Session Information:

Leading Agile Transformation in a continuously changing environment Introduction

Have you tried to change the tires of a moving car? Yes, that is what continuous transformation feels like within the organization surrounded by a dynamic, constantly changing market environment.

Sounds like chaos, yet, agile transformation is critical for organizations to manage changing priorities and accelerate their ability to build high quality products and reach them to their customers with speed.

NielsenIQ has been successfully engaged in agile transformation over the last 3 years and here is the story of how we do it.

Key takeaways from the session:

• Using agile transformation to increase speed to market to meet customer demand & increase team productivity
• Challenges of agile operating model in an established company with a legacy of over 90 years & how do we make it work:
• Blueprint of an agile operating model
• Capability accelerator
• Focusing on culture and change team

Session Transcript:

Aditi seen her with us today directly from New York to our global audience, a D T, what a pleasure to have you with us. A DT is the Global Head for Consumer Source Data Acquisition Acquisition and Nielsen IQ bays in New York. She's responsible for creating the operational strategy. These are transformation of data collection and consumption and leading the delivery of the day-to-day operations globally. She has been leading agile digital transformations in complex market environments across different organizations for over 10 years.

So, we have a true expert and experienced leader of digital transformation with us. What a gift to all of us. Thank you, ..., for taking the time to share your expertise with all of us.

Thank you, Jose, for the wonderful introduction.

So, today, I am very excited to be here, because I'm going to talk about something that I really love.

And it is our journey that that we have been traveling on for four, to three years, 3, 4 years now.

And I'm going to talk about the digital journey off Nielsen, But more than the digital journey, it is a story about how we achieved digital fluency and Agile fluency in our organization in the process.

I often like to compare this with changing the wheels of a running car, but, you can also compare this also, you know, building the airplane line, you, you are flying, And whichever way you see it, it is a massive organization.

And with that massive organization and size to achieve an agile fluency and the impact of that transformation, it goes extremely well.

And that's that's something that we're going to walk through today.

I have good, I have kept it high level, but I would like you to know, Ask me digital digital questions if you want to and connect with me later, I'm more than happy to do so. So let us start at the beginning in terms of who we are and what did we do? Many of you will know about Nielsen.

But just to let you know that we have a rich history of 98 years and our founding was with an innovation We are the companies who developed TRP and market share currencies.

And that is what today is an indicator of what is happening in the market.

And most of our clients rely on that number to understand, create their strategies and to even deliver to their clients based on that and to the consumers. Based on that.

A lot of FMCG revenue rides on this. So, we have a huge amount of responsibility to us, the entire industry, in the data and the insights that we provide for them to make the decisions that govern their strategies in the marketplace today. And, you know, our global presence covers almost 90% of the world's GDP and the population.

So, let me give you a glimpse of the size of the movie car. I would like to pause a little bit on the slide and let these numbers sink in.

It is just the sheer magnitude of the size and the number of data points that we collect, the number of people who are accessing our systems and the the number of outstanding employees who deliver that excellence on a day-to-day basis.

I must say, I am very fortunate to work with whole bunch of extremely smart, intelligent colleagues who are so passionate about what they deliver to their clients and to the industry today, and even the contribution that comes from our panelist, whether it's a store, panelist or a home home, panelist who is in our ecosystem.

Now, I have used this model, derived from James, a waitress, and actual vendor to talk about why did we have to disrupt the well oiled machine?

So a company with a 98 year history, everything running smoothly, delivering on a day-to-day basis, excellent services, decision making data points to our clients.

Yet, we needed to disrupt.

And and you know, a lot of the things that contributes towards that disruption. It's not it's not one particular aspect of technology that that creates disruption.

Technology also needs other change agents, two, to really disrupt the market.

And it's always when disruption happens, It's always a combination of factors that make that change in the environment.

But you will realize one thing with the tremendous size that we have, the global spread that we have.

And over the years with mergers and acquisitions and over the years as we have conquered new markets and we have grown, we have built very robust systems and processes.

Obviously we have a very strong technology stack with us. And many of it was geared or rather was getting geared towards more protecting the core.

Yet, what was happening in the market around us? You know, there were things that were changing, somewhat changing, with an incremental value and some were very disruptive changes also happening.

UV we had we had a lot of hitherto unknown competitors coming into into the into the arena and why I say unknown competitors?

You would think that OK yeah we were at one point Jane, a market research, so-called market research industry.

And we we would think that OK, these are the similar kinds of people who are in the similar kind of business will be our competitors.

But it's not the case, you know, the, it, the factor in the Enlightenment, we're clearly indicating to us that the competition was not just coming from our traditional competitors. But was coming from a lot of the technology changes that were happening in the environment.

And and and companies, even startups, which had a technological way or a technology to access consumer data in any form.

We're coming into the arena to play the same game.

And it was important for us to understand what more areas we can conquer, where are the other places that we want to play?

How will we grow?

It's it's you know, it's also an important factor that our robustness protects our processes. But in order to grow, we need to make sure we evolve.

And evolve evolving also encompasses creating technology, creating robust processes. So, it is a virtuous cycle. And Nielson has been going through the cycle all the time.

Where it starts, actually, is all with a compelling vision for success. Now, when I tried to explain the compelling vision for success, I want to draw your attention to what I was just sharing with you about what's happening in the environment.

Any change, which is fixed about a given future, are a future outcome.

Risks being: No redundant.

On its own. There is a risk.

If you are fixed about what's going to happen in the future, um, you know, it is important to have to know where you're going from. It's important to have that, too.

But, in that journey, if the two is very, very fixed, what if the future doesn't arrive the future that you are envisioning the future? That doesn't. All right.

Incremental changes in your environment can give you phases of stability. Maybe there will be some rapid changes also and you can handle that as an organization.

What about a Black Swan event that we have right now on our hands?

The the global pandemic.

now, if you look at this graph, you see that incrementally the purchase behavior of consumers was going online and buying products, it was pretty incremental. You have a steady rise of the graph from 2009 onwards.

In 10 years.

It reached a point, but in a few months, basically in three months, it jumped to a growth off what, what B had achieved in 10 years in the US? And why this is important for us to understand: Are we going to be prepared for all Black Swan events?

No, you cannot predict a Black Swan event. Can you predict changes? Incremental changes in your environment? You can.

But what is important in your strategy and in your vision, is, to create the rewiring, are the ability to rewire for speed and agility.

That is critical and a central part of the vision, and that is what we created. We created a vision that definitely had a two, but more important than the two, which was a vision of the future. It was ingrained in us that we need to keep innovating, testing, re, iterating, and iterating, and that is going to be the Agile framework that we are going to talk about today.

So, that was critical step we took in defining our strategy.

So, what we'll be dealing with, when we started, I have mentioned about our 98 year history and legacy of innovation. We can also understand that I also mentioned as well, that, you know, a lot of our customers, clients, depend on our intelligent insights to take decisions on their business.

So, automatically, you know, we have to always, and always, we have always kept the customer, or the client, in the center, of defining, what should be the distinctive value for our clients requirements. But remember, I talked about, the world is changing, so, in perspective of that, what worked in the past, will it work for us now, or in the future? What does the distinctive value that we will create to meet our client requirements in the future? How do we place ourselves in this evolving environment to have a great speed, to market, to have the level of accuracy that our clients demand?

When we looked at our organization, we did have robust processes, as I mentioned, but robust processes also creates redundancies. It creates the possibilities of even sub situations, our sub processes, which could be identical processes delivering the same type of value. Or it could also lead to a hyper customization in a market.

Then, with the history, there will always be a lot of dependence on what worked in the past.

And, also, because we deal with something which is the intellectual property, which is data and trend, the ability of data, the lower threshold for the acceptance on changes is something that that we have to be mindful about. When, when we go for a transformation or digital transformation, because we already have an existing tech stack which is linked to our processes end to end.

So if we do something in the data collection application, things could change in the data collection management platform, or the way the data appears in the production platform.

Or even if I do an intervention in the collection management platform, which I'm going to talk about later, it could result in a better data, but it could impact achieve a trend change.

So we have to be extremely mindful of the interconnectivity in within our organization, and the impact of that on our client requirement.

So in terms of also understanding the huge size that we have, the geographical spread that we have.

I mentioned we have more than 40,000 employees.

And the hierarchy of those employees, we had to, you know, we have to keep everything in mind when we launched into that, that transformation road in, in going to us, our Agile Blueprint.

No, this is the first thing we started with.

So what did we change first?

The we could change the we obviously, you know, wanted to make sure we had the trained in the center B We have the value identified. We also defined Vedic TR outcomes of the financial outcomes.

They created pods, you know. The pods are nothing, but agile teams, who are focused around a particular solution. So, if, B, we're going for more than one solution, we had multiple pods. And each pod was co-opted with functional owners, and the pod leader, and his or her team.

What what that allows us to do is to really focus on the priorities that we have in our hand and the digital transformation priorities that we have.

They have clearly at task of the value and the financial outcome, that that is expected from that delivery, whether it is revenue, R, R, or whether it is.

No efficiency, that comes into place. Though, it was a vital shift in creating this first element of the team structure.

And, you know, having the backbone is is also important, and because the structure relies on the backbone of the process. And the backbone was the Agile sprints, in which we will move, Which is why we need to, which is where we took into account the environmental changes, and the susceptibility, or the, you know, assess the, the sensitivity to the changes that might occur in the data.

So, these Agile sprints were mainly identify the value, create the innovation, proof, the concept of the concept, prove what you are trying to prove and then piloted if you are good to go. Then you create a roadmap a 2, 3 year roadmap, because, you know, you're talking about 100 countries, almost. There was a critical impact, an element, which we have to understand on the change management.

Which is, clearly, you're laying it down in our go to market plans. What other specific interventions we're going to make. What are the skills we're going to bring in? What are the changes that we have to manage with our stakeholders and even our clients, when they see that the internal change is happening.

And it has outcomes.

So in terms of last, but not the least, you know, you need to measure what is happening, otherwise, we will not have a clue on the direction and digital transformation index measure that we created for ourselves help does track the progress of what we were doing, where we needed to release roadblocks, and how the wood no change the path if he had to change the pot at all.

Having said that, I'll just give you a view of our digital journey.

We essentially started end of 2016, but we were already pretty digital by then.

This is very specific to our very clear Agile ... digital journey.

When we looked at 95 countries, which had eight different processes, with possibly even 9000 steps in them, and hundred local tools, and within the first couple of years, we align the processes first and the process flow with the digitization.

So 91 countries came under, same processes, same digital tools.

And we then started the larger the processes, because the moment that gave us the transparency of what is happening on the ground, we could identify what were the value added steps which were not the value added steps, which were the redundancies, which were things that were happening in, in, in unison, but there were duplication.

And then we could really look at that in a very transparent, digital process way.

And we could then look at converging there.

And that convergence led to consolidation of our excellence centers. So the back office that could be actually present in the hundred back offices that we had in 100 countries.

We could not create centers of excellence because now we had similar processes. We knew exactly what needs to be done. And we no longer needed to be really physically present in every location to do that job. That give us enormous amount of flexibility to do look at consolidation through the hour. You know, centers of excellence.

So, what was our impact?

This is where the story gets really, really interesting.

Because you see that for a company, this fake sites, in size and scale, 35% year on year increase in the operational efficiencies is, is a significant amount of gain if it allowed us to retire systems. It allowed us reduction of processes, just the sheer digitization.

And, and this, this gave us a lot of flexibility to re-invest back into the business, too, transform even further.

And I wanted to really take a little bit of time to explain the impact on quality. And this is where you will see where exactly the culture shifted.

So, any, uh, non digital transformation environment, what usually happens is, we collect the data from the field, and our auditors go to either the store or to the household, and they collect the data. They do an audit of sales or consumption.

When it came to quality checking, a supervisor had to physically go to a list of stores, a random list of stores, or a random list of households, and do the check on what the auditor had done. So, literally an audit or an audit.

And that meant that the that we had to do it always forced. And we had to travel from place to place that visa supervise after travel from place to place, and do the audits. Now, what started happening over there was that, there's a lot of people involved doing so many things, and we will always doing it in a reactive manner.

What did we do here?

They created what we call quality control centers and quality control towers.

Now, quality control towers short of: I will use the short form Q C T.

For the rest of the conversation, this quality controlled our QC team Ve had three different layers of digitalization and how were those layers helping us.

Firstly, there was a preprocessing of their soul, which was really like the you will see it executed sitting in car, or his office actually fit virtually had eyes on the feet.

So if an auditor change something or there was an issue with the capture, immediately an alert would be triggered into the QCD executes system once the alert was received it and it was real time.

So it is real-time and the QCD executed can immediately understand what's gone wrong or where the auditor needs the ****.

And what kind of support does the auditor need? Does he need a technical support? Does he need to know something, or has he made a mistake if he has made a mistake at all?

So this allowed us another preprocessing layer, talks to a conversation on the conversational layer of chatbot.

Later on, we could actually automate the process, in the sense that some of the routine alerts that we got could actually be handled by the conversational layer. The initial alert could be addressed closed at the system that allowed a lot of time for the QCD Executed to really focus on decision making and real kind of troubleshooting. that needs a human intervention.

Now, there was a post process. There is a process was processing there.

What that post-processing there allows us to do is to triangulate all the data that we are getting from the alerts and the conversation to identify over a period of time.

A trend double of data on what are the usual troubleshooting issues? what are the outliers?

And really do doing a root cause on all of them, and allowing us to take actions.

This allowed us to really improve the baseline quality, even the threshold of the baseline quality.

Because we could really, with true eyes on the ground, see what was happening, where we needed to train the auditors, wherein where they needed technical support. And all the quick fixes could be addressed immediately, which really jumped up our baseline threshold of quality. And on top of that, now, we had time to work on real troubleshooting issues that needed human intervention.

This gave us 15% year on year improvement of quality.

And, you know, I put a little small quote from one of our QCD executed to say that he genuinely believes in his life. It has been a game changer, It gave him eyes on the ground in real time so that he can take action what he is responsible for.

Now, with that in mind, I just wanted to dwell upon a little bit of fact that we are not talking about digital transformation here.

As you know, it is it is nod, and initiative is, and we don't treat these as one of a kind in each shift for us. It is a journey. We are constantly doing this, and that is why it is important for us to be Agile all the time, and be strongly believe, as you could see from the quote from the QCD executed. That change comes from not just the job. It comes from bottom. It comes from the sides as much as it comes from the top.

And last, but not the least on top, in terms of the impact, is the way it has impacted that team skills and our organization structure.

Now, we have fully connected, digitally enabled upscaled and functional experts who are able to take action, real time, proactively solving issues.

I agree, moved from a large number of generalist subject matter experts to stem skills, and there was a significant shift in the skills in the dean.

And, and talent that we we were able to make a difference, also, in the quality of life, the work-life that people had in our organization.

And this allowed us to consolidate almost hundred plus back offices, physical back offices, into three virtual and physical back offices.

This, this made a significant amount of shift, also, in the culture of the organization.

And, in summary, I would like to just share with you the journey to our Agile Fluency.

We started with a very distinctive value capability vision keeping client in the center of our vision, and we created an Agile blueprint with the Agile Blueprint.

We first shifted the culture of our teams at the top, who are the pods, cross functional bods, who would initiate the solution oriented, capability oriented, digital transformation in the respective processes and systems.

When we started focusing the right kind of resources with the, with the change agents, into the priorities that we identified for us to make the digital transformation successful.

We understood that implementation of those of those solutions needed, not lead just not into the gain of efficiency and quantity.

But it also created a significant shift in our team skills and our team talent, allowing us to grow our people, give them new skills, develop them for new opportunities, and even make them future ready.

This allowed us to optimize our organization structure and shift our organization structure into a center of excellence kind of model, which eliminated multiple handoffs in an increased our speed and gave us more and more opportunities to create new products and services.

And empowering everyone in this process allowed us to shift the organization culture. We need we started getting even more innovation. People used to come back and say hey, this is how I can change this and this is how I can make my life more better. And those started getting back into the into the Agile transformation system and we created a virtuous cycle of this.

So, last, but not the least, 21 is a big number, and, No.

It is the number of times you may have to repeat yourself before an information can sink into an audience.

So, I cannot stress more on the value of communication.

We used every channel that was available to us, be physical or virtual.

We did, town halls, newsletter, focus groups, skip levels, we have an internal Google currents, and we use that, use that, and, and competition. And we did data, a lot of competitions amongst our employees, to come up with better ideas, how, how things can change in their lives, allowing them to do, determine how they want to improve their own lives.

We do it consistently. It's not that we did it, because our digital transformation is still going on, and we will be because we work in an Agile manner, but these are the channels we consistently use.

Remember, you know.

one thing: change is hard, change is hard for everyone.

So and it has even become harder in the last one. You are with with so many changing dynamics in our environment because of the patent pandemic.

It is important that we understand how our employees perceive that change, how they are feeling about the change. So E, giving people the information that they need?

And when they needed being completely transparent, communicating to them frequently, there's, there's no I mean, simplification is the most virtuous thing we can do to distill order out of chaos. And that is something that we should, as leaders, rely on making it simple for, for everyone to understand, bringing them into a common shared vision, and building the emotional resilience of the team.

And in any given moment, we have always got two options to grow or to step back into safety.

You know, we have a tendency of the amygdala hijack, but always having to choose gander will work.

No small, has helped us.

We have made a transparent, you have made it a giant, and you have empowered people to be able to go back 2, two, they're there, you know, to their managers to say how they feel, and also to say how they can change their own lives.

So, I think that is all from my side, and it was a great opportunity to share this journey that our colleagues and I have been on, and a thank you to each and every one of my colleagues, who have been a part of this journey, and will be a part of this journey.

Terrific presentation, aditi Fantastic.

I'm I've been monitoring the questions as we have been dialog and Watching our presentation today and Then we're gonna really does as many as far as I can during this time T U I ask the audience to continue to submit your questions. I'll look for themes and the and the and how related to two DT.

First question comes from the journey that looks like you started back in 2016 and And In the end you have moved on you know steadily for the years.

How was your organization prepare for this transformation? What, what took place over the years to prepare the organization for change from, you know, based on the core values, based on the culture that exists in the organization. Where some of the things that were done there over the last few years.

Yeah, thank you for that question. I should say, and, you know, the, the best thing in our organization is, our values.

It is simple, integrated, and open.

And that allows us to be all who VR.

And in terms of, in terms of the actual specific present, you know, preparation, we have a digital company in that sense of the word, and we have been innovators. I talked about the history It started with an innovation because that is, when the, you know, you know created market share Antioch.

And we have really no waiting we have many more than 500 plus patents in our company so that's a spirit that already exists so it's always helpful if you are geared towards creating something new.

Yet of course there are people who have been working in the organization doing the same thing for many years of time.

The important factor is to really focus under value creation.

Because you can go on as you are going on, because nothing is wrong with your system right now, and we started the digital journey, Nothing was wrong with our systems.

But we knew that the environment is changing, and we had to, it was not an existential question, but it was a question of who we want to be in the future. And that is the vision. Do we want to be just playing in the same field and doing market research, or we want to be a data and the addict Technology Services company.

And that has made our journey to become a tool, a truly technology company, technology driven data analytics company.

I think that's a That's not just a vision from the top. It is a shared vision of employees, It is something that we want to be, and that is our identity that we are creating.

And that, that's how, you know, that that kind of helps the culture a lot in terms of, of the people, number of people opting in for the change.

Very good.

So, it sounds like there wasn't really a big intervention, if you will, of any kind, was just a natural progression of our cultural foundation that you already had. Is that correct?

I will undermine the tremendous amount of work that had to be put to make these changes. At the end of the day, everyone gets comfortable doing things the way they do.

You know, if you are doing things, and it is working, you have to give them a reason for changing, and there is always an inherent resistance.

You see the magnitude of change that we did, from somebody, who was just a generalist SME, to having a stem degree, or being able to interpret, or dealing with technology, on, on an RPA, kind of a scale, AI, kind of a scale, somebody who's already doing part of your job, that's threatening, right. You'll feel, hey, am I going to be made redundant, but that's, that's not the case.

What we are we in that had to have a tremendous intervention in shifting the mindset of the value of the people, from doing routine, automate, your routine works, which are which could be done without value, add by a machine, to actual value added work, and increase the richness in their work-life. But people apparently don't see it until they get into it, right?

They perceive a threat of being made redundant, but what they're actually getting is better skills getting more future ready, and doing more intellectual value added work than they had done in the past.

But that shift came with over 2 or 3 years. We didn't achieve that in one go.

Excellent, Excellent. Comments are coming in, just to let you know: Very informative. Session grading, sites, massive transformation. And these are all very positive feedback on everything that you have share with us.

one of the question, one of the question that comes up, it has to do with the, how did you find the right blend of? it looks like you did a number of standardization of processes globally.

Yet, you allow for different regions to have some flexibility and maybe some, some still local customizations, if you will. That is a really difficult blend to get in organizations. Tell us a little bit about doing that. The challenges, and how you approach, you know, standardizing processes yet, allowing some freedom to take place on those processes because it makes sense to locally, to do that.

Yes. And I would start with the client here.

You know, why do we need a customization? if a client needs customization, we must certainly have that in our business. Otherwise, we will have to say, oh, I don't want to do the business.

You know, me why we have the enormous amount of scale, which allows us to leverage and consolidate processes and gain efficiencies from it, we cannot ignore the fact that we have at the end recipient, who is our client, and the client needs that customization. And for that, we have to build in a level of flexibility that allowed us to service the client. Not beyond that, not beyond, because I want to do it this way, and I'm comfortable doing that to me. It is to ensure the continuity of our existing products.

And to be able to create new products. And, and, you know, having that agility. And that is why I'm saying rewiring and agility is very important.

If I have a very fixed to go, I would be sometimes really cheating myself out of the outcome, because the outcome will never either come, or somebody will be unhappy with it.

So, so we have a general tool. But also, keep in mind why we are doing it at the end of the day. It is for airplanes. And that should be met.

That's excellent. Our next question comes from Melissa Alexander. And she talks about, you know, this massive change and transformation that you're going through, and you are working with leadership across 90 plus countries, and our question is that, How do you get this people aligned? How are you getting this leadership teams aligned with this vision and with this journey?

Yes. You know, and that is that relates to possibly one of your first questions, in the sense that this is where the massive cultural, It's not just the people who are impacted directly, who's doing the work? It is also people who are our stakeholders who talk to clients every day.

And it, hasn being easy.

We had to demonstrate the impact of it, the value of it, for the client, for the business, because if I go to a market leader in China and say, you know, I wanted to change this and then say, oh, everything is working perfectly fine. You know, why do you want to teach? But what is it that you will get in return? You know? What are you able to give your customers a better quality product of faster delivery? Are you able to give the customer a real-time delivery of visibility and transparency into our systems?

So, if we, our go to market plans, Had very specific actions, that need to be carried out, to be able to identify, what are the benefits? Even going back to your question on customization, unique to the market environment? Because what is happening in China is not happening in the US, and we have to be mindful of that and take care of that. So, so, it.

It had to be systematic, change management process, hard work, and demonstration of the value, time and time again.

Very good idea to the next question is, sends us back a little bit to the technology, the discussion. Where there are technologies that you have used throughout the transformation that you have found to be most useful and really helpful in the end. Get you the results and the transformation that you're aiming for.

Um, well, actually, there are many types of technologies out there and, you know, there are certainly more that are going to come in the future, but most foundational of them is the data analytics, you know, we need to know what is happening, and when it is happening, and how it is happening. Fortunately, we are a data analytics company, and that that helps us a lot, in terms of being able to understand what's happening on the ground.

I will put that visibility, transparency, the technology that gives us visibility or transparency in there.

And a lot of these new automations that are coming into play, that on the digital transformation piece, you, ML, AI, these are helping us in a big way to cut out non value added work, and give back time to our employees to do really value added work.

Excellent DT, So my our last question is what lies ahead? You know you had you do you have been a tremendous journey since 20 16.

The pandemic obviously seems to have accelerated this this this deployments what does the future look like when it comes to this transformation?

So, I think I showed this slide in my presentation because, you know, there are changes happening in the environment. So, we can say that job, that journey is over for us.

We have to continue to do this journey, as long as our environment is changing.

We have to continue to keep on being relevant and not just relevant.

We have been a market leader, and we want to continue to be that market leader on the ground.

And for that, we need to be ahead, and in order to be ahead, we need to continue to lead, to innovate, to re-invent ourselves continuously.

And keep, keep hearing the voice of the climb, to be able to know where we want to go in the general direction of where we want to go.

So, like I said, it's not an initiative, it's not over. It's a journey and we will be on this journey going forward.

Yoda just.

I hope I heard of many others in this field.

That's right. And, to use your analogy, congratulations to you and the entire team, and the Nielsen IQ, for being able to change the tire of a car that's moving incredibly fast. So, that's an incredible accomplishment. So, thank you so much for taking the time to share your expertise and insights with our global audience today. We're very grateful for them.

Thank you very much for that opportunity. And, if people would like to connect with me on LinkedIn, please feel free to do so.

That's great, Thank you so much, Katie.

Ladies and gentlemen, that was a ... leader for consumer source data acquisition and Nielsen IQ. Terrific, terrific presentation. What a wonderful, wonderful time together here. IGT, I'm gonna ask you just to stop showing your screen, because we're gonna, we're gonna wrap up here momentarily. Thank you very much.

And the, and the, well, we are, at the conclusion of digital transformation workplace life. I hope that you derive as much value from the sessions as I have.

Every time I get an opportunity to spend, you know, quality time of cross industry experts, of excellence, of innovation and transformation acceleration, it's a gift for me. And it's been an incredible journey. three day journey with the speakers.

But also, if the audience, many new friends, and many great leaders who are participating and engaging with us throughout, throughout this conference. Now, our next conference to remind everyone will take place, March ninth through 11th, and that will be beat those financial services live. Makes sure that you sign up for that, that you're registered participant, and you can get all the benefits from being a register participant, including this session recordings, that you get a week after the event. It's been a real pleasure. I want to say, thank you, to Brian Raffle. Our conference director.

Who manages an incredible amount of complexity to make it all look So, seamless to you in this experience to our COO, the CEO of ..., VJ Bershad, for having the thought Leadership and making events of this magnitude happen throughout this this time of remote work and collaboration. And of course to our sponsor, BP MD, who is allowing all of this to be provided to you, and no cost at a global scale. So it's a privilege to be with you. If you want to continue discussing the journey, make sure to lookup under LinkedIn. Joe's that Paris, have a post on the Digital Transformation Workplace Conference. If you have questions, comments, let your voice be heard. I'm gonna, I provided already, a couple of updates, there, may do a next one, today or tomorrow, but engage in the discussion. And we hope that together, we continue to learn, Share, and create the future. So, thank you for now. Have a great day wherever you are in the world.