51黑料不打烊

Transcript

Hi, all. Thanks for joining. We will be getting started in the next couple of minutes. Today鈥檚 Thank you.

Hello again. Thank you again for joining today鈥檚 webinar. We will be getting started in a couple of minutes, but as we wait for attendees to filter in, I did want to call your attention to two upcoming CJA webinars that are still open for registration. The first, which will take place on August 12th, is all around building executive sponsorship to ensure CJA success. And then the second and final CJA webinar within this VAR series is all around change management strategies for CJA adoption. For those who are interested, I will put the links in the session chat. Also, all of our prior session recordings are available on Experience League and can be accessed on demand. This is just a sample of our most recent sessions, and we look forward to providing additional value to our 51黑料不打烊 customers. This is just a foundational slide for our ultimate success model, which combines proactive strategic leadership with responsive technical support to help customers maximize value and maintain stability within their 51黑料不打烊 solutions. On the proactive side, we work hand in hand with your teams to align on a unified success plan, execute targeted accelerators, and support your roadmap through expert-led activities across technical health, strategic planning, and event readiness. At the same time, we鈥檙e here to ensure rapid response when needed. Our responsive model includes dedicated support resources and subject matter experts who monitor, prioritize, and resolve issues swiftly, whether it鈥檚 a P1 incident or ongoing incident analysis. Together, this approach ensures you鈥檙e not only covered for today鈥檚 needs but are continuously moving toward long-term success and value realization. I鈥檓 going to go ahead and kick off today鈥檚 session. First and foremost, thank you again for your time and attendance today. Just to note that the session is being recorded and a link to the recording will be sent out to everyone who registered. This live webinar is a listen-only format, but do feel free to share any questions into the chat and the Q&A pod. Our team will answer as possible, and in addition, we have reserved time at the end to discuss questions that have surfaced. While we wait for attendees to continue to filter in, I do want to introduce our presenter for today, Eve Corman, who is a senior customer architect on our Ultimate Success team. My name is Ashley Upples. I鈥檒l be your host for today. I鈥檓 a senior strategist in 51黑料不打烊鈥檚 Ultimate Success group, where we focus on helping 51黑料不打烊 customers get as much value as possible from their 51黑料不打烊 solutions. And with that, I鈥檒l turn it over to Eve for today鈥檚 webinar. Thank you. Thanks, Ashley. So operating models for CJA. So an operating model serves as an essential link between an organization鈥檚 strategic vision and its everyday operations. So it defines how the business model is executed to deliver value to customers. And by providing a clear blueprint, the operating model ensures that teams understand their roles and how their work contributes to overall success. This alignment helps translate high-level strategy into action or processes and outcomes and enabling consistent and effective delivery of products and services. A successful operating model really should provide a structured framework that supports collaboration across teams and also fosters organizational maturity and growth. So it should be built on clearly defined roles and responsibilities. Additionally, cross-functional governance is critical to coordinate efforts across departments, enabling seamless decision-making and alignment with your strategic goals. I think together these elements create a robust foundation for operational excellence.

Now to start, I want to focus first on what鈥檚 important to get CJA itself up and running, because that鈥檚 a big part of the equation here. And to start with that, I want to detail some of the primary roles involved in CJA here. You may have noticed that I鈥檝e marked this as a takeaway. I will come back to that at the end of the presentation.

Note that if you鈥檙e migrating from analytics, you may have some of these roles in place already.

So we have a product owner, we have a digital analytics manager, a data architect, and the CJA subject matter experts. Each role has distinct responsibilities, such as owning the strategy, managing reporting, handling data ingestion, or consuming insights. And these roles align with specific programs and capabilities. And individuals may fulfill multiple roles, depending on their skills. But also the structure ensures that comprehensive coverage of all aspects needed to leverage CJA effectively. I鈥檒l actually go into detail on every role here in the next slides. So to begin with the CJA product owner, this role plays a pivotal role in bridging marketing technology and business insights. So they own the product roadmap, they manage access and setup, and oversee organizational governance and enablement plans. Their activities include collaborating with enterprise architects, evaluating customer use cases for value, but also maintaining strong partnerships with the consulting teams.

This role ensures that CJA initiatives align with business priorities and that they are effectively executed. I want to point out the role involvement here. So in this role, it鈥檚 mostly identifying priority areas and strategies, translate strategies into use cases and KPIs, quantify and share our value, and align on ongoing use cases and scaling results.

Now the second critical role is the data architect, who is responsible for managing the technical backbone of CJA. So including data schemas, data sets, identities, governance policies. They design and build data models, they manage ingestion processes, they monitor schedules, and validate data types. And by translating business requirements into technical designs, they ensure that data is accurate and accessible and structured as well to support analytics and reporting needs. So for them, the role involvement is mostly identifying data needed for execution and benchmarks and activate use cases.

Now the digital analytics and optimization manager leads to reporting efforts within CJA. So focusing on user onboarding, operational efficiency, and quality control. They identify and approve necessary reports, they cover access as an admin power user, and they serve as the contact for business units. The role is crucial in maintaining the integrity and usefulness of CJA reporting and also ensuring that insights are reliable and actionable. The role involvement for them is to activate use cases, analyze results, quantify and share our value, and align on ongoing use cases and scaling results.

Now the subject matter experts, so the analysts and consumers, they utilize CJA to generate reports and perform exploratory analysis and tell data-driven stories that inform decision-making. So analysts often create and schedule reports, they uncover complex customer behaviors, and collaborate like across teams to optimize marketing efforts.

Consumers, they typically request reports to support their functions. So this collaborative approach maximizes the value derived from CJA, you know, its data and insights. So the role involvement here is analyze results and quantify and share our value.

You have water? Those were the core roles that I鈥檝e explained, but there are some extended roles as well. So these can include data scientists who analyze large data sets, for instance, for instance to uncover trends, data stewards who oversee data governance, and enterprise architects who develop IT strategy and architecture. It can also include data engineers to handle like large-scale data processing or data science engineers who usually do things like creating statistical models. As I mentioned, these roles complement the core CJA team by providing specialized expertise essential for advanced analytics and data management. But note that these last three roles are pure AAP roles.

Now if you鈥檙e migrating from analytics, you will most likely have some of these roles occupied already. You can then, you know, map your existing roles to these example roles that I just shared.

And naturally, it鈥檚 important for you to identify gaps that you may have here. And of course, you can have people who cover more than one role. It doesn鈥檛 have to be, you know, one person for one role.

I thought it was important to add this as well. You can generally look at CJA team model as evolving through like three main stages. So incubate, scale, and embed it. So initially, you have small teams provide general insights with limited scalability. But then as a team grows, it gains a more focused scope, detailed analysis capabilities, but usually moderate scalability.

And then in the embedded stage, that then features like more specialized teams delivering advanced predictive analysis and then high scalability.

Training and resource allocation should mature accordingly, of course, and supports foundational data governance and continuous optimization.

Now the next important area to continue with staying in the CJA setup is operational governance. CJA has three levels of user access usually. So you have the product administrators, the product profile admins, and the non-product admins. So the admins have full control over data views, projects, metrics, and including sharing and managing access. And product profile admins, they manage user access and permissions at a profile level.

Non-product admins, they can create and manage filters and reports, but they cannot modify data views and connections. So this tiered access ensures security while enabling the appropriate user capabilities. I鈥檝e categorized some CJA user groups here by function, by CJA usage intensity, and by product roles, and with some sample roles as well. So business functions like analytics, strategy, and marketing insights, they have usually heavy use or variable use with roles ranging from like product orders and agile bot members. I鈥檒l talk more about bots later.

Technology functions such as data insights and governance, they involve product admins and non-admins. And developers focus on maintenance with product admin roles.

So this classification helps you a bit in tailoring access and responsibilities to your organizational needs. To establish a governance framework is very important here, of course. So three main areas aligning CJA objectives with organizational roles.

So this is fostering cross-functional collaboration and promoting a data-driven culture.

And the other area is continuous monitoring that ensures policies and technologies remain effective and compliant. And training and capacity building develop necessary skills and awareness. So regular reviews and resource assessments maintain governance adherence, ensuring your CJA implementation supports strategic priorities and that it evolves with changing requirements. So establishing a data governance framework is foundational really to effectively manage CJA. And this framework, which details policies and procedures and guidelines, it guides the management of connections and data views within the organization. A robust data governance framework really provides a structured approach to data management and outlining how data should be handled, who has access to it, and how it should be used to generate insights. Another important aspect are the covenants of meeting cadence. So I鈥檒l mark this one as takeaway as well. Again, I鈥檒l come back to this one. Covenants meetings should be structured with a clear cadence to maintain alignment and oversight. What I鈥檝e got here on the slide is like an ideal situation. Of course, this can be tailored to your own needs. But generally what we would recommend is, first of all, the annual strategy meetings and workshops.

So this includes strategy workshops and executive meetings. This is for talking about or looking at continuous value driver identification. This is to look at your key business objectives and do KPI updates, strategic roadmap reviews, and like a thought leadership forum.

Then you have your analytics business reviews. You鈥檇 usually have like an annual kickoff and then quarterly check-ins and probably an end of year wrap-up as well. So this is to look back and look forward. This is to review the roadmap and make refinements and look at enterprise enablement. Then below that you will have your monthly leadership check-ins.

So those are with leadership and business units and I鈥檒l talk about leadership later as well.

So this is initiative and work stream updates. Look at the progress of your key business objectives and KPIs and deal with escalations. Then you鈥檝e got bi-weekly discussions. So this is work stream progress, updates, look at next steps, look at blockers issues and risks, and look at prioritization as well. And then of course you have your day-to-day CGA working team activities and meetings. So again this is like the full setup. You can tailor this to your own needs of course.

Reinforcing data governance standards involves several key components and it鈥檚 a continuous cycle. So you have your KBO alignment to ensure that data aligns to organizational goals and strategies. You鈥檝e got connections and data views defining and controlling the data that users can access and report on. You have data usage and policies, that鈥檚 privacy labels and policies to manage data governance effectively. The CGA components confirm that existing components, so filters, calculated metrics, dimensions, etc., that they still meet your data needs and your requirements. And then the audit logs or increased transparency and provides a detailed trail of user activities within the platform. This helps your organization comply with corporate data stewardship policies and of course also regulatory requirements and it does that by tracking who performed what action and when. It鈥檚 also very important to foster a culture of data quality and trust. This also involves three main areas of focus. So first of all, establishing a strong foundation through comprehensive training, clear service agreements with data providers and maintaining transparent communication, especially during critical periods like year-end for instance. Secondly, empowering teams by offering interactive workshop and documentation. It鈥檚 important to encourage open dialogue and instilling ownership and responsibility for data integrity. And then the third area, managing data incidents effectively by conducting blameless retrospectives to understand root causes involving cross-functional teams to improve processes. Together these strategies build accountability, they enhance data reliability, and they promote a learning culture that supports sustained data excellence within the organization.

So what I just covered, and after a sip of water, what I just covered is CGA operating model and governance for the tool. So this is all very critical to be successful in CGA and so this is to get the tools stood up basically.

But as you will know, CGA is part of a larger omnichannel or cross-channel strategy and so in order to maximize true value, if you鈥檙e doing omnichannel, you should consider how these teammates fit into a larger cross-functional environment, so meaning cross-functional in business units.

So your CGA team is usually going to be part of it, but then you鈥檙e going to have people from IT, you鈥檙e going to have someone from legal, maybe you鈥檙e going to have someone from brand marketing, etc. And there are even going to be people who will never get into CGA, but CGA is a critical part of your omnichannel campaign of course. Now as part of that we have multiple business units usually where they are self-serving or there鈥檚 like self-service, but there you will have to scale that one team and that鈥檚 where center of excellence comes in. We鈥檙e not going to go super heavy or too detailed on this because this is a fast subject in itself, but as Ashley pointed out already we have on-demand content, you can find it back on the first slide.

So one I would point out for instance is cultivating an agile marketing organization, so that was a previous session that would be a good one to get started with much more detailed information that I will be able to give you in our limited session today.

First thing I want to point out that it鈥檚 only a model, what I want to highlight with it is to remind us that operating models are frameworks, but they are just tools to guide thinking and actions, they鈥檙e not rigid prescriptions. So models should be adapted to fit the unique context and needs for your own organization. They serve as flexible guides basically rather than strict rules and to point it out again not one size fits all. There鈥檚 no point in us giving you a model because you will have to adjust it to your own organizational structures or needs.

Now depending on the stage that your company might be in, different models might apply and I think maturity scale helps to visualize it a little bit.

In the initialized decentralized phase for instance, personalization responsibilities, they lie with individuals and departments like marketing, IT or digital and of course this leads to isolated and siloed efforts and these limited initiatives restrict the overall scope and effectiveness of personalization strategies across your organization. Now in the centralized phase organizations unify efforts for a structured approach and use centers of capabilities or excellence to improve maturity. So I鈥檓 going to focus on center of excellence going forward here.

In the center of excellence the organization centralizes resources and invests in the core foundations required to scale personalization, so talent, data, tools, processes as well. There鈥檚 also center of capabilities where the organization focuses on capturing and institutionalizing best practices across the enterprise and in the federated phase firms adopt like a flexible integrated approach combining centralized and decentralized models. So business units independently manage personalization while collaborating with other functions. The goal there is to respond quickly to expectations and market dynamics but to focus back on center of excellence. So center of excellence is a strategic organizational framework that focuses on building and scaling digital capabilities across a business so it ensures that people, the processes and technology work in harmony to meet the company鈥檚 objectives. The center of excellence plays a critical role in establishing governance and planning and change management practices that enable smooth technology adoption and effective customer engagement. So whether operating within a single enterprise or maybe across distributed environments a center of excellence helps you standardize best practices and drive consistent results making it like a vital component for digital transformation really and operational excellence.

I want to highlight here some of the values of center of excellence.

It really focuses on four main pillars so you have leadership, organizational framework, governance and communities of practice. So the center of excellence drives from white or white alignment on digital strategy so it ensures that everyone is working towards common goals. It accelerates time to value by streamlining processes and also by reducing inefficiencies clearer KPIs and governance structures. They help maintain accountability and measure success effectively and additionally fostering communities of practice that empowers teams to share knowledge and innovate collaboratively. So overall a center of excellence plays a crucial role in reducing costs, enhancing operational efficiency and creating a proactive culture that anticipates and meets customer needs more effectively.

I wanted to point out here that centralized and decentralized organizational approaches they differ in flexibility, focus, autonomy and standardization. So centralized systems emphasize enterprise-wide standardization and strategic focus but they have flexibility and decentralized systems offer greater autonomy and adaptability at the business unit level but they can suffer from inconsistent standards. So the center of excellence with agile bots represents a hybrid model of balancing these trade-offs to optimize both standardization and flexibility. As you can see it鈥檚 right in the middle there.

Just to point out the advantages and disadvantages again for each so for centralized you鈥檝e got better standardization, focus on training policies and best practices and evangelizing initiatives across organization and you have enterprise strategic perspective but the disadvantage is that it can be slow and bureaucratic so you can have bottlenecks there. It can be a bit disconnected from the business, it鈥檚 more reporting focused and less effective for business units and on the decentralized side the advantages are that you鈥檙e more connected to each business unit and provide deeper insights at the business unit level of course more autonomy and flexibility and faster moving but on the disadvantages you know it could be that you鈥檙e lacking standards or coordination, maybe lacking training or shared best practices at least, maybe a bit of a lack of enterprise perspective, ineffective technical use of resources and maybe limited growth opportunity within team members as well.

So again the center of excellence sits right in the middle there and tries to pull in the advantages of both.

To summarize them for center of excellence so the advantages got more standardization, more training emphasis and best practice sharing and you鈥檝e got faster moving with with bots and again I鈥檒l talk about bots in a minute and more growth opportunities. Disadvantages you need strong executive sponsors, requires buying across the whole organization and it needs more communication and coordination.

There are a lot of considerations that are important when you look at center of excellence and as you can see here they鈥檙e built around three main areas so you鈥檝e got people, process and tech.

On the people side you鈥檝e got accountability so who is responsible for success, who you know who鈥檚 needed to make it work, how are accountabilities measured and allocated, then you鈥檝e got the skills, what are the capabilities required to achieve our vision, how do these capabilities fall into roles and how do we manage the onboarding of new capability over time and then the collaboration structure where you can look at how business units or what business units do you need input from, how do you collaborate and and cooperate cooperate sorry coordinate with business units you depend on and what business units can benefit from the lessons and insights gains. Now on the processes side got three areas as well so standardization what are the features that are needed to be standardized how can you communicate, validate standards and their adherence then for requirements and lifecycle management how are new requirements identified you know how are they resourced and and how is return on investment and lessons learned tracked and shared and then for quality and compliance what are the risks you need to be aware of what are our obligations in delivery so this is about legal and compliance and how do you ensure that these are managed over time and then on the tech side obviously knowledge you know what systems capture knowledge for reference enablement how do teams collaborate through what channels will lessons be communicated the enablement that looks at what learning systems are required for ongoing enablement you know what do you track and validate the skills you have and the skills you need and what areas of the business need access to these enablement systems and then delivery you know what are the outputs required to support your stakeholders what are the formats and reporting cadence best suited for the outputs and what access is required by the center of excellence now to transition to a center of excellence again there are in this case four areas so first one is strategy like who will own the governance of this transformation you could hire external resources that help shape the strategy you can look for partners that know the best path to to save your time there every brand builds a clear charter usually and measures for success it鈥檚 important to identify high value use cases and our ultimate success team they spend a great deal of their time helping customers to evaluate evaluate justice you know what what are the best use cases that bring you the biggest return on investment brands often slow down in this pro in this process um but if if you decide you know if if you鈥檙e going to do less you have to make sure that you focus on the right use cases and adobe you know ultimate success we are more than happy to help you with that um then benchmarks so benchmark your current personalization maturity again ultimate success have plenty of resources that they can offer you and even materials that we鈥檙e happy to give to you to help you do your self-assessment there in your maturity now the second part is technology so assess what you have in place for technology you know what are the gaps that would inhabit you from being able to personalize at scale in real time get the get the data right so customer profiles data access and so on brands who make this transition set it up so they democratize the data and by doing so they enable the organization to move faster should upgrade and buy new tools more than 80 of brands tend to up level their technology during this transition it could be that you you could hire tech partners for implementation to reduce risk now the next part about talents you should quantify skills and resource gaps it鈥檚 not unusual for brands to add between like 50 or even 50 and 300 resources during this time depending on the size of the organization of course creating training plans based on new skills and resources needed is important as well and of course upskill and rescale employees on new rules new tools and program management and again it could be that you could hire external for new roles to to infuse expertise here training is always ongoing so plan for this and ensure that skills you know stay current and then for process change management conduct a change impact assessment so look at all your business processes map change impacts to different interventions that will will help teams so training and communication plans and tie your critical business processes to to your high value business processes to understand and to understand any change that may occur and again potentially hire external partners to help with to help you both tech roll out and communication planning so i鈥檝e talked about center of excellence and before that how that is a way to service the needs across the rest of the business i want to talk a bit about how do you mature use cases now so in order to do that you should evaluate cross-functional models so this is where it鈥檚 not just simple business units getting together but different functional roles all you know they all have a part of the use case planning here so all have part of the campaign planning and then cga basically plays a critical role in that again i鈥檓 not going to go too heavy on this and there are but these are precise topics that adobe can help you with for instance through our strategists in ultimate success to start i wanted to highlight again here how cga fits into this by using this end-to-end workflow so this cross-functional model this this team you know they get into a room and you know to essentially execute this end-to-end as a team and one vision but you can see which pieces of it are discreetly powered by cga so cga is going to be there to give you insights that are going to uh going to help with you know use case planning cga is going to be there to to help monitor the campaign when it launches and cga is going to be there like at the end to tell you what you鈥檝e learned um but i want to point out here the inputs and and owners as well um two important areas are you know you鈥檝e got the product leadership and then your pod teams and you see how they um how they apply themselves across this this workflow so from prioritization and planning to uh building the initial qa test and launch um so you could see here you know how the um how these teams get applied across this this timeline um so for starters the to look at the leadership aspect of this strong program leadership it is it鈥檚 very important and it requires expertise in in three key areas so first is digital strategy which involves translating the enterprise roadmap into actual use cases and journeys and the second is capability strategy which involves ownership and implementing the technology required to power those use cases and and resolving blockers as required and then the third is program management which involves the day-to-day management and oversight and measurement of progress and return of investment at the program level so program leadership can optimize speed and efficiency by delivering these objectives through a combination of agile teams and core capabilities so agile cross-functional teams drive towards specific measurable and distinct objectives you know like launching use cases they鈥檙e typically oriented to customer journey phases like acquisition or customer segments and and they typically composed of like six or seven cross-functional fully dedicated you know permanent team and your members and this helps break like traditional silos the actual composition of functions it will depend on you know the initiative at hand but you could have channel managers who manage what customers should experience through specific channels um and they own like micro journeys and execution as well um and could have sales up managers who want to monitoring monitor buying groups progression and ensure like smooth handoff from marketing to sales and then also use case dependent smes for instance for retention so that you provide retention use case activation inputs for instance um now the capabilities so the capabilities team teams they own the digital capabilities and product and products required to power buying group engagements for example like data and content management um it includes um implementation you know blocker resolution and maintenance these resources might be dedicated to to buying group engagement or or shared or you know depending on business needs it鈥檚 important to know that these these bubbles here these these um these red areas that we pointed out here they they鈥檙e not indicative of individuals but they are functions to to be represented so some individuals might serve multiple functions and some functions might even require multiple individuals so the actual headcount you know it will depend on the organization and the size of the pro of the program um so the other important part i mentioned is the agile parts the agile teams and this is another take away um slide and i will mention again in a minute so agile teams are great for execution so due to their lean nature they鈥檙e great for driving speed to market of outcomes under the oversight of program leadership when operating multiple agile teams as well at once it鈥檚 key to ensure the kpis they are driving towards our nce so mutually exclusive and collectively exhaustive so in this example slide here and we鈥檒l this is definitely one we鈥檒l share with you as well in this case for instance in this example there are two different agile teams so the team on the left is focused on activating a specific experience use case related to acquisition this team is led by a use case owner with dedicated representation across martek digital channel activation data application and testing functions in other words all of the core functions required to to launch the use case at that the new use cases that fall within this bucket but the team on the right here is focused on a broader business outcome so increasing mobile app cset for instance so this team includes strategy creative digital app lead and business operations and cx and rather than having dedicated technical resources the team leverages like shared resources as required so depending on business priorities and constraints either team structure can be used and and the actual composition of roles can vary what鈥檚 key here is that the squads operate under the direction of the product leadership so have the necessary they need to have the necessary cross-functional representation to execute a goal and measure benefits at the individual like project and project level here we鈥檙e putting everything together so the operating model and the leadership the the pot set up put it all together here in an example and this is an airline an example for an airline so a bit of background to this slide so this airline initially had fragmented personalization efforts with various departments owning aspects of the process despite this decentralized approach they still recognize the value of personalization so the solution for them was to unify their effort the company established a dedicated center of excellence and this center of excellence focused on customer centric use cases activation strategies data readiness and martech enablement the organizational structure here in the center of excellence was comprised of an executive sponsor steering committee program team with a leader and a core team with representatives from data strategy channel strategy and activation and analytics and the operating model the steering committee sets customer experience priorities so based on business goals center of excellence core team teams create a pipeline of use cases based on technical feasibility and the channel strategy teams on and launch the personalized experiences so results are then analyzed and reported back to the steering committee which uses this information to prioritize customer experiences so the key takeaway here the feedback loop in this model that is crucial for ensuring continuous optimization and alignment with business goals so despite being a new program the airline has already seen significant value from from this approach now i鈥檝e mentioned a few times the takeaway slides um don鈥檛 worry we鈥檒l we鈥檒l share the necessary slides with you um there are three main ones but you can extend it with with other of course the first one um so what i want to point out so you you can take these slides exactly as they are or you can rebuild them you know there might be differences in your team operating your teams operating today but these are like three critical touching points i鈥檒l call it so i understand there are a lot of things to work on when you鈥檙e migrating to cga you know there鈥檚 additional training and skills etc but if you鈥檙e already working in analytics to cjs is not such a big burden the data migration can be a bit of a big lift but there鈥檚 not this huge level of effort if you鈥檙e already if you already have an analytics team in place and you already have an analytics governance structure so i mentioned three key areas so i it鈥檚 important to map your roles so you can use the um the core roles and the extended roles as your guides um it鈥檚 very important to establish a governance meeting cadence so adjust this as well to your needs and then the other one is to define your org structure again you can look back at our slides about leadership as well to to give you um sort of guidance in how you could set up your leading your leadership team and then this one as well to get some inspiration on how you could set up your your agile pods um so again we鈥檒l share slides with you so you can take out whatever you you need and reference the slides as well to to get to like a model and a structure that that suits your organization so that brings us to q a i only have four minutes i don鈥檛 know if there are any ashley that we can highlight already yeah no definitely um so so thank you yiv and thank you everyone for joining um as we get into the q a portion um there will be a three question poll uh that i鈥檝e launched in the chat um this is used to gather feedback for today鈥檚 webinar as well as shape uh future webinar content we鈥檇 really appreciate your participation um in that poll um and as i am reviewing the chat um let鈥檚 see i don鈥檛 see any questions posted um but one of the things um oh thank you thomas uh so thomas has actually posted a question um it鈥檚 been a challenge to plan prioritize for cja using usage charts will these be updated soon to exclude ajo enabled connections um so eve if you have any uh kind of insight or context there um and just to clarify thomas um i think that this is really around kind of the kind of architectural setup of your adobe stack i believe and so the question is really around for organizations that may not have ajo um is there uh kind of let鈥檚 see we see inflated clouds so not clear how much bandwidth we have to work with um got it okay so this is really so eve is really around uh kind of uh contract kind of utilization um in terms of cja and ajo connections yeah um so i鈥檓 not entirely sure if we if we have updated charts on this but it鈥檚 it鈥檚 one i can i will happily take away um quickly discuss with our ajo people as well because it鈥檚 it鈥檚 good to have their input on this and this is definitely one i can follow up with um if if that helps um but um yes i i presume we will um we can provide that that sort of detail yep no problem awesome great thank you um so i don鈥檛 see any more questions posted um but as a reminder this webinar recording as well as the deck will be shared for all registered attendees um and we we do want to thank you again for for spending uh time with us today um it鈥檚 apparent that cja success not only lies within its technical capabilities but in how it is kind of effectively integrated into an organization鈥檚 culture processes and strategic vision thank you again eve for hosting today鈥檚 webinar and thank you all for joining and we look forward to hosting you on future webinars have a great day