Name: The Growth Blueprint: Designing the Operating Model for Scalable Enablement Transformation
Uploaded: 2026-09-30T15:01:16.758Z
Duration: 45 min 12 s
Description: The Growth Blueprint: Designing the Operating Model for Scalable Enablement Transformation

Transcript for "The Growth Blueprint: Designing the Operating Model for Scalable Enablement Transformation": Hello, everyone, and welcome to today's webinar, the growth blueprint. My name is Dean Perry, and today, we're gonna show you how you can design an operating model towards a scalable enablement program. I've worked with hundreds of customers over my time here at Seismic, and what I've learned is that enablement success is challenging, but it is repeatable. And some of the clients that we've worked with have shown us a proven framework towards that success. As I mentioned, I'm Dean Perry. I'm one of the lead consultants here on our strategic enablement team. And in working with so many different customers, I found that there are very repeatable processes that all of you can take into your business to help you grow a sustainable enablement practice. I've actually sat on the same side of the table as you as a customer prior to joining Seismic. I worked with our platform, and I led an enablement team. And I was struggling with many of the same things that I'm sure you are today. How can we show the impact of what our enablement programs are delivering? How can we make clearly definable actions that our teams need to follow in order to be the most successful? And how can we scale the success of our top reps across the organization? A lot of these things come down to how you run your business as an operation and how enablement fits into the overall organization. So today, we're gonna go through a few different things. I'm gonna tell you a little bit about the landscape around enablement, where I see it's been, where I think it's going. We're gonna go into a few specific strategic innovation pillars, that repeatable business model that I was discussing that'll help you kind of grow and scale what it is that you do as far as how your teams look at enablement today. We'll go from technology all the way through optimization on that journey. We're gonna stop for a few different breakouts, and at the end, I'll share a couple of takeaways. But at the end of today's webinar, hopefully, you'll have all the tools that you need in order to grow your enablement maturity and secure that additional resource or get that additional tool that you need to be successful. So to jump right in, let's talk a little bit about what we see as far as some of the key characteristics of our top clients are are implementing to be successful when it comes to building a transformational enablement practice. There's a couple of key factors here that I very commonly see from our top clients. But first and foremost, there's this shift in focus that each of them represents, and that's moving from the content in tools to an enterprise operating model. So when you look at your technology stack and you look at what enablement can do, there isn't this perception that it's just a repository or it's a place where people can go for training. No. We've actually have to uplift that into this, client experience motion where people are looking to enhance the way that they deliver the value to clients and prospects through the way that they're receiving their enablement. Beyond that, we see there's a strong component to leadership. And leadership aligned to enablement means that there's clear and objective goals that people are trying to drive towards. And those goals have cross functional ownership. So it doesn't just sit within one silo or aspect of the business. You also have to make enablement stick. And there's a couple of key tenants towards doing that. Topics like governance and change management, I would say, are core disciplines, and they can't be things that really are merely just a slide within a presentation, but they have to be built out in thoughtful aspects of your business operation. At the end of the day, a lot of our customers that are most successful with enablement have already unlocked capacity using automation to handle specific tasks that, would rather be very manual and sort of take time away from reps, or needlessly put people into back office behavior where they could be better suited to be out in front of the field kind of collecting and developing the best enablement. Beyond that, driving impact through this unified model is a critical component towards scale and distribution. And if you haven't unlocked the capability of scale, then you're likely struggling to advance the maturity of your enablement as well. The bottom line is this. It's not just about investing in enablement. We know many people have different tools or capabilities, and they've done that through purchasing a number of different solution sets. The bottom line is that you have to be operating with scale and discipline across the business, and you have to be transformational through that motion in order to be most successful. So the question is, how do you get to that business operation model? Well, to kind of jump into the key topic that we have for today's conversation, I wanna share some of our strategic pillars for innovation with you. Now, again, these have been compiled working through countless engagements with a number of of our top clients, and we see repeatable themes. And each one of these pillars is interconnected in a way that sort of builds upon the last, Starting with your technology. I know that each of you have plenty of different technology tools, and so today's webinar is not about selecting the best technology. But it's understanding a little bit more about the AI landscape and how technology is being viewed as a tool today. Leveling up from the technology, you have your strategic plan. How are you incorporating all of the different aspects of planning towards future outcomes through your enablement is a really critical path. And understanding how your prioritization of goals are aligned to those strategies is a really critical component of that section. A major section of that doesn't require you to have clear roles and responsibilities. Who has the ownership with specific aspects of your enablement? Who's responsible or holding the pen on certain tasks? When it comes to your process and your documentation, think governance. Think the operating rhythm in the rules that your entire organization should be following, whether it comes to content management and creation, all the way through maintenance and administration of the platform. There has to be clearly defined process in order to give you that scale. And then there's ultimately the deployment of the enablement. We know this is a very critical business function, and this is what many of you attending this webinar likely do day in and day out. You're helping drive the change activation. You're bringing people new tools or capabilities and helping them be better at their jobs. Obviously, this is one of the most important parts, but without those corresponding four levels before it, it can kind of become less effective. Last but not least is re refinement. This continuous optimization motion where through continuous measurement and, you know, review of the metrics that you have in front of you, you can actually improve and successfully define how how your outcomes, came to be and how successful you were to get there. So this process following each one of these six different steps is what sort of aligns you to having a strategic road map that all goes across all aspects of of advanced enablement maturity. And we're gonna go into each one of these sections here, to just give you a little more detail. But this is what's ahead of us. These are the strategic pillars for innovation and, again, something that we at Seismic have learned our top clients are really trying to address one by one in order to be the most successful. So to jump right in, I wanna start with kind of the foundation of technology. And again, I don't wanna tell you all today about how, you know, you need to choose and select your technologies. You already have, a number of different tools that are at your disposal for your sellers. Today's focus is really about where we are within this movement of AI and how AI is becoming so, integrated within the tools that we're already using. So to begin with, the reality for financial services clients is that AI is out there. Over three quarters of financial services firms that have, some type of launch or soft launch of an AI product. Not almost 90, are saying that AI is providing some type of boom to revenue and reducing costs, And 77% are saying that AI is already client facing with some of your customers. So to me, this is really important because we see the benefit. We're actually trying that at pilot, and we're putting it in front of our clients, which is a critical indicator of what you would think would be an adoption point. The business case obviously is very compelling. 89% say that AI is helping increase revenue and reducing those costs, and you can see about 64% say revenue is up greater than 5% and costs are down greater than 5%. So this business case is very clear to me. The challenge or the problem I see is that there's still a gap. Only 80% or 80% of those surveyed actually say that they're still in the ideation or pilot phase. So based on how compelling the evidence is to support the revenue and cost reduction, we would expect that number to be a lot lower. Only 10% have actually deployed AI agents at scale, and that's the part that's somewhat concerning. If we know that the business case is strong here and there's clearly an impact into kind of our bottom line or top line numbers and how we can drive our business with our customers, why haven't we see blindspert adoption? And that's really the question that we're gonna have to have to answer today. And I would make the argument that this comes down to a few different things that are blocking scalability. The first is governance. There hasn't been a clear ownership model put in place at many of the clients that I'm working with in order to solve for the new world that we're all living in with technology that is infused with AI. And that's causing issues around accountability, sustainability, and, really long term effectiveness of using these tools. There also is this massive change management that's undergoing, within our organizations right now. People, processes are not able to adapt and keep pace with the level of innovation that's happening within technology today, leading to a level of uncertainty that we haven't seen in quite some time. And last, also, but certainly not least is this ROI clarity. 48% site data issues and 30% site lack of clarity on measuring that AI return. So despite the fact that we know anecdotally, it's improving our ability to deliver more revenue at lower costs, it's, you know, 30% of of our respondents are saying that that is a very hard number to put our fingers on. And until we have definitive clarity on exactly what ROI looks like, jumping in completely is is the challenge or the hesitance that we're seeing. So this pattern ultimately that has emerged is very clear. The technology is available and it's widely being used by a pilot standpoint. But the bottleneck is coming down to these characteristics of governance, ownership, and change management not really being in place, not necessarily the platforms. So that's where we sort of are left right now. The technology is available to us and we have a lot of these platforms that are infused with AI, but we haven't taken the steps necessary to operationalize them within the business process and to really feel comfortable that, we can sort of let them go and and they'll run their, their own pace within our organizations without needing to have kind of that level of oversight that we all feel is necessary. So when you're developing a strategic roadmap, you have a couple of things that you need to consider. First and foremost, I would say that your your critical North Star is that you should be designing around the overall business and enterprise, not just the platform. And this is something that I see often is a mistake of many of the clients that we work with, is they're actually focusing clearly on a platform feature and function road map. They're looking at which aspects have been turned on, what is not, the capabilities that we're using today. And that's really limiting your lens to business impact because you're just focusing on really adoption figures and not taking into consideration what's ultimately more impactful, which is how do those core components of your technology or, really lead to more successful outcomes for your business. What we see from leaders in the space of enablement as doing differently is that they're focusing much longer term on an enterprise roadmap. One that ultimately is aligned directly into specific business outcomes that have come down from leadership and executives. And, you know, they're also focusing on use cases that tie directly into those organizational priorities. So, you know, many of the road maps I'm I'm sure that you all have, have built, contain a lot of different components of different technologies and features that you'd like to activate. But I would say the best road maps are are the ones that really transform the enterprise whole, holistically by looking at all of the interconnectedness between how the businesses operate together. And that's obviously a much larger road map, and it pulls together much more components and individuals. But that's really the the level and the insight that we're hoping, that you all can get to when it comes to designing and building your strategy. Over on the right hand side of the slide, there's a couple of things to just keep in mind, just as as many of you are are in the process of developing your strategic road maps. Thinking beyond a single platform, looking at this interconnected layer, the way that AI kind of pulls different pieces of information together, this is now more critical than ever. You can't just sort of isolate these technologies and you have to look at how enablement reaches broadly across the business. You also have to take a longer term time horizon. I look twelve to eighteen months out. Anything less than that and you're really just looking at sort of the short order items, that can sort of fall to technology deployments or, not as long term strategic thinking for the growth of your overall business. And as you're looking across these longer term time horizons, you have to be really clearly defining the phases. And I'm sure many of you have project plans that you follow each quarter. Those have to have very clear ownership across each milestone, and you have to be tracking those specific metrics from an accountability standpoint in order to be, clearly sort of benchmarking yourself on the progress that you're making. And the best road maps that I have seen are the ones that do just that. Not only are the workflows very clear and the ownership tight, but also each milestone has the attributed, your measurement of success that has clearly been outlined going forward. And ultimately, your executive priorities have to be really clearly included clearly included in the plan. Otherwise, you know, you're gonna sort of be left to, have to explain to them kind of where their vision fits in, and you want that to be very self explanatory when you share that up the chain. So let's take a moment and just stop for a breakout activity here and, you know, you all can share your thoughts here in the chat. But I think the the disconnect that I see often out there is that people aren't connecting their roadmap to what actually matters. So if you were to take one key firm initiative that you have for the year and you were to consider how your current enablement plans align to that organizational target, what is that outcome that's central to your strategic roadmap that makes those two things connect? What's happening inside the enablement that you're delivering and what the organization is trying to achieve at the top of house. So the discussion point here is that if your senior leadership were attending this webinar, would they see their priority reflected in the in the outcomes that you're trying to drive towards? And if not, how do you make these outcomes foundational to your road map? And if anyone has some thoughts on how they've done this, please go ahead and share them. But I think beginning with the end in mind is really critical, and understanding exactly what your organization is doing is really the first important step. And the behaviors or the use cases that you're trying to drive should be very tangible in terms of their connection to those outcomes. And that's the first place to begin that mapping exercise is to take those high level goals and map them to the use cases that you're solving for when it comes to the enablement and the technology that you support. If anyone else has any other ideas, feel free to to share them. Pillar number three, our ownership models. I think if you haven't taken the time to make your ownership explicit across the business, you're already a step behind. And without explicit ownership, Seismic or any other tool ultimately becomes everybody's responsibility, which to me means that it's no one's. There is this challenge with the diffusion of responsibility where if there isn't clear ownership or accountability, then ultimately everybody can hide in the group, and no one will really step up to accomplish the task. And I see this happen all the time. So first and foremost, defining accountability across all the functions that are involved, whether you're in sales, marketing, compliance, legal product, you all have to a part to play in what the ownership and sort of support and success looks like behind an enablement platform. And you have to kind of outline those responsibilities very clearly as far as what role does this person play, what is the accountability or action that they need to have, and what are the job descriptions sort of as it relates to how we're driving and supporting each other. And putting that down on a grid as part of your your overall, your planning for your enablement is is really critical. You also have to establish clear decision making and structure that in a way where people understand what is the prioritization for what matters to us. If we have challenges around content approval or new features that we're trying to focus on or the platform road map is gonna change, how do you go through that process to make sure that there is an understanding and that everybody, has had a chance to sort of weigh in on on that decision. Because one of the things that I often see slows down progress is decision making. You also have to report out regularly to senior stakeholders, and everybody knows that's a a critical part of all of our jobs is to make sure that, you know, whether it's on a weekly, monthly, quarterly basis, we're talking about what we're doing. Because if you're not reviewing that regularly, then ultimately, executives aren't engaged with the progress, and they can't understand how that impacts the decisions that they're making. Ultimately, you want to make sure that the firm strategy and any sort of upcoming, opportunities that you can impact, through your enablement, you're on the table, at those conversations to make sure that you can kind of participate. And if you're not reporting out regularly in front of senior leadership and that ownership structure isn't clear, then you're missing an opportunity. A quick thought before we move on is if a major content or platform decision needed to take place, who would be make the one making that decision? But ultimately, I think the more interesting part is how long it would take. Within large enterprise matrix organizations, there's a lot of a lot of different people that need to be informed. And if you don't have a quick way to kind of get to, a decision, it can ultimately impact the end user or your seller experience because, you know, there's too much analysis happening upstream before that impact is really felt through the benefit of of whatever that positive change that you're after was. So just just having a sense for that can maybe help you, formalize how you wanna structure decision making as it relates to your enablement. When it comes to overall ownership, I think it's always nice to give you an example of how our top clients are structuring, their kind of design. And on the top, you'll see different models for how you can ultimately organize your centralization of, you know, your structure. So on the far left, you have kind of the most centralized option, which is the single authority, a top down team that's basically making all of the decisions around policies, standards, and procedures, and then they're pushing that out across the org. One team owns that overall strategy road map and governance, and then they're sort of delegating out how that training occurs. This allows for really centralized control with distributed stakeholders across the business to kinda go out and, evangelize that message. But it does have limitations when it comes to how scalable and reactive you're you're going to be able to be. On the far right, you have a much more reactive model, a distributed decentralized control where the individual business units are really up to left up to making their own decisions. But with speed comes a little bit of inconsistency, and inconsistencies can also lead to disorganization. So when you have five or six different businesses operating with independent governance, that can obviously lead to conflict if there's any kind of shared content or shared enablement across the resources and and lead to an inconsistent experience when it comes to how your sellers are managing or or experiencing a platform. Again, you might have Nuance business where LOB led decision making is really important, but you also don't wanna give up the standardization that comes from a centralized model. You might find yourself in the middle, which is this federated model where you have a kind of a combination, which is a center of excellence setting a priority, a a centralized resource to make sure that everything is aligned through your monthly forum and through your platform team kind of sitting in at the top, but a strong sense of ownership taking place at the LOB levels where they can perform the customization that's needed and really operate within this shared governance model where responsibility doesn't sit exactly with one team, but it's not completely decentralized away. And you just have some variance in between here. Beyond the model, there's this other layer beneath which relates to the ownership. And I get often asked this question, when we're doing strategy work is who's the best team to manage the platform? And I don't think that there's one answer for this either, but I think it comes down to how you as a business really operate. And is it common for a marketing team to be at the center and then go out and do, you know, effort to support sales product and IT as as partners? Or are you really an enablement driven organization where enablement is the one that's developing the content for your sellers, and they're the one that's administrating and managing platforms, and sort of going out to find the partnership and and pulling pieces in from subject matter experts or from marketing teams as that's needed. Or are you on the other side of things where it's technology led? Technology teams own all critical business technology and everybody else kind of supports by contributing to that. Again, I'm not here to say that one version is better than the other, but there is a difference between when the marketing team is leading in in, sort of controlling your enablement tools versus when a technology team is doing it. And I think it's just an awareness to begin, you know, with today is understanding, you know, are we in the right model or is there room for improvement? And so that actually brings us to our next breakout activity, which is, just sort of discussing a little bit more how your current, you know, model is employed. So are you a centralized, federated, or distributed model? Who owns that model enablement marketing or IT? And you can again go ahead and put your your answers into the chat. I really am just curious if if you think that that is the best configuration for your organization and maybe a little bit of a reason why. Or if there are arguments to kinda keep that current structure in place. And maybe at the time when the tool was launched, there was a different sort of structure or, level of, control that was needed. But now here you are three, four years in and your enablement team has grown and so has the mandate for the technologies that you're responsible for and it might bear be time to update and improve that model. So I think that that's just really the important takeaway from today's conversation is there isn't a perfect way to manage your ownership and your structure, and it does have to evolve with the business and the changes that take place. Great. So as those answers are coming in, we will jump over to our next pillar, which is really designing specific models for governance that I think, allow you to operate at scale without losing speed. And I think a lot of people have a misconception that governance slows things down, that it puts a lot more restrictions on how you can operate as a business. When I would make the argument that especially in financial services where governance is not optional, it should be something that you're proactively designing as opposed to reactively waiting for a problem to arise from. And if you do this well, it's gonna allow you not just to have that control, but ultimately be able to move much more nimbly through a number of different situations and to kind of be proactively ready, to kind of build and improve on the model that you have. So sort of building off of what we just reviewed around the ownership model, a lot of that structure and and even before the section around roles and responsibilities needs to ultimately be defined proactively. And here in this example, we're talking about content policies, but I think it goes much further than that. You know, within your documentation, you need to make sure that all decisions and accountable responsible parties are clearly defined and that you have a living and breathing document that can be sort of updated regularly around these policies and procedures. Because if that's not something that has been memorialized at this point, then I'm sure it's just sort of being passed along in this tribal knowledge fashion. And, that's what leads to, degradation of kinda how well that gets implemented and also confusion from the people who are, you know, having to onboard and to pick up from previous people's work. They don't know how decisions were made and then in what form, you know, they were were previously decided upon. And so part part of the benefit of kind of defining everything proactively and putting it down into policy documents is to memorialize it and make sure that that is something that kind of serves as the foundation for how all future operations and processes get built. You'll have a record of kind of why decisions were made the way that it was. So, this can be embedded within the platform. It can be sort of displayed in a number of different ways, but, you know, you're not managing this through email. You're you're putting this in a place where it's ultimately gonna be followed and adhered to in in the right policy, you know, process. You also have to kinda go through the process of looking at that model to make sure that it's the correct one, and we discussed that on the previous slides. But that model really should match your firm structure. So the point here is, if you as a business have a specific way that you're doing things, then don't step outside of that in order to build a a new policy or a governance model for this enablement process. You should be making sure that those tools are sort of mostly mirroring what you have across that larger enterprise. There also should be a consistent way that you're auditing and reviewing throughout a cycle. As businesses change, as there's new regulatory or compliance requirements, then you need to make sure that that is quickly, something that you can react to. And you can, you know, produce that evidence really quickly for teams as they go through and ask those questions. So at the end of, you know, this section, hopefully, you're now reflecting on what the level of comprehensive policy and process that you have in place today is. But more importantly, whether or not it's being accountably enforced. Because oftentimes I hear from clients that this exists, but it's not something that people are normally following. And so that disconnect is something to focus in on as the first area to improve. And it's find out why it's not being enforced or why people aren't being held accountable to what was originally put out as hopefully the most, efficient way to sort of drive your governance at scale. Here's an example that I like to show of just all the different fields that can sort of fall into platform and content governance, and and you can sort of scale this up to any other tool that you're, you know, developing or leveraging as part of your enablement. And I I always like to imagine this as a circle because it's not any one of these components that makes a successful successful platform operating model. It's the combination. And then you start to remove them or ownership sort of falls off in any specific area is when you start to see a little bit of a, a slippage in how well the model for governance is deployed at your organizations. And there are certain topics here that, you know, might be grouped together. I would look at administration or setup with user management and platform access, potent potentially as being two areas that might have the same centralized owner. But then there are other aspects of governance like field training and communications or, change champions focusing on networks of of advocates, which I think fall outside of what would normally be a traditional admin bucket. So my point is that you're gonna have a variety of resources and people that are assigned to do these different tasks or to kind of be the ones that have named responsibilities in each of these areas. And And it's important that everybody kind of agrees on what all of the subjects, within your governance overview need to be. And taking a look at kind of what's on screen, you might see areas, hey, we do that really well. Like, we're on top of analytics and reporting. That's something that, you know, regularly comes out of our dashboards and we combine it into other larger business data that we have and we use that to make inferences on on what's working and what's not. But, you know, we really don't have a clear publishing and approval process. That's something that we would love to tighten up. Right now, it's left up to the individual content managers, and and we struggle with that. And so I think this is just for all of you to take a a moment to understand, you know, where areas you are that are strong, that you feel like you have good resources and support. And then maybe where are those areas that you think you could have some improvements and and maybe beef up the way that your governance actually works as an organization. And then holistically taken together, that can really just strengthen how well you deliver this as an enterprise and ultimately lead to a stronger foundation for any of the platforms that you're applying this towards. When it comes to change activation, you're really doing what I think many enablers on this call are are focused on day in and day out. You're at that, you know, that moment of activation where you're pushing for specific behavior change. And I think we do this as enablers in a in a number of ways, whether it's through workshop, live trainings, virtual instructor led trainings, communications that are coming out. Any way that we can kind of put this in front of our most critical teams is the way that we're gonna kinda deploy change activation. But I will say technology can be implemented without adoption. And and, you know, you can get things, you know, to be turned on and go live without having, you know, supported what I'd say is a more important part of that change, which is the real behavior that comes with, you know, doing this the right way. And behavior change is harder than adoption. We can get people to kinda go in and utilize technology and and get them excited, but you're really missing an opportunity if you're not motivating people from a behavior standpoint to do something differently. And I think that's kind of the target that we're trying to measure ourselves by is did the behavior change that we are after occur. Not did we successfully launch this platform or did we give people enablement they needed for this new product play? It's that we see the results on the other side. Did revenue increase because we saw people more actively involved in, a certain type of pipeline opportunity that we see we saw as as being beneficial to our business. Those are harder things to measure, but they're also more important to the business. So I think it's important that we sort of strive to get to that place. Change management, should always be treated as a stand alone work stream. I'm sure that many of the organizations that you all represent have teams that are supporting change management. This isn't a a side project. This is definitely something that needs to have resources and milestones and goes back to your strategic road map and plan. It needs to be incorporated as a work stream within each aspect of what you're doing in order for it to be the most successful. And, it also has to be personified for specific audiences. So, you know, targeted workshops at every aspect of of the field are really important, depending on the number of roles that you have or the different business units that sort of make up your enterprise. You need to be very focused and bespoke to the experiences that each of them have when it comes to how you're developing and deploying your enablement for them, because they ultimately have to be able to feel what's in it for me. I need to know that this enablement is specific to my role, and it's gonna help me do a better job when it comes to how I go out and am able to utilize the technology that's in front of me. And this has to be an ongoing communication. This change activation shouldn't just be something that happens once. It should be something that pressed forward over time. I think many people choose not to continually look at this. And, you know, if you're not regularly reporting out on the success and the failures of how things are working and how they are not, you can sort of see a stall in the overall effectiveness. And and we don't want any of your programs to to stall. We want them to continue to to move forward, and silence is one of the things that can really be a project killer. So just making sure that you're regularly keeping this top of mind with all of the other distractions you have to just make sure that there's a long tail to kind of how you're communicating the effectiveness of of what this, enablement looked like. So again, I'll I'll ask the question here. When did you last measure adoption? And not just with a a usage statistic, but with something that we think would be a genuine behavior change. And I always get, you know, a a lot of pauses after this question because it's a lot harder, as I mentioned, to measure genuine behavior change, but we have so much data available to us now. And as I mentioned, you know, earlier, the best roadmaps are are really longer term time horizons where people are considering the impact at the very beginning when they're they're building them and they're thinking about what they're trying to drive that relates to that organizational impact. And to that end, that should always be something that's top of mind when it comes to how you're driving that adoption and behavior change, when it comes to change activation. So one more breakout activity here that you all can participate in on the chat. Just think of that recent change that you were, had in your head. Who are some of the key stakeholders and who is the most resistance? Sometimes, the the blockers are the people that we need to get out in front of. How did you drive that accountability? What happened when people didn't comply? And what would you do differently if you ran it again? I think we learn a lot each time we go through an organizational change. And if anyone would like to share an insight, with the the group, feel free to do so. But I I think each time, you know, I do an implementation or I work through a a a different strategy deployment, I always learn something. And I think it's that combination of what has worked in the past and what you would like to change about that that makes you the most successful when you do these things in the future. So if there's any, tips for the group, feel free to to share those. And that will actually bring us to our last pillar. And again, one of the most important because we can't we can't just expect that the finish line is the end. The the finish line is actually, back at the beginning when we can kind of go back out and and make sure that we've continually implemented and made updates based on what we've learned. So turning that activation into the long term value, I think that there's a a few critical things that you need to take away from that. First is that firms that are building kind of continuously are really regularly reporting out their successes and their failures openly. They're the ones that have, a clear process in order to do that, and they're the ones that are, you know, holding themselves accountable. So I I think, a couple of those points are are brought up in these three different buckets. The first around identifying your tipping points are, again, those key moments when a behavior becomes embedded in that old way of working is no longer happening. So how are you gonna know throughout the course of your enablement that people are no longer doing things the old way, but now they're actually doing them, in a way that is following the new behavior that we're after and is leading to the to the greater successes that we're hoping for. And how are you ultimately measuring those outcomes, not just from an activity standpoint, but really when it's tied to something that's specific to a business outcome that you think is is critical to the overall mission or objective of the organization. And how that gets reported out to the business is obviously very critical as well. Making sure that you have a quarterly review rhythm at the very minimum on, you know, again, what has been working and how you're progressing along those benchmarks is is the best way to, again, make sure that people are aware of what the impact of your work is and that you can show the progress along, you know, the the enablement that you're delivering. You should obviously be vocal in sharing those wins broadly, but you shouldn't shy away from the challenges that you uncovered or things that are different than maybe your expectations had originally set you out to, believe because that again goes back to how you can improve and, you know, build momentum for future initiatives and be more successful in the future. So how that success should look in eighteen months when you're building out that road map may not ultimately be, what you what happens, but you should at least have plans around, you know, what are these different tipping points or moments that you think will, you know, be the time when you see that behavior sticking. And you should be able to measure yourself along that progress and in that journey. So that brings us to the end of our session. There's a few key takeaways that I always like to reference here around, you know, the blueprints, for growth. And the first is that the platform here is not the constraint. We know that there's great technology that everybody is using in this day and age, and every firm, has, you know, tools that they like and new tools that they're looking to add. But, really, the top firms that are pulling away are the ones that are understanding and building an operating rhythm around all of the tools that they have. There's a connected network effect between how ownership and governance and change management are all working across the technology stack and how enablement is aligned to each of the efforts that are expected from each of those tools and a road map that's clearly pulling in prioritization from the executive teams. And those ownership and governance, levels of of process aren't a hindrance, but really they're growth levers. They're things that are actually helping achieve more business value. Ambiguity leads to lack of decisions, and I to me, it's the single most common reason why enablement programs stall is because people are sort of left wondering, looking around at who should be taking the the work and and the action, and that leads to, the unintended consequence of of nothing happening. So if you have to, define it intentionally, if you have to build that governance layer out, that's something that you have to focus on from the beginning to make sure that you really can scale safely and, that it's not gonna be something that's gonna really become a challenge that you have to overcome later when it becomes an obstacle. And as I mentioned, transformation really is is a system, not a project. So you only get to experience that network effect, that real transformational enablement when you have this connection across what you're doing in the great the greater design or impact of what the the system is trying to improve for the overall business. And that's really where you know that you have a model for enablement at scale. When the business operation rhythm is pulling in various departments and everybody's working in, in concert together to kinda bring you to the next level of maturity. And so when you can connect all the pieces together, this is when you'll find that your enablement is really most effective. And this is where you'll ultimately also be looked at as a resource for the organization that can help overcome obstacles and really, you know, drive additional revenue towards the top, you know, organizational outcomes that you're all trying to explore. So thank you all for your time. I really appreciated being able to share with you our our growth blueprint. And we look forward to, you know, having, you know, future engagements with you in the in the, upcoming weeks and months. And if you have any questions, you can feel free to drop them in the chat or you can reach out to me directly. Have a great rest of your day.