Okay, hi everyone and welcome to Experience Point's latest webinar, an introduction to Experience Point's innovation training method. I'm Melissa Huggett, Director of Client Partnerships and Sales here at Experience Point. In my role, have the best of both worlds. I work with our amazing consulting partners around the world, equipping them with our change and innovation tools that they then bring to their clients. As well, I work alongside Experience Point's sales team here to ensure that we are all learning, growing and developing together. This summer marks ten years for me at Experience Point and I'm really looking forward to the next ten. Before we start our conversation, I want to cover just a couple of housekeeping items to ensure that you all have the best experience with today's event. Today's webinar will be about forty five minutes long. We'll kick off the webinar with thirty to thirty five minutes of sharing our perspectives, insights and tips on how to kickstart your innovation journey through our innovation training method. The remaining ten to fifteen minutes will leave for some Q and A. You can submit your questions anytime via the Q and A tab in the Zoom platform that you're currently using. This webinar is being recorded and will be emailed to you as well it'll be made available on demand at our website experiencepoint dot com. Before we start talking about the Experience Point training method, I wanted to take a step back and talk a little bit about the importance of investing in your people, because this is really at the heart of what we do. In a twenty eighteen study conducted by IBM called the Enterprise Guide to Closing the Skills Gap, IBM discovered that CEOs across the world rank investment in people as the number one way of accelerating company performance. Why is this the case? It's argued that without investment of people, a company is left without skilled workers. So what this results in is organizations are struggling to innovate, they're struggling to deliver value to citizens and shareholders, They're struggling to grow their businesses and they're struggling to create new jobs. A region's economic competitiveness and value proposition really suffers after a decline in the skills of the workforce. So it's no secret that it's vital for organizations to acknowledge and address any skills gap within the company. And this is really where training comes in which we're going to get into in just a minute. But first I really want to hear from you. We're going to put a poll up on the screen which you should see in front of you now and the question is, do you feel there's a skills gap in your organization right now? I know this is a bit of a subjective question but I want to get a feel of where you feel your organization is currently, so take a minute and put your answer in now. Awesome, thanks everyone. So definitely an overwhelming response on the yes side, so yes there's a skills gap. Thanks everybody for your participation And let's take a look at the results of that very same question from a research study that was conducted among six hundred hour leaders. And you can see here sixty four percent of employers say they have a skills gap. What's even more interesting about this is that this is actually an increase of twelve percent from a very similar study that was conducted on this same topic in twenty eighteen. So we have executives that are grasping the critical importance of skilled workers and we also are seeing that this skills gap is widening. What might be the impact of a skills gap though? Another research who doesn't love good research twenty nineteen PwC released their twenty second annual global CEO survey. They asked participants what the key impacts of the skills gap were in their organizations. Fifty five percent of CEOs claimed we are not able to innovate effectively and this was followed by the impact of people costs rising and the impact on the customer experience. So we know there's a skills gap in organizations, we know the skills gap is widening, and we know that many organizations believe the impact to the skills gap is a lack of innovation. And it's no secret why companies need to be continuously innovating. As Peter Drucker famously says, all organizations need one core competency, innovation. Here at Experience Point we would agree, but what do we mean by the word innovation? The word innovation can have a different meaning to different people. It's really a word that can sometimes be intimidating. I know I felt intimidated by the word innovation when I started at this company ten years ago. Up here you'll see our definition of the term which really in its simplest form is new ideas that work. There was a great HBR article recently that talked about this word, the word innovation and how employees hate it sometimes. The author shares a really powerful story in the article. A few months ago there was an annual innovation jam at a global consumer goods company and the author was told point blank, for you people innovation is all that. For us, it's extra work with no results or much worse, lost jobs. The author's suggestion here in the article is really that instead of scaring everyone off with the dreaded I word, how about finding language that works in your specific context? So this could be something like a reinvention day or a hack jam. For us at Experience Point, this usually takes the form of a sprint, which is really a multi day time that's focused on really specific opportunity areas. In fact, there's a sprint going on here this week. We held our first hackathon last year, we all love a good barrier buster brainstorm around here. And so even at experience point where we really eat, sleep, breathe innovation, we don't label it necessarily as innovation. It's really just become a part of the way we do things around here. So in short, let's not be scared off by the word innovation. Even small incremental changes to the status quo can be considered innovation. So find words or positioning that work best for your own organizations and roll with it. So I've got another poll here. Given what you just saw described the word innovation, which again is new ideas that work, how would you describe the culture at your organization when it comes to being innovative? Does your organization have a culture of innovation? So I'll give you a couple minutes to put in your answer. Okay, thanks everyone. Alright, we've got some interesting results. We're a little split today. So we've got innovation is limited to business units or functions as sort of the most prominent response, but definitely some activity around we're trying to move in that direction and then we've got a few folks, our organization lives innovation, which is awesome. So it's really interesting to see where everyone puts their organization on that culture of innovation spectrum. Thanks very much for sharing your perspective. Good news for those of you who feel like you could use some help, that's what we're here for And this is why some of you are probably on this webinar today, is to perhaps learn more about how Experience Point could help move you along that spectrum. How can you create a culture of innovation at your organization? And really a question we get a lot is where do you even start? At Experience Point we train people and organizations on how to be innovative. We believe that innovation is a skill that can be learned and human centred thinking is its best teacher. As a quick aside, I just want to take a moment to point out that you may know human centered design and design thinking, and we tend to use human centered thinking and design thinking interchangeable, really kind of one in the same. So if you hear me using both those terms, I wanted to call that out just to avoid any confusion. And before we dive into more about what exactly human centered design is, it's time for, you guessed it, another poll. I'd love to gauge how familiar everyone is with human centered thinking. So we've got a few options here, how familiar are you with human centered thinking? Give it a moment and enter your response. Okay, alright so with some great answers here, thanks everyone. So some folks are saying not really familiar at all, we've got probably the most energy around I've heard of it, and then we've got a few folks that have used it many times and taught others out to. Woo hoo, let's get you running our next webinar! That's awesome. So really good diversity on the call today and so for those of you who maybe this is a newer concept for, what exactly is design thinking or human centered design? In short, design thinking is really a problem solving methodology that puts people at the centre of the problem. At Experience Point our design thinking process was developed in collaboration with IDEO, which we talked about earlier and it follows six steps. I'll share these six steps with you in a moment and I'll also share more about how these steps unfold in our Experience Innovation Learn workshop. But before we get there, I want to highlight a common misconception that we hear a lot and it relates to where design thinking or human centered design can be used. The word design can be confusing or sometimes misleading. It brings up thoughts of product designers and graphic designers and architects. Oh, I'm not a creator type is something we hear all the time. But the truth is design thinking isn't just for designers or creatives, it can be used to address a wide variety of problems. There's really two key elements that I want to encourage you to keep in mind around where design thinking fits. So first, design thinking works best when you're trying to solve a problem where there is no clear solution or perhaps the problem is really complex. Second, and this is what we're gonna keep coming back to, you've got to start with people. If there is a human interaction element within your problem, it smells like the right opportunity to use design thinking. And if there isn't a human interaction element at first glance, I challenge you to look at it again because chances are it's in there. So design thinking isn't a silver bullet by any stretch, but it is not something that is reserved for a very specific group of naturally creatively gifted people. It really can be used by anyone. To help illustrate this even further, I'll share a couple stories about some service related challenges that we have applied design thinking towards here at Experience Point alongside our clients. So for example, we helped Carol, she's a senior L and D leader and she was rethinking her employee empowerment strategy using design thinking. We worked with Katie where she was really trying to elevate the profile of an internal marketing and communications team that was struggling to establish their credibility across a larger national team. And we've even seen it used as a way to actively engage new hires where we work with Lori. Lori was a talent leader at a major tech firm. She introduced design thinking as a part of her new hire onboarding program because she saw it as a way to kind of fight the fight, the war on talent. She was struggling with employee turnover and looked to Design Thinking to help her overcome that. Really most of the work that we've collaborated on over the years would fall under the realm of service design and not product design. So there's lots out there around the success of design thinking, but one of the most promising stats that comes from McKinsey is that design led companies realize ten percent more revenue than ones that aren't. At Experience Point we've certainly learned a lot on this subject from working with hundreds of clients using human centered design and the benefits of leveraging human centered design have become really clear. So what are those? First of all, it ensures that problems are being solved with the end user or the customer at the center. So what does that mean exactly? Well, for example, when we're looking to find a solution for a challenge, we tend to make assumptions on what our customers actually want, but chances are we don't really understand them, we haven't taken the time to truly understand their deeper needs. This is where human centered design can come into play, so we can observe our end users, we can speak to them in a different way, discover those needs and then we design solutions that are going to meet those unmet needs. How about a really quick story to help highlight the power of observation? It's one of my favorites. There was a group at IDEO that was working with a pharmaceutical company and they were looking at some packaging for one of their products. They had done a focus group and sent out the surveys and the typical sort of techniques that you would do to learn a little bit more from your consumers And all the feedback came back that there was no issue, everything was fine, no problem with the packaging. And so Adio steps in and says, okay, let's go and meet with one of these customers. So they go to this elderly lady's house, she does struggle with arthritis in her hands, they come into her home and they say, do you have any problems opening your pill jar? She says, no, not at all. They say, okay, show us. So she goes into her kitchen, opens the cupboard, pulls out her meat slicer, puts it on the counter, gets her pill jar, places the pill jar in the meat slicer, turns it on, and proceeds to slice the lid off the pill jar. She holds it up triumphantly and says, see, no problem. And so what did they learn in this moment? Well, they learned a lot. They learned that their assumptions were wrong. All of their consumers are saying they have no issues but if you're using a meat slicer to open your pill jar, there's likely a challenge. And so what happened is this observation led to a redesign of the bottle that was more easy for those with weak and arthritic hands to access. So assumptions are out, insights that are gleaned directly from the user are in. So secondly, by training your employees to use the process of design thinking to solve problems, it puts the onus on everyone in the organization to find imaginative and bold solutions and this is what we mean by unleashing your employee genius. And this is leading to something that we all know and love and that is empowerment. So remember Lori, I mentioned her earlier, she was that talent leader from the tech world who was really struggling with the war for new talent. She worked in Silicon Valley and there was a heck of a lot of competition. She introduced Experience Points training method as a means to help drive retention and engagement amongst new hires. Lori had recognized that design thinking was a core skill that most of the company's successful established leaders already had. So because of this, she wanted to introduce the same skill set to the new hires, kind of help them understand that this is an approach that they should have under their belts. So coming out of the sessions that they ran around human centered thinking, several of the ideas that came up in those sessions were selected and then they evolved into full scale projects that had executive support. So within the first year of their budding careers, these new hires could immediately see that they were driving impact at scale. So how's that for an employee retention and employment empowerment strategy? And then of course on the revenue side, we had mentioned that McKinsey quote earlier that design led companies realized ten percent more revenue and to support that I can share that we've worked with many clients over the years who have themselves seen new ideas evolve into a brand new revenue stream or a reduction in costs. In one case, a large tech firm that we partner with has attributed one hundred million dollars in savings as a result of design thinking efforts across the company. Lastly, de risking innovation. And so when companies use design thinking to solve problems, they create an environment where people aren't afraid to fail. Why is this? So through design thinking you're really looking at, and we'll talk about this in a moment, building low fidelity prototypes of your ideas before you even get close to bringing them to market. And so what happens here is the risk associated with bringing a new idea forward is really limited and you can try things out in a variety of different ways before any money or major markets are lost. A quick example of this is another group at IDEO. They were working with a firm that was trying to increase their environmentally friendly efforts in their offices and beyond as well. And so they worked with a satellite office nearby and they noticed that it was a real coffee drinking culture. And so they said, okay, let's try an experiment here. There were Styrofoam cups and paper cups everywhere and they saw a big opportunity to replace those cups with ceramic mugs. And so in they went to one of the offices, small kind of communal kitchen areas, they removed the styrofoam cups from the counter, put them up in the cupboard, put ceramic mugs in their place, made a little sign taped up that said please help yourself to an eco friendly mug. They left and about half an hour later they came back to check on things and the experiment had been completely dismantled. The styrofoam cups were back on the counter, the ceramic mugs were hidden away in the cupboard, and the sign had been ripped down and put in the garbage, not even in the recycling bin. I'm sure you have a few guesses around what might have happened, but I'll give away the punchline. The maintenance person came by a few minutes after this little experiment was set up and said, there's no way I'm cleaning up all of these mugs every day after all of the employees leave. And so what they learned from this simple experiment that probably cost about two cents, which is the going rate for a piece of paper and a piece of tape, they learned, hey, we need to engage the maintenance team. And so by running this really quick experiment they saved a lot of time and energy before trying to roll this out across organization. And so when I talk about experience points training of both people and organizations, these are really the two key pillars of the experience point training method. Our one of a kind organization pillar comprises of really a renovation of company culture. The people pillar comprises of training people through our workshops, which are powered by the world's only simulations in human centered thinking. So our thinking here is you can't train the organization without first training your people within the organization. And it's also our point of view that you can't have an effective sustainable culture of innovation without everyone in the organization being exposed to human centered thinking. That's like lighting a candle and then walking into a hurricane. If you train a subset of the organization to be innovative and send them back into an unchanged organization, they'll quickly fall back into the same day to day habits, processes and rhythms that they started with. And so this is our philosophy. We believe in learning by doing and we'll spend the next few minutes walking through Experience Innovation Learn, which essentially is the backbone of our programs in human centered thinking and it's completely centered around doing. This program takes the core concepts of an innovation project. So this could be something that in the real world it might take four months or as much as eighteen months or even more. And what the program does is it distills that lengthy experience right down to four hours. As one of our participants says, it's four hours that can change your life. The program focuses on a realistic design challenge and by gaining exposure and practice with the core principles of design thinking, participants collaborate together in teams to tackle the problem. Let's take a closer look at how this unfolds. Developed in collaboration with IDEO, the preeminent global design consultancy and exclusive training and development partner of Experience Point, Experience Innovation Learn is ideal for teams who need to apply the tools of innovation to their organization's real projects and initiatives. This highly engaging, one of a kind simulation guides participants through the essentials of a four month innovation project, providing a safe space and structured method to practice design thinking, or otherwise known as human centered thinking. With Experience Innovation Learn, participants will go deep into learning the principles, tools, and techniques of human centered design and leave the workshop ready to tackle real world team and organizational business challenges. Built for anyone who needs practical experience with human centered thinking, Experience Innovation Learn uses leading edge technology to create an accelerated and relevant learning experience that leads to tangible applications. Cross functional teams at any level and within any function or industry can benefit from learning how to approach an innovation project from introduction to the Experience Innovation Program. As I said, I've been here almost ten years and with words it's hard to explain what actually unfolds in this four hour program without some visuals, so I hope that gave you a bit of a better understanding of all the great stuff that's going on. The backbone of the experience is the six step design thinking process which is what is on the screen in front of you right now. In just a moment we'll share a video that'll dive further into each of these steps and how they actually play out in session in more detail. However, really quickly, let's review them together. So the six steps are laid out here, but in simple terms we're really focusing on two key areas: finding opportunities and creating solutions. As you look at the steps in front of you and kind of learn a little bit more about them in the next video, a few things I really want you to consider: how is this similar or different to the way that your organization or your team or even yourself are currently taking on challenges or addressing problems? What steps here do you think need more attention from you or your teammates? What steps might you currently be skipping? And as an example, generate ideas where the light bulb is. This is an area where we find people are a little more comfortable. This is where we brainstorm. Okay, yeah, I know how to brainstorm, but unfortunately what often happens is it ends at brainstorming. We completely miss the power of making ideas tangible and testing to learn. So one disclaimer that I wanna make here is that although the steps are presented here in a linear manner, often when we actually apply them to projects in the real world, back and forth will happen and that's completely to be expected. So for example, you might have an idea that's really exciting, you get to that test phase, you learn a bunch through that test, remember some of the examples that we've already talked about, and that's gonna cause you to go back. You might say, hey, I need to get some more inspiration, I need to go revisit a user group to learn more, and then you can go back through the process again. So just wanted to kind of call that out, let's take a deeper dive into the design thinking process with a quick video. In the workshop, participants tackle estate innovation project by learning to apply the six steps of the design thinking innovation process. The workshop follows a path of solving a real life client challenge for various simulated cases. This process starts with a deep exploration of user needs and the related opportunities to make a difference in their lives. The participants then work to imagine solutions, and the process deliberately pushes them to think beyond the obvious and helps them learn their way into better and better versions of their ideas. By first learning how to frame a question using human centered design principles, participants identify the right problem to solve for. Next, they gather inspiration to spur new thinking by going deeper, to learn and discover what people really need, not just what they say they want. Once participants have accumulated their data, they make meaning out of diverse information and synthesize to identify a strategic focus. Empowered with proven brainstorming tools, teams push past obvious solutions to generate breakthrough ideas. Next, teams build rough representations of their ideas to make them tangible and help them think through possibilities and pitfalls. Finally, teams learn how to experiment their way toward market quickly and cost effectively through iterative prototyping. They test to learn what aspects of their ideas are most effective and which require additional work. Each section of Experience Innovation Learn has a brief overview by the facilitator, a video, then staged activities with embedded timers. Activities in this experience are primarily team directed, and the facilitator checks in with teams to offer timing reminders and moderate coaching support. The entire workshop has been crafted to provide a consistent and reliable experience. By the conclusion of Experience Innovation Learn, your people will be equipped with the confidence to apply the essentials of human centered thinking to their work, elevating the innovative confidence of your organization's culture. Alright, so you can see a lot happening in that overview. We saw participants collaborating in teams, the use of physical materials like the photo journals that were being used for observation, we tested out ideas through mini vignettes and trials, conversations, and of course there was a lot of post it notes. If you have any questions that are popping up for you at all, even if it's just a small question about something that you've seen or now that you're kind of getting a better understanding of the program, don't be shy to pop them in the chat and I'm happy to address them shortly as we wrap up. So I'm sure after kind of learning a little bit more you might be thinking, okay, this looks really interesting, but what are people actually leaving with? So some of the key learning outcomes that come out of this, I think the biggest one that's the most powerful is that everyone is walking away speaking the same language around design thinking, or they're singing from the same song sheet, whichever way you prefer. Suddenly in meetings, if someone suggests, hey, let's take five minutes to draft up a quick prototype for that, this is met with support. Others can jump in and help and build on the idea instead of a prototype being met with skepticism or questions or uncertainty around kind of what the process might look like. From sort of a workshop option perspective, we have a few different approaches under the experience innovation umbrella, which I'll share with you in just a moment. For numbers, that's a question we get a lot. The kind of bare minimum for a session is twelve and that's simply because it is a team based live session experience, but in saying that we could run these for groups into the hundreds. It is led by an experience point trained facilitator and something to keep in mind from a tech side is that really reliable internet is important. I've mentioned that it's a simulation based program and so that requires, internet capability to allow the program to run fully. So we have a few different, options beyond just a half day, and so we can take that half day, as I mentioned, using the simulation, and following lunchtime there's kind of three different paths that we can explore to extend into a full day to make it more rich and robust for your participants. So the first one, exploring opportunities to innovate. This is really around looking at a challenge that your organization needs some energy around. And so we can take what we've learned in the morning and apply the design thinking principles to that challenge in a matter of a few hours to kind of get things going. The shaping organizational culture option is just as the name would suggest, we've talked a little bit about creating an innovative culture and so this is exactly what we focus on in this segment. And then go deep on design thinking is just more practice, so getting people more and more exposure to the tools and techniques of design thinkers. I talked a little bit about our innovation umbrella and so we have a few products that fall under the Experience Innovation family and excitingly we're not done yet, so you'll you'll see more from us later on this year. Today we've walked through and focused on Experience Innovation Learn, which is really around Design Thinking Essentials. We also have Experience Innovation Aware, which is more of an introduction to Design Thinking. It runs in about ninety minutes, it's intended to bring participants together where they are all asked to bring an idea that they're excited about, something that they really want to see implemented, and then we work that idea using mobile phones and our technology enabled program to help turn that idea into a bit more of a, through a design thinking lens and applying those design thinking tools immediately to make that idea, evolve further. And then on the other side you'll see Apply, which as the name would suggest is all around application of design thinking. What's so powerful about Apply is that in just two days the group gets a full two cycles of exposure and experience to design thinking. So we begin with the simulation and then the subsequent day and a half is all around walking through the design thinking process focused on a real organizational business challenge. It's more of a sprint format and so we even go out and do field work and observe users and really roll up our sleeves and dive in. It's definitely an action packed couple of days. So we've had the opportunity today together to review some really compelling research and statistics, we've reviewed the design thinking process together, and my hope is that you've also gotten a better sense of how experience point simulations can help accelerate learning, understanding and hands on exposure to the core principles of design thinking. But what better way to sum up today than another story? This one is about one of the world's largest consumer packaged goods company. The CEO of this company had a vision for the future focused around growth behaviors and this could be things like empowerment, inclusion. The employees were excited about this new direction but didn't really have a full understanding of how they might integrate these behaviours into their work. The company invested time and resources into the development of these behaviours, but really needed to see more impact. It became clear that the best path towards achieving these behaviours would be to train the organisation in innovation capabilities and to also establish an infrastructure of catalysts to support these efforts internally moving forward. Through the training teams quickly became skilled in the core principles of design which enabled them to expedite projects and better meet customer needs. In under one year a lot was accomplished. A lot of internal processes were turned on their heads redesigned and this led to major cost reductions for the organization. So can design thinking help you, your team and your organization? Absolutely! And we at Experience Point would be so pumped to help you do that. So thank you everyone for joining us today. If you want to stay up to speed with all things design thinking, I invite you to join us online. Blog. Experiencepoint dot com is full of resources, it's updated all the time, and you can also join us on LinkedIn. If you were interested in today and want to learn even more from our next webinar, head to our webinar page on our website. March twenty fourth is our next session and this is featuring two of our very own master facilitators and they'll be going through the design thinking process that we looked at today in more detail. The webinar is called Human Centred Design Explained, so come join us! And now we've got a little bit of time for some Q and A, and we've got a couple of questions. Alright, so we have one question here: how do executive leaders interact with the training? How should they interact? What a great question! Yeah, thank you. So there's a few ways we could look at that. So for Experience Point, how we sort of approach training, most of the work that we do is certainly at the leadership level. So simulation and sort of the gamification element, this isn't just for sort of mid level or more junior folks, in fact it's the opposite. We find this is a really engaging way to involve your leaders. We have a few approaches that can help engage executive leaders. One would be sort of one of our shorter sessions to kind of help them walk the walk and talk the talk of design thinking so that they can better support their own teams. And we actually have another program in the works that is going to be coming down the pipe from Experience Point later on this year that is exclusively targeted at those who are leading teams who are trying to be more innovative. So that is really purpose built for executive leaders. Great, another I hope that helps answer your question another question that's coming in is how can someone become a master facilitator? I love it, so ambitious! Yeah, so we do have master facilitators, we have master facilitators who work here at Experience Point as their full time career, and then we also have master facilitators who are a part of our associate network. So our associate network is a group of global facilitators, have hundreds across the world, and these are folks who are really experienced with design thinking and then they've attended our Train the Trainer program, and so that is either an in person or there are virtual Train the Trainer options. Following that Train the Trainer, if you go on to deliver quite a number of sessions with sort of audiences and gain a good amount of momentum and experience, that's kind of the point where you might hit that tipping point of becoming a master facilitator, which basically means that not only can you train other people in the Experience Point Design Thinking training, but you can also train others to become facilitators. So it's sort of that next level up. So yes, there is a path, if you want to learn more certainly reach out to us and we can share a little bit more about the path. Another question that's come in is, do we have to use one of Experience Point's facilitators? Ah, what a perfect segue! How do we effectively train the organization? Yeah, great, great question. So this actually links well to the master facilitator question as well. So our Experience Point trainers are master facilitators, so again that means that they can train others to train Experience Innovation. In order to run our programs though, so for example what you saw today, Experience Innovation Learn or some of the other programs that we touched on, you don't necessarily need to use an Experience Point facilitator. In fact, we have a full sort of capability building system and program that can help build up your own internal people and talent to become their own sort of catalysts for design thinking inside the organization. And so that's a big part of our sort of training method. We talked about training people and training organizations, and so today we spend a little more time talking about the training people pillar, but the organizational pillar is just as important. And so one of the key things that we've learned over the years in working with our clients is that ensuring that we have the right infrastructure sort of set up inside the organization to support those design thinking efforts is the ultimate kind of way to be successful. And so running your people through a Train the Trainer program to have them lead the simulations themselves, it's building that capability internally and it's propping those people up as really internal sort of experts and resources that other team members can go to for help versus always having to go outside the organization. As we like to say, you're the ones that you've been waiting for. Maybe time for one more. Oh, we have a great question that's come in. Yes, thank you for that. Given the current environment, can these programs be run virtually? Great question. Yeah, we are all in this world of every day coronavirus is changing our perspectives and, you know, in some cases completely changing the way we're living day to day. Great question. So this program that I walked you through, Experience Innovation Learn, currently is not best suited for a virtual delivery, however at Experience Point we do have some other program options that are very well suited for virtual delivery. Experience Innovation Aware, the ninety minute program that I mentioned, that one is actually quite well suited to a virtual delivery option. We also have our Experience Change program that's very well suited for virtual delivery and we'll likely have some more information coming down in the coming weeks and months about other options for you as well, so thank you for asking that. Maybe one more before we go. Yeah, how do you sell design thinking internally to an organization that might be resistant to change? Another good question, we got all the doozies today. So design thinking is, I think if I think about where it's come in the ten or so years that experience point's been sort of in the design thinking world, certainly it's becoming a much more common topic, it's no longer a buzzword, it's just organizations are seeking it, leaders are trying to understand it and kind of bring it in house. So that is one help to that. There's a lot around sort of the business case for design thinking. And so how can we sell that internally? I think the best way that we've seen and kind of worked with our clients to do this start small. If you're working with a team and there's an opportunity to apply some of the design thinking principles to a challenge, do it, try it out, start small and then measure those results, package that up and bring it to your leader. So you know, we talked about in one of the examples, even like an internal process improvement, or maybe there's a reporting structure that's just clunky and not working. You could apply design thinking to that and come up with something really powerful and then there's your use case, there's the beginning of your business case that you can then bring to your leader and say, hey, like this is the impact that we've seen, imagine what we can do on a bigger scale. And if you want more on that, we've actually just released our latest e book which is all around building the internal business case for design thinking, so definitely check that out. Awesome. Yeah, so I think we're right about time, it's about quarter to the hour so I want to be respectful of everybody's time. Thank you everyone for your awesome participation in the polls today and sharing where you're at and your organizations, and also for your terrific questions. So again this webinar recording will be sent over to you and if you want to join us on March twenty fourth, please do. That's all for now.