Session Information:

An Enterprise Architecture Framework for Value Creation using Digital Ventures Innovation

As Enterprise Architecture (EA) practices balance the mature domain of traditional IT governance, while embracing the dynamically changing worlds and ecosystems of digital innovation  - new skills, missions, and methods – will further enable enterprise objectives of driving mature, and capturing emerging markets growth. Today’s session, Digital Venture Innovations thought-leader - Lee Bogner - showcases an adaptable framework construct for guiding innovation by Business Sponsors, Enterprise Architecture teams and Partner organizations!

Learn how Innovation, and an Innovation Framework, fits in the Enterprise Architecture Mission

• Learn how to organize teams and Enterprise Reference Architectures models
• Learn the importance of local and global ecosystems and key partnerships
• Learn many key methods for EA-led innovations, including Innovations Journey mapping, user centricity and design thinking, local and global hackathons, agile test-and-learn (T&L) sprints, scaling and reusing based on T&L success
•  Learn how to measure VALUE delivered by Enterprise Architecture-led Digital Ventures Innovation

Session Transcript:

And I'm talking about Lead Bogner, who's joining us. Hello, Lead comes today directly from New York, and it's a real pleasure to have you with us, Lee. Brief words only here. He's an e-commerce pioneer and innovator since 19 96. He is currently the Global e-commerce Enterprise Architect and Digital Venture Innovation Strategist and Mars, and he's a professor of e-commerce at Hofstra University.

Here, lead leads many global digital innovation initiatives in emerging and established markets across Marist businesses Bet Care Confectionery, Food and Life Sciences.

Lee's background includes CIO and an acquired $100 million Erie Taylor, tours with J&J, Accenture, IBM, and taking for digital startups to exiting analytics, social media, online video, and e-commerce solutions. So, Lee, thank you so much for taking time to share your expertise with our global audience today.

Thank you, Jose. Can you hear me?

You sound great. OK, wonderful. So thank you so much for inviting me.

Thank you to ProQuest. Thank you, Jose and the Team, Tan Chen, and everybody.

And most of all, thank you, the audience for participating.

And you're your participation in this event.

So I'll say I'm going to show my screen now, and I'm going to I think take my camera off.

We keep your camera on Lee and the screen has already sharing. It looks good and you go ahead and please keep your camera on as you go through it.

OK, so can I hide this because it's blocking my?

The county.

Are you able to see your prayer yours likes them for them and move them forward now, because this further by my face is taking up most of the screen OK, so if you want to go ahead and toggle your camera off momentarily Yeah, OK, OK. Wonderful. Awesome. Can you guys see everything?

Yep, looks awesome.

So, thank you again, wonderful, kind introduction, Um, no, I wanted to joke with you guys and say, Hey, why don't we go around the room and introduce everybody? I know that's not possible.

Please believe me, when I say, I want to hear your thoughts.

Please participate with questions.

I'd love to have, you know, one-on-one or group sessions with you in the future, um, but I guess that's what LinkedIn is for, so let's stay in touch.

As Jose mentioned, I focus on, uh, e-commerce, and Enterprise Architecture Innovation.

Today I want to talk about an EA framework for creating value, using Digital Ventures' Innovations, OK.

So let's get going, um, bear with me, why?

OK, here we go, a little bit in my bio, but I think that was already covered.

Let's move forward. So, if any of you are not familiar with Mars, you see our iconic brands down at the bottom.

Petcare Pedigree on the bottom left royalty then, of course, our attendees, of which you're probably familiar with Eminem's Snickers Twix top bars.

We're also big into pet care and pet health through hospitals such veterinary hospitals such as Banfield NVCA.

We're 125 thousand associates. Strong globally.

Uh, privately held family run business since 19 11 sixth generation.

It's amazing that it's, it's, you know, Most companies don't.

Don't go that far from a family run business, as you all know.

Um, so, wearing over 450 sites, and as I mentioned, we're upwards of 2500 veterinary hospitals across the globe.

So, one of our core themes is, the world we want tomorrow starts with how we do business today at Mars, and I'm sure you can all relate to that.

So, why are we here today?

Really to learn about the enterprise architecture innovation framework, Enterprise Architecture, which most of you know, it is really about traditional IT governance, but also it's about the balance of embracing the dynamically changing worlds and ecosystems of digital innovations with new skills, new technologies, missions, and methods that further allow our business to grow into both emerging but term margins. And that's a big distinction.

Different skills, different idea, is different business models are are required for different markets, And the level of maturity emerging versus established, uh, plays an impact.

Emerging attempts to have less infrastructure, more front frontier. And these aspects have to be built. Mature markets are are more established.

But they could be saddled with legacy capabilities in an even legacy culture.

Whereas, emerging markets tend to be more digitally and mobile first environments. So let's go into that in a bit more detail.

So concisely, R E May Miss mission at Mars, is to enable efficiency across all of our enterprise systems to drive speed.

Literally, at 100 extra, ask them just to keep up with the competition and to seize value.

With R, with R, Projects or solutions are business models.

So, in a nutshell, it's number one, simplify.

Number two, transform.

Number three, innovate.

And these are graphics on the right of various projects that we've done along the way up at the top. We rationalize systems.

What are the things that we did over the last three years, was take outdated Lotus notes, over 8000 implementations across the world, and really reduce that to zero and move on to more modern technologies.

We have a digital, a core technology transformation roadmap where big enterprise projects, such as ...

viana, rollouts, and Salesforce migrations and CRM, our handle.

So we want to do that in a simplified way where we don't have too many systems, and we leverage and share re-use scale.

On the transform side, we're constantly reviewing every project that comes in across Mars.

Last year, we did upwards of 450 reviews this year.

We're on track to do over a thousand and we go through a regular process on that and I'll touch on that a little bit.

Then, on the innovation side, I'm going to spend most of my time, things like hack a thons bringing first of its kind J game changing applications, such as our Holloway Entreat down during ....

And also during our event, telemedicine and digital care.

We have a prizewinning, Senior Enterprise Architecture Team led by our Chief Architect MPT reviewed by tomorrow, up on the top, but the top half of our org chart is Senior Architects 20, or you more years, across the board. So, a solid, solid, team.

And they run across a variety of operations, on the left, business segment, information, and data architect, security architects, application, and integration architects, technology, infrastructure, architects.

And I get involved in all five of those, but most, mostly, spend my time as a digital, and application solution architect.

So what is more CEA approach to innovation?

Our mission is to deliver at digital pace and global scale. You recall, I mentioned 100 X speed.

That's been our mantra for the last few years.

So, how do we focus?

We focus, on the left, we implement our, our three points, two, uh, a business segment, so that's Pet versus. MWC Confection versus. Food versus. Life Science Edge.

And we have Transformation Roadmaps Innovation and Tested Learns, but that's where we look at the current state, map back to a future state strategy.

And then, as we validate, move into a roadmap around that.

And we do that for each of these groups.

The Architecture reviews, which I touched on, 450, go into a thousand this year across the various segments of architects and domains, and then, map them against the roadmaps on the left-hand side.

So, we do assessments, monthly sprint's, sometimes, once or twice a month. We do rapid four hour sessions. Typically, there are 2, 1 hour sessions each week.

Next, we move than we, to the right, to the third column, and we look at every new new technology that's introduced to us.

We understand its value. We understand its cost.

We understand if there's duplication on all of it.

Aspects in our portfolio, on the left, which we've, which I've shown, and really look and take a hard look, we don't want to slow down, new technology introduction, but we want to make sure it's the right the right value, and write for scale, and re-use.

Then the core technology transformation on the prior slide, where we do the rationalizations and risks assessments, we really drive millions and millions of dollars of cost savings, which also helps us find our digital innovations.

So it's a very good framework for EA to focus our resources.

So what does it mean Were more Snippy Digital first and consumer obsessed. That's where we're focused.

So, Digital First really requires businesses, especially 100 plus year old companies like Mars, to take a fundamental shift in the way we think about systems.

No longer the one size fits all on the left, um, but looking at a digital first approach that maximizes speed, agility and innovation and fit for purpose of the business model and the business need.

What is the consumer experience?

What are the application capabilities that are needed?

What is the data and analytics that we can use to drive our decision to go into this? There's this.

But then also, when we're in a new business, or we're transforming legacy businesses, how are we operationalizing getting the best value in growth?

And then, of course, the infrastructure security infrastructure hosting infrastructure. And we'll talk a little bit about that.

Um, these are some of the digital first approach capabilities that are becoming more and more prevalent.

We've introduced in a variety of businesses, micro services, technologies in our pet care business and an arc of veteran business.

This allows us to also utilized Casuists Technologies, so, in my area of e-commerce, where we have models, such as direct to consumer, which are new for brands, As well as our traditional meat business, where we sell to our customers, are retailers who stock our products on their shelves at Wal-Mart, that targets the cosmos, and the Retailers'.

Even the marketplaces, like flipkart or Shoppy or, or Amazon Marketplace, Ugh.

All of these are served through microservices, as well as the ability to have Canvas capabilities for our own direct to consumer via mobile or web and have personalized tailored experiences.

AAPI first rule is, is so crucial, the ability to build out APR's use, use out of the Box APIs, built out our own Restful APIs, and then share them within the brands, within our business, within Pedigree.

Sharing with whiskers, with the Royal Canin then sharing those across.

Are businesses.

So, to Mars, Wrigley for sneakers brand or or Twizzlers, Twix and all of those brands.

Next.

Uh, we are now at the point after the past few years of core technology transformations that we're cloud native.

All of our applications start with Cloud first.

If, if it has to be on prem, it goes to heavy, heavy assessment.

Very few systems go that way.

The majority aren't either within the cloud environments that Mars runs Azure, UWS and GCP, Google Cloud.

This allows us more and more ability to share applications, share infrastructure, share security, and trust.

We also work very closely with external SaaS providers, and make sure that their cloud environments are safe and secure for our branded businesses to run on.

This is it, particularly important.

four, emerging markets, data analytics, advanced analytics, the use of data lakes, and having multiple data lakes across our regions, Asia Pack, US, Middle East, south-east Asia, Latin America.

Uh, the ability to bring, share data, not only on our internal operations, to make our businesses more efficient and effective, but also to work closely with R D to C scenarios to get data into a CDP, or consumer data platform.

work with our retail customers, to get that data in, to be closer to the consumer experience and understand that better as we work, either directly to consumers or B2B, through our our retail partners.

So we're serving now mutuality.

perspective.

Next is automation, a very big aspect.

We're taking AI technologies, machine learning technologies, and really focused on more projects that take the human routine element out of the equation.

So, indeed, the typical scenario, where customer service service agents are doing routine, things like booking appointments, or, or, or, or asking, know, what products are you're looking for?

We automate that more, especially into voice bot, as well as text chat box, to streamline the activity, and also handle activity that's happening in certain markets, during the off hours, where they may not be serving their customers or their consumers 24 7.

Then everything depends on cybersecurity, and our trusted networks and environments.

As you can imagine, if your brand takes a hit, then your whole business will take a hit, So we're right, fully on top of consent management, firewall technologies', PII, and PCI certifications across all aspects.

Just a quick example of Digital First capabilities, Um, and I kinda touched on that on the last one.

So, consumer obsessed, uh, you know, we focus, on the top left, the consumer journey.

This is where we begin to start to look at what experiences do we need to drive over a pattern or arc infection in our food and our life science customers, that's at the heart and center of this?

You'll see in our frameworks, we also deliver content, community commerce, and connect ability. These are all components that utilize a variety of digital technologies listed here.

More on that to come.

So what are others doing in this space?

There's very many that are still over in the left, in the traditional demand, but more and more, especially startups, and pure plays over on the right, where does Mars play? Well, in quite a number, over on the, on the right hand side.

And also, we have legacy environments overrun on the left-hand side.

Very few at the far left but, left of center, Again, as we talked about, composable, microservices and microservices frameworks are key to getting us 100 X into the direction of meeting the demand of digital first for consumers.

A quick example of the traditional approach, probably most of you are familiar with, the ERP is at the Center and there's various functionalities that come out of your ERP, vendor, B, S a, P, or Microsoft, but a digital first approach. We're experimenting more and more with ...

or quick time to market environments for a variety of finance of the future, direct to consumer, even bidding and auction platforms for variable pricing.

And really driving the implementation, Oh, new business models and new ERP is in those new and emerging business models with lightweight AARP's That can get up and running and weeks.

So, how do we foundation this?

We start with a reference architecture that starts with the business goals and strategies. First, then we jump to the consumer journey and experience, as I just mentioned.

Take a close look at number three, the business capabilities that are needed to provide that experience.

Then number four, what are the technology capabilities that we need to also drive that experience?

And then number five, we map that against the form mention transformation target architectures and roadmaps, and then build out more and more, experienced maps number six, and solution scenario strategies that we can use and re-use in the future.

So a quick look at the TRL, or the Technology Reference Models.

It covers everything from user interface, next generation, emerging technologies at the top, number one, number two, the heart of applications, the key digital applications, and then supported by infrastructure, and hosting and cloud on the left, security and life cycle management over on the right.

This is where we map and we use a lot of these two reference models, especially.

To map certain projects.

So if we look at a portfolio of digital ventures, we'll focus on systems of innovation in the center, content management on the on the middle left, analytics on the middle left, chat box on the far right, and we'll call them out. And, again, when we do those assessments, we make sure that we're comprehensive and taking advantage of tools that are needed.

Next, I want you to see the reference model is the Foundation, and the principles of Digital First.

On the right on the bottom are also the foundation, and they roll up into the various components in this model. Digital sales and marketing technology platforms where we focus on content marketing, e-commerce and data products.

OK, now, um, digital ventures innovations, Let's get into it.

So how do we take a look at ... Ventures and how did they come in?

The first thing we do is journey mapping customer experience. And how do we do that?

We do that with the team and this strong group of of strategists, myself, ravine or VP and 3 or 4 other digital architects that are also strategists, have come from running big B2B and E retail businesses.

And we also have the foundational a domain architects.

So as we look at this we work very closely with the business segments, better looking to break into new markets. We also work with intent to areas to one group, although our user centricity group.

Here we do Design Thinking and we really map out who's the user. Who's the consumer.

What are they trying to do?

How can we do it with existing technologies? Or how can we do it with new technologies?

And how can we re-use, especially in the emerging markets, something that was done last year in our emerging markets Rollouts.

So number one, digital immersion and strategy.

You also do hackathons and summits. These started in early 2020 right before the pandemic and these were two D and this was a two day event.

We've since streamlined it to either a one day or a half a day, and they've been very, very effective.

And these are global participants.

So follow the Sun type participation and within the summits and hack a thons.

We've been able to iterate anywhere from 10 to 20 projects based on a business segment, and I'll show you and launch these projects in weeks in weeks.

So, once we have the ideas, uh, we, we build out a pipeline, we prioritize them, and we have continuous sprints as we, as we take them, into test and learn and proof of concept.

And then, once we realize and push them out into the market, we optimize and measure.

So, always, calculating value, so the business sponsors and our, and our top LTA leadership teams are convinced that this is worth it. Obviously, if something falls apart, we try to get rid of it quickly and move on.

So, again, we frame the problem on the left.

We explore and make sense of the opportunities and prioritize them.

We create and learn, Do the test, and learn, and those that make it through this funnel, go onto pilot, and then production on, we use something to help us focus on 100 X, we call it the Moores digital engine.

This high level approach allows us to focus, again, find, is design thinking.

Solve is what is the problem, then we can use. Can we leverage data, AI, and next generation technology?

Can we deliver by using Agile, quick to market approaches?

Can we automate and free up time and resources?

These are all factors that are looked into In our innovation strategies.

As we look again, we've added to our simplify, transform innovate, We also look to disrupt where it is necessary And it makes sense.

We have, we have a very strong focus on customers, consumers, and stakeholders, and creating value.

We focus on the priorities and the goals of the business, and we utilize digital skills at scale.

So that means hiring, partnerships, collaborations, uh, longtime technology partners, as well as emerging venture partners and startup technologies.

But here's how we catch it to the VISTA sponsors.

We put all the facts, and the trends, and the insights, And what have we heard from our customers to really understand the problem, and quantify and qualify the what, why, where, when, and how.

The journey map with pain points and opportunities.

We focused on how might we use the art of the possible.

Then, we look at features and rollout approach, either through more teams or through partners, working together, and these are all underlined by technology platforms, which I referred to earlier on.

This is an interesting framework we're doing, usually, more and more.

Nowadays, when we go into the beginning discussion with a business that wants to get into, especially emerging market innovation, understanding, know, that the key components, in addition to the consumer and customer journey, are important, So what is the content that's required order for that experience? How was that experience? How does it become a community?

How do we connected with eco systems that can drive even further, and expand our business?

And then where are the commerce opportunities connecting marketplaces connecting, B2B and B2C, and how do we do that? A variety of new, emerging capabilities are becoming more and more prevalent in certain markets.

On the bottom left, social commerce is the way to go.

These are in mobile first markets, these are where age specific, uh, markets are are more apt to do social shopping as well as share information, um, immersive experiences on the left.

Where can we new technologies and tie them together with sized ships stores such as New York City, Berlin and Las Vegas?

Have an experience that's highly digitized in terms of sharing videos and even doing projects such as digital art projects or or dance offs and the like leveraging the tick tock and and Facebook videos of the world also in our food business.

Doing more and more with online video, in terms of, uh, banking and chefs, like a food network we're doing, we have acquisitions that in those areas where we're leveraging recipes and ingredients, showing people how to cook kinds of bait with our products.

And then building that out over to the commerce side and connecting it brew.

Shopping lists with retailers and the like.

other key components subscription has been around for quite awhile in our care business.

But it's also becoming bigger and bigger in our food, in our consumption markets with specialty gift items.

Connecting with marketplaces, especially in markets, where the consumers are less apt to go to a direct to consumer, to a brand, but are very, very comfortable with the major players.

I'm talking non Amazon players, non Wal-Mart Marketplace players in emerging markets in Latin America, south-east Asia, India, and Europe.

And with that, these emerging markets, understanding locally, how do we get the delivery of either marketplace or do to see and working with not just the Uber eats of the world or the insta cart? So the world or DoorDash.

But working with, uh, squiggly. and: and others in India that really know how to dive into markets where, frankly, there's no, in the rural markets, there's no street address.

Using GPS technology, go down the road, make a right at the blue house, go down to more houses with the big census on the left. That's literally the address with the GPS.

Interesting times in these frontier markets. Then of course loyalty. Perceived that for last because had Mars. We have a lot of legacy.

one off loyalty scenarios, we needed to take advantage of that and tie that together and turn it into an American Airlines or higher hotel type direction, if possible, uncertain markets.

This is a quick example.

Apply content kommersant community to a variety of ecosystems.

We could take user generated content and social media derived personalized information on the left, engage with customers and last mile delivery, as I mentioned in marketplaces on the commerce side, then really, it's no, again, involving communities and expanded for Sustainability, which Mars is a big proponent of working with traceability and and farm production, as well as philanthropy.

And then also gamification, similar to what we did with our treat town Halloween after uncovered that allowed following the continue last October.

Uh, so let me give a few examples of Digital First.

In our approach.

You start with a funnel on, we drop down, uh, the big message here is at the bottom of the funnel, we, we take it out fat again.

So we're looking at the consumers making that purchase and, and the retention, as well as the expansion.

Quick example, you know, applying a flow, the old way you got search, social websites, D to C, And then last mile delivery.

And then applying, Where are the opportunities that are missed on the prior slides?

There's that gamification subscription user recipes that could be used. and where are the last mile commerce deliveries on the right that could be used?

And then changing this into an infinite loop approach to an eco system, or communities, content, and commerce.

This is a, a snapshot of, you know, the approach in the food area.

I'll go through this one a little quickly. These are some projects that were that came out of our digital ventures. So what does success look like?

Actually, the hackathons.

I'll go through these quickly, up to the India Summit, beginning in 20 20, a two day project went live.

We didn't want to China during 2020. We also did a follow up in nutrition.

And then we did the Berlin store. I kind of touched on that, in the immersive experience.

Um, OK. What does success look like?

This is why we call lovingly the beast, um, this is 47 projects and there's such amazing innovation as we put two S is on the top of the slide.

It covers a variety of our businesses does it look like it's heavy in pet care? Yes. Why is that?

Well, frankly, our petcare is our most innovative thinking business, and it's our biggest business, and it's our highest revenue business.

So, you'll see a variety of where we kicked off in early 2020. But then we roll this soon, and these are actively underway now, in south-east Asia.

B, A number of these projects we rolled into, from Peg into markets and in Mars trigger.

So, uh, BDD to see, and in India for path, is now working in Morris, really. So, we'll do a cross segment, which is a great change for scalability and re-use.

Then, now we're focused.

Especially on these European Base, but these are going to turn global into things like cut adoption, Vets Yvette veterinarians, veterinarian and AI chatbots and recommendation engine anymore.

But, here's what it looks like, uh, on an infographic, it's quite impressive.

This is it, guys. You might see a caterpillar on the left.

Think of it, as us, in the, in the emerging markets.

You don't know what's coming up over on the right, you're in the dark, but you'll begin to grow slowly and take advantage. Then, over time, you might feel awesome.

In the third column, know, to be a bit of up, you know, opportunity, then you become a a butterfly.

So, again, as I started, the world we want tomorrow, starts with how we do business today.

Thank you all.

Wildly what a fantastic coverage of the journey and transformation on Mars. We really appreciate the strategy, the execution, just fantastic coverage. I'm gonna ask you to stop showing your presentation screen to the audience now momentarily and bring back your cameras so that we can see you and that we can, I'm back on as well. So, we can, We can field some of these questions here.

So, I want to just set the landscape, a little set, the, the background a little bit further here, Lee, I mean, you have shown some tremendous capabilities here, and the development, that I am sure it took some time to develop a timeline perspective. When did this all started? And you can say, probably started in 19, 11, but in the question.

OK, Yeah, thank you about that.

As I was talking, I didn't really cover that, so I joined bars five years ago, tomorrow, so, I'm really excited about that. When I joined, this was not available. We had a very small enterprise architecture team consisting of two enterprise architectures.

architects I was in a group called that was in 20 16, um, called digital demand.

Regina joined the team in 20 18, and by the end of early 2019 he had assembled a group of about 15 of us, including stealing me, and another friend of mine from the other architecture group.

So we really started to put this in place in early 2019, been a foundational work and let's say summer fall of 80.

What's a team of solid and has grown since starting 20 19.

So by 20 20, we kicked into those hackathons a year later, which started the innovation trail.

So we did quite quickly, and, and we're across global.

And no, OK. And then we have an extended team.

So we have about 17 of us at the core. And then we have an extended team of another.

15, 20 rows include Ramone. Enterprise Architects had our security architects, brethren, which is about 8 to 10.

So, quickly, we put it together, but, even more quickly, we put all of these initiatives together and I must give a call out to my partner who was on this call Steve, to Echo, what was global program?

Manage manager and he's really a godsend.

because E helps us organize, structure, communicate.

you know it helps me with so many things.

Um, it really helps us get the job done. So we have the right people.

We are very lean, but we have the right people, in fact, yes, it is. Fantastic. And Steve, Hello there, Steve. And Steve is on the call with us right now. And the Steve Wonderful to have you with us, as well.

Thank you, guys.

And the and the. And then leave the question. one of the themes that has emerge, has to do with, how do you teach an old dog some new tricks? I mean, this is a 100 year old company, 125,000 associates around the world, more than 80 countries. I mean, it's overwhelming just to think about it. How do you get a semblance of a standard approach around the world. How did you get this to work?

So, so it really starts at the top when I talk the top all the way up to the family and then the president's office, which is senior executives.

That that Ron Mars on there and as I mentioned, there are family members that are part of that office.

And and it also starts with Praveen being a very good communicator not just sit down in the weeds. Architects, like myself or Steve are also communicators him. He helps tell the story.

Now what I saw, it happen the first two years I was here, it's in 20 17.

Always digital wasn't really taking a hold because of the old dog, which is front and center.

Um, we we do a flip in 20 18 when we brought in a Chief Digital Officer to replace our 25 year CIO. Good friend of ours went on to P&G.

Wonderful Guy, but Chief Digital Officer. So that was a signal to me that Mars is taking this seriously.

Then I got brought into this team, and when you think about it, um, the President's office began to talk about it at the very top.

We need to be a Digital First company. It has to come all the way down.

Now you can imagine I'm going to 25,000 people still going to take awhile, not always going to work for everybody, people to protect the fiefdoms and all that kind of stuff.

What we help to at Enterprise Architecture, and our brethren in digital demand, is we helped promote the successes that we're having.

And we've put together frameworks and templates, like I've shown today, that allow them to understand how can they work with us, how can they work with us quickly?

So we don't, no fall into the trap of a bottleneck, and you're just going to slow us down.

So those are some of the principles, and it really has to do with buy in, and the buy in from top down was so important, and that makes our job easier.

We still have to fight some battles along the way.

Man, in two years, you can see how much we've done?

That is: that is amazing and you and you mention something that seems to be a recurring theme throughout. Which he has to be a good enterprise architect. You need to be technically sound, to be a great Enterprise architect. You need to be able to communicate and influence effectively, and you and Steve and the team clearly have done an incredible job with that. So, if I, if I migrate to a more tactical question, you've covered this in a lot of different pieces during your presentation. But in this big space, two of the global operations that you have in the business, Is there a way that you can look at the big picture and that to identify and prioritize what you're going to work on? And what does that look like from a global perspective? How, how, how do you get those? those ideas prioritized?

Absolutely, so ideas come in from a variety of ways.

The main funnel is the businesses, because we have five principles: responsibility, quality of mutuality.

Freedom, freedom is a big one. It allows our businesses to drive the way that they want to do the business themselves.

So they're constantly coming up with the solutions and business models that they bring to us, and we help vet.

We vet from both communication and strategy, but we also get from historic portfolio and technology and security viability, and that works together with compliance, and legal, and all that stuff.

So, that's one aspect of it.

And, as I, I went through, quickly, we, the Enterprise Architecture Group, I have the opportunity to have all of these projects and ideas come through us.

And the top leaders, at the, at the very top of the company and the family office, as well as our chief digital officer, always tell our businesses, before you launch anything, before you even are going out, signing master license agreements. You come through VA enterprise architecture, because these guys have learned the reputation, they know what they're doing. They'll work with you to make sure, So, we have a huge funnel.

I touched on it a little bit.

The funnel was on 450 projects last year, um, uh, over a thousand this year.

So all of them come in, and then there's these special projects that 50 that I was showing: digital Venture Innovations.

Now they will eventually go to that EA review funnel.

But they tend to kick started a lot more quickly.

That's the 100 X, that we're techy to one thousand apps, and, and we do that because of our track record, uh, and having launched projects for the last year and a half.

So now we're moving on, these, we're showing value was showing reusability.

We're getting emerging markets up to speed quickly.

We're getting established markets to take notice and say, hey, I want one of those, either B, to D, to C, in my business, or I want one of those enterprise chat automations, AI based voice based in my business.

So it proliferates on top of each other.

So OK, I hope I'm answering your questions for you.

Very much solely, very much so. Such richness in all that you do. We very much appreciate, we're out of time now, but I have to say a couple of things. First of all, congratulations to you.

Choose Steve ... Sook deal and the entire team and Mars for really accelerating excellence and innovation for value creation.

And then on behalf of our global community, who is joining in and listening to you all, we want to thank you so much for sharing this level of expertise and insight, incredible, practical and strategic insights you share with us today.

We're very grateful for that, and we appreciate you and your time thank you. Jose, Brian ..., it's really an honor.

Thank you, attendees, Word, for spending your time.

I look forward to hopefully connecting with you all and I'm honored to be here in the presence of great mindset that think around value around enterprise architecture.

Bye for now. I hope to see you soon.

Thank you, Ladies and Gentlemen, Lead Bargainer, right? They are Global e-commerce, Enterprise Architect and Innovation Strategist for Mars. Thank you very much, Lee. We're gonna wrap up now, and we're gonna set up in our next session, any in our next session. As you'd expect, we're going to bring another great leader of excellence, and innovation and enterprise architecture, and I'm talking about Brand Kids yorkie, who is the head of learning, strategy, and innovation as Shell. So, we're gonna wrap up this session now, and at the top of the hour, we'll meet again with Brent and the journey of the intelligent enterprise and next generation operating model in the era of automation, with Brent ... from shell. So, see you back soon.