenging and exciting.
7. I become a more effective storyteller. An analyst knows when they’re being spun 30 seconds into an interaction, so I love the challenge of telling my company’s story without resorting to smoke-and-mirrors or some type of elaborate song-and-dance. I realize there’s a certain level of marketing and positioning that goes along with just about any analyst engagement – something the analyst knows, as well – so achieving a level of credibility and believability while telling my story is a relished challenge.
6. I hone my communications skills continuously. Interacting with different people every day may be what I enjoy most about this job. Having an internal- and external-facing role allows me to call on and use all my communications skills – written, verbal, social, you name it. I also get on-the-job training in crisis communications management. The communications skills I learn at work can easily be applied to the rest of my life and vice versa. A comprehensive skill set in this area is a very valuable thing to have in your backpocket. And there’s nothing like the spirited back-and-forth that ensues when you’re trying to convince an analyst they have the wrong perspective on something!
5. It’s global. And by that, I don’t mean “corporate.” I’ve been fortunate enough in my AR career to always be at companies where the function was a global one. That type of remit makes it more interesting, compelling and exciting. The opportunity to have an impact on your company’s business from a global perspective is heady stuff.
4. Building a program I can take pride in. Whenever my program is assessed and evaluated by one of the independent AR observers in the industry, I immediately go to the scores for candor and integrity. To me, that’s the greatest compliment the analysts can give my team and program. If we’re dealing straight up with the analysts and exhibiting the highest levels of integrity and ethics, then I’m happy. That’s how I judge my program.
3. Helping define an important industry function. AR is still a relatively young function in this industry. It has rightly achieved separation from PR and stands on its own as a critical function in the IT and communications worlds. I immensely enjoy the opportunity to define what this function is and – more importantly – define what it could be in the future with my colleagues at other companies. There are a handful of peer groups and associations we participate in that are designed to promote the function and establish best practices. Helping give a public face and persona to AR is pretty cool.
2. It puts us in the middle of the action. AR at Cisco is viewed as a strategic asset. That means we are part of the strategic planning efforts and contribute to the process that determines where the company is going and what strategies it will embrace to get there. I’m hard pressed to think of anything else that provides such relevancy and high levels of job satisfaction.
1. The people – both the analysts themselves as well as my AR teammates and peers – are outstanding. Ultimately, isn’t this what it really comes down to? AR is all about relationships, and over the last 18 years, I have met some of the finest people in the world. This is a group I respect and admire greatly. Many of them have become valued acquaintances; several have become esteemed colleagues; and some have become cherished friends.
I’m willing to bet a lot of us never take the time to stop and reflect on why we do what we do. We all work to address the important realities of life – putting food on the table, paying the mortgage and taking care of your family – but is there more for you beyond that?
Do you really love what you do?
I truly hope so. If you do, you’re one of the lucky ones...
Putting on an event like this is an incredibly involved and difficult exercise. And it does cost me a dollar or two. Surprisingly, my boss and the rest of the senior management team here at Cisco expect me to prove the value of that expenditure by measuring and qualifying the “success” of this forum. Can you believe that?
The evaluation forms you fill out are not just a critical piece of that final assessment; they are the central component of it. (OK, that’s the first instance of you being reminded that filling out your eval forms is really important. I’m willing to bet that we mention that 57 more times before 3:30 p.m. on December 12.)
And that absolutely depends on you. Was the forum worth your time? Did you get what you wanted out of the two days? Was it relevant to you? Interesting? Surprising? Thought provoking? Did it change your mind about something? Did it challenge a position you had taken?
Even the responses to those questions don’t really give me my answer because what one influencer finds great value in, another sees as a waste of time. Too many people with too many agendas/areas of interest for me to please all or find the true sweet spot that will ensure you return for two more days in 2008.
And – as a group in general – you’re a bit reluctant to ever admit to a vendor that you actually liked something. (Hey, I know that’s true. I used to be one of you.) When it comes to us big, bad vendors, the nature of your job is to criticize, but also provide constructive feedback.
I know, I know. I can hear you: stop your whining, Skip. No one has been able to figure out the magic formula when it comes to successfully evaluating the effectiveness of an event. Compile the scores from your forms and get on with your life.
And that’s what I’ll likely end up doing this year.
But what I need is some of that constructive feedback and input. Over the next month, please let me know what success at C-Scape looks like for you. Why do you attend this event? What are your expectations? What makes you come back?
Beyond getting the opportunity to spend some time with me, of course...
Ask that question at a company meeting and nearly every hand at the gathering will shoot up in the air. Sales. Field marketing. The channel folks. Product managers. Product marketing. And at some level, all those factions do have some piece of the customer relationship. (That sarcastic chuckle you just heard came from the account manager.)
Well, I’m happy to say that I now proudly raise my own hand when I hear that question. We made a small – but telling – change to my organization recently, and I believe it will significantly extend and enhance our influence strategy because my team is now responsible for driving our strategic customer engagements in addition to our relationships with the analysts.
Hmm, Skip. Sounds like a bunch of meaningless buzz words. Spell it out for us.
Giving an Analyst Relations team some responsibility for customer engagement may seem strange on its face, but when we started to explore what alternative influencers we wanted to add to the program, it struck us that we were overlooking the most obvious choice: the customer.
Customers are certainly the center of attention in every company, but people are typically trying to sell them something; fix something for them; or get them to shill for them. In our program, we treat them like industry influencers and position them as thought leaders.
So this year, you’ll see a number of customers at C-Scape. Some will be on stage and in the breakout sessions, but there will also be several in the audience sitting next to you. They don’t have speaking roles, and the account managers won’t be trying to sell them something.
They’ll be there for the same reason you are: to hear about what’s happening in the industry; discuss the latest trends; and learn about more about where Cisco is heading and why.
The traditional business models that analyst firms have employed for years – some combination of specialized analysts providing seat-based syndicated research through year-long retainer contracts to a highly technical, IT-focused customer base – will become less relevant within the next three to five years.
I don’t welcome that development with any type of mirth or glee – as an Analyst Relations guy, I’m quite interested in things like job security and my function’s own continued relevance – but I definitely sense a shift in the air.
And that’s the change agent at the heart of this evolution: Speed.
Small businesses, enterprise companies and service providers now all share the same requirement that has been ever-present in the consumer game: access to information in real time that is customizable and easily digestible.
I believe that the number of users that buy a product or invest in a technology off the back of a traditional Gartner, Forrester or Yankee report will significantly decrease over the next five years.
I also believe most analyst firms understand that the rules are changing, but I’ve seen only spotty evidence that any are moving aggressively to develop and implement new delivery mechanisms based on new Web 2.0 tools and collaboration applications.
Several firms, including Gartner, Forrester and IDC among others, are pushing roles-based products and services, and that is a huge step in the right direction. But I strongly believe these firms need to move faster and more aggressively into the new world because users have far too many alternative sources of information and influence to pick from now.
The blogging community is exploding. Community-based wikis and social networks – both real and virtual – for business professionals are on the rise. Consumers, especially the 16-to-25-year olds, are having tremendous sway in what technologies small/medium businesses and enterprises are embracing and adopting – the consumerization of IT that nearly everyone is talking about now. And as you’ll see at our C-Scape conference next week, CIOs are forming their own associations and teaming with peers even more than they have in the past. At Cisco, we’re also starting to position and treat our own customers as industry influencers in their own right.
A company’s IT department has traditionally been the sole purveyor of all things technology, but that is no longer the case as CIOs and owners of a company’s underlying business model and processes gain an ever-increasing amount of influence and final say over purchase decisions.
The established analyst firms would do well to heed the last verse of a little song Dylan recorded in 1964 (hey, I told you last time I was old) that has maintained its relevance to this day...
The line it is drawn
The curse it is cast
The slow one now
Will later be fast
As the present now
Will later be past
The order is
Rapidly fadin'.
And the first one now
Will later be last
For the times they are a-changin'.
When someone on my team asks me to look at a document they’ve written, I usually print it out and then mark it up old-fashioned style with a red pen – reminiscent of my days as a copy editor at Network World in the early 90’s. When I hand my co-worker back a hard copy with my notes in the margin, they look at me like I just walked out of the caveman exhibit at the Natural History Museum.
Half the time, I can’t even read the text messages I get from my two girls as I’ve never quite mastered the truncated, thumb-based lexicon of texting. When I have to ask the high school kid stocking the shelves at the local grocery to help me translate a text message, well, let’s just say it’s not the highlight of my day.
OK, so you get the idea. I can be out of touch sometimes. No big deal, right? I’m college educated. I can learn. I can be hip and cool. (Sheighlin, stop laughing.)
That’s why when the director of New Media here at Cisco, Jeanette Gibson, sent me a meeting invite to discuss how we could leverage Second Life at C-Scape, I eagerly accepted it. We met yesterday, and Jeanette started probing me on several things. It became apparent to her about two minutes into the discussion about islands, avatars, teleporting and flying dragons that I was having a pretty successful audition for the new season of Lost.
“OK, let’s try this another way,” she said with a smile that one typically reserves for that strange cousin who shows up at the family reunion with one eyebrow shaved off and black fingernail polish. She then spent the next hour walking – and at times flying – me through this virtual world.
It was captivating and very intriguing as it got me thinking about the myriad ways we could leverage this social networking model to increase our reach into the influencer community and develop new ways to engage. With nine million registered users and some of the biggest companies in world making big investments of time and resource in this space, it seems to have the feel of the future to it.
But my question to you is do you see value in this model? Have you explored Second Life and the other virtual worlds out there? Is this simply a passing fad or just the tip of the iceberg in terms of future collaborative strategies?
And most importantly, if I get proficient in Second Life, will it let me play the hip/cool card with Sheigh and Ari?
I don’t subscribe to that philosophy.
Hey, don’t get me wrong – having analysts opine (that was for you, Jim) on the fabulousness of your products and technologies is a good thing, and it’s definitely an expected deliverable from my program here at Cisco. [Disclaimer added for my supervisor’s benefit.] But, that’s the hoped-for result of my team’s efforts; not its role.
I see our responsibility in AR as twofold.
First, we have a responsibility to inform the analyst community about our products, technologies, customers, markets, strategies and overall corporate direction. It’s critical that the analysts have a clear understanding of our offerings and strategies as well as accurate product data and technology information when doing their research and analysis for their clients. While the analysts will not always agree with a direction we taken or support our product and technology strategies, it’s important that they at least understand why we’ve gone down a certain path and have the correct context to put our activity in perspective.
The other half of our job is to take the analyst feedback, input, views and criticisms we receive and bring it back into the organization so we can validate or challenge our messaging, positioning, roadmaps and strategies. When used effectively, analysts can be a critical piece of a company’s strategic planning process. The earlier you get them engaged in a development effort – whether it’s for a new product, positioning around an industry-level issue, or messaging for a key campaign – the more they can help you craft something that will be successful and impactful.
This approach allows us to utilize the influencer community as a corporate strategic asset; and not simply as an extension of the media. Additionally, if we execute both aspects of the job effectively, then we put ourselves into a good position to have nice things said and written about us.
And while that may not be the role of my Analyst Relations program, it’s sure nice when it happens!
In his opening keynote, our chairman and CEO, John Chambers, indicated this was the most excited he’s been in a decade because Phase II of the Internet evolution is about to take off. That’s good news not only for companies that will be able to enable new, innovative business models and processes, but also for governments in developing nations who’ll be able to achieve true country transformations. And the bottom line for both will be measurable gains in productivity.
The combination of capital expenditure with business process change and innovation will lead to those productivity gains, according to Chambers. That innovation wave will be driven by collaboration, which will manifest itself in things like video. If there is a killer application out there, it’s video – and we’re not necessarily talking about that solely from an entertainment perspective, but as a way to change the way we work. One aspect of that play for us is our TelePresence high-definition video platform, which enables business transformation and aligns very nicely with the portfolio of Web 2.0 tools that are emerging across the industry.
Another aspect of productivity discussed at FAC was globalisation (after three years of living in Great Britain, I’m permitted to randomly replace my zeds with esses). An effective globalisation strategy will allow companies to tap into new talent pools; find new areas of growth; and scale their innovation efforts, thus increasing their overall productivity and expanding their business.
And companies – as well as countries – can use collaboration to drive that business or socio-economic model transformation. What’s at stake for these organizations as they head down this path? What are they risking? And how do they ultimately measure the effectiveness of their strategy shift?
Each situation will have its own unique wrinkles, but the one common thread that will be pervasive is the cultural and behavior changes required. We’re in the 7th year of that journey at Cisco, and if there’s one thing we’ve learned it’s that you can’t change human behaviour (see, I can also randomly add the letter ‘u’ to words, as well) by merely implementing a process.
Collaboration, however, is a difficult thing to pin down as it means many things to many people. John Chambers, our chairman and CEO, points out we actually started down this path nearly six years ago when we began the shift from a corporate management style based on command-and-control to one centered on teamwork and collaboration. Initially, it was a very difficult transition for us because it was a significant change in company culture and process. We get better and better at it with each passing quarter, but it took time, patience and a willingness to get out of our comfort zone.
So it is now with the transition to collaboration tools and applications that many businesses have been undertaking. Consumers have been using collaboration tools for years, and those same expectations and efficiencies they’ve experienced at home are now being expected in the workplace. Businesses have started to adopt these tools, but as we discovered firsthand six year ago, acceptance and usage doesn’t happen overnight. For adoption to be truly successful, the underlying business process or model must change in many cases. As John has noted in the past, there is a set of key characteristics that must be part of any successful collaboration strategy: it must be converged, virtual, open, safe and simple.
We strongly believe in this philosophy and have taken some bold steps to invest in this space. We acquired WebEx. We developed a leading edge collaborative tool in TelePresence. We formed a new business unit, the Collaboration Software Group. We are building an internal Cisco Center of Excellence centered around these tools and capabilities so we can learn how to adopt, use and leverage these resources. We will then, in turn, pass this knowledge and experience onto our customers so they can learn from our successes and failures.
Our biggest challenge in this transition won’t be the technology, however. Or the tools themselves. It will be in the changes required in culture and behavior. We are creatures of habit. Breaking out of them can be very difficult, even when we know that new thing out there is better, faster or stronger. Leading by example is oftentimes the best approach. We intend to do just that for our customers.
At C-Scape as well as the months leading up it, you will be hearing more about our emerging strategy in the collaboration space. I heard a rumor that one or two of you might be interested in that...
We made the change because we believed WWAC wasn’t providing either of us with the best value possible. Essentially, WWAC had turned into a reporting vehicle. We had the parade of senior executives from the various business units and product areas with their 40-slide updates, and we ended up pitching at you instead of engaging you.
Hence, C-Scape. We realized we weren’t culling the best strategic value from our relationships with the industry influencers, so we redesigned our event to focus on discussion, debate and dialogue. We wanted to bring the prevailing issues of the day to this forum and engage you in two-way conversations. We wanted to create an environment where there was more networking time; more opportunities for one-on-one meetings; and more meaningful discussions.
Our philosophy around how we engage and interact with the industry analysts and other influencers has undergone a transformation over the last couple of years, and there is no one better than our chairman and CEO, John Chambers, to explain why that change has happened. This clip was taken from a recent internal meeting with employees, where John answered the question on how his views on the use of industry analysts has changed over time.
Duration: 1 min. 40 sec.
Have we been successful in that? You’ll be the ultimate judge obviously. We believe we took some positive steps with last year’s event, but we want to ensure we make any needed changes as we go into this year’s forum. If you have any ideas, suggestions or comments, please let me know. I’d love to hear from you.
]]>Incorporating different media and communications tools into our AR program provides our industry analysts, customers, partners, and other interested communities the opportunity to interact and share ideas in new ways. These weekly discussions will include a range of topics and insights, and we encourage you to provide your feedback and thoughts.
As part of this initial entry, we would like to introduce our first topic! While it’s only August, we have already started the countdown to Cisco C-Scape Global Forum 2007. The event, which will be held on December 11 and 12 at the Fairmont Hotel in San Jose, California, will feature all the things you’ve come to expect at this annual get-together – lively discussion, debate and dialogue on the issues of the day; access to Cisco executives, customers and partners; and the ability to drill down into specific product and technology areas.
Ultimately though, this is your event, and I want to make sure we’re building an agenda that is compelling, engaging and of value to you. You’ll definitely hear a lot about collaboration, Web 2.0, software-as-a-service, and social networking as well as our core businesses. But I’d like to hear directly from you on what you’d like to see as part of the program. What topics interest you the most? What sessions are absolute must-haves for you? Beyond the agenda, are there other things we can do to make the event successful for you?
Through a mix of roundtables, fireside chats, case studies, one-on-ones and technology discussions, I’m confident we can address your needs and make your time with us valuable and useful.
Registration for this invitation-only forum will open up next month. In the interim, please use this blog to share your agenda ideas as well as any thoughts you might have on improving the event itself.
Looking forward to seeing you this December in California!
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