WEBVTT X-TIMESTAMP-MAP=LOCAL:00:00:00.000,MPEGTS:0 00:14.250 --> 00:18.709 Hello and welcome to today's session today. We're here to talk about intelligent business 00:18.719 --> 00:23.959 operations and the future ready organization going beyond operational efficiencies to 00:23.969 --> 00:25.629 transform the entire business. 00:25.930 --> 00:29.799 My name is Paul Nashwa and I'm a principal analyst at Enterprise strategy group, 00:29.809 --> 00:33.729 a division of tech target and I cover application and infrastructure modernization. 00:33.950 --> 00:39.509 I'm joined today by Pam Carlin, senior director of it vendor management from Dolby Laboratories 00:39.639 --> 00:45.009 in just new Mo Deloitte's Enterprise Operations as a service principal offering leader, 00:45.020 --> 00:47.330 Pam. Would you like to introduce yourself? 00:48.560 --> 00:51.020 Yes, thank you, Paul. My name is Pam Carlin. 00:51.029 --> 00:54.779 I'm senior director of it, vendor management for Dolby Laboratories. 00:55.580 --> 00:56.639 Thank you, Pam. Just new. 00:56.650 --> 00:58.919 Would you like to introduce yourself? Absolutely. 00:58.930 --> 01:00.119 Thank you, Paul. 01:00.509 --> 01:05.040 My name is Jishnu Malik. I am based out of the Orange County Office of 01:05.050 --> 01:09.559 Deloitte Consulting. I'm a uh principal with Deloitte and I have had 01:09.569 --> 01:15.019 the privilege of serving Dolby for the last 10 years as in the capacity of a lead engagement 01:15.029 --> 01:17.150 partner. Thank you, Pam. 01:17.160 --> 01:17.819 Thank you. Just new. 01:17.830 --> 01:21.279 This is an exciting topic. It really is uh important because a lot of 01:21.290 --> 01:25.720 organizations are looking for outcome based and innovative solutions but they're also looking 01:25.730 --> 01:29.209 to work with trusted delivery partners to help them drive to their own visions. 01:29.389 --> 01:32.669 In fact, what we see in our own enterprise strategy group research, 01:32.690 --> 01:37.790 we find that 48% of respondents in our recent cloud native survey indicate that they want to 01:37.800 --> 01:41.790 work with service delivery partners. Uh This is mainly due to the acceleration of 01:41.800 --> 01:44.900 demands for modernization. This is also due to, 01:44.910 --> 01:49.089 you know, accelerated growth for a lot of business activities and companies that need to 01:49.099 --> 01:52.849 work and look to service delivery partners that really help bring expertise, 01:52.860 --> 01:58.019 not only in operations but also in design, building, implementing and transforming those 01:58.029 --> 02:00.569 journeys. So with all that, let's get started on today's 02:00.580 --> 02:03.370 session, there's a lot here to talk about and again, it's very exciting, 02:03.379 --> 02:06.529 very interesting and very relevant to today's topics today. 02:06.779 --> 02:11.320 So when we see that businesses and companies are looking to um to intelligent business 02:11.330 --> 02:16.619 operations, they're also looking at trusted partners in a suite of business process tools 02:16.750 --> 02:21.139 uh as a service solutions to help enable organizations to leverage holistic benefits, 02:21.149 --> 02:26.095 continuous improvement, automation and A I enabled data driven insights to deliver those 02:26.104 --> 02:27.645 tangible business outcomes. 02:28.125 --> 02:32.184 While organizations are continuing to be faced with increased pressures to achieving greater 02:32.195 --> 02:36.695 profitability, deliver rapid innovation and meet accelerated compliance requirements. 02:36.705 --> 02:41.464 They're often dealt with outdated technology and approaches in today's fast paced enterprise 02:41.475 --> 02:47.164 landscape, many organizations are are looking at attempting achieve agility across enterprise 02:47.175 --> 02:48.544 operations at scale. 02:48.949 --> 02:54.279 But there's a new influx of tech such as A I machine learning and automation and operational 02:54.289 --> 02:58.720 excellence demands reimagining the existing processes to future proof them to stay 02:58.729 --> 03:02.619 resilient. Not to mention the ongoing shortage of talent 03:02.630 --> 03:07.259 and the rapid evolution of technology really requires organizations to look beyond just 03:07.270 --> 03:09.710 their revenue gains. But also look for flexibility, 03:09.720 --> 03:15.020 adaptability, agility and the holistic transformation processes to offset the skill 03:15.029 --> 03:19.880 gap in key r operation positions. Organizations are leaning to technologies like 03:19.889 --> 03:25.380 automation and self-service tools and a and basically to enable less experienced it staff 03:25.509 --> 03:31.130 and and basically relieve, overburdened developers, system programmers and other it, 03:31.139 --> 03:35.914 operations managers, even executives of looking at automation to help them track operational 03:35.925 --> 03:38.875 efficiencies and operational performance tied to business. 03:39.024 --> 03:43.024 But don't take my word for it. There's a lot of research to back this up. 03:43.125 --> 03:47.455 And, you know, I think I think we should hear from Dolby to and to hear how Dolby is dealing 03:47.464 --> 03:49.654 with these organizational challenges. So pam, 03:49.664 --> 03:52.395 the audience here will benefit from hearing from you on these topics. 03:52.404 --> 03:55.330 What are your thoughts? Uh Thank you very much. 03:55.339 --> 03:59.309 I appreciate that. Um I've been with Dolby for almost 11 years and 03:59.320 --> 04:04.570 when I joined one of the consistent messages that I heard from the leadership team at Dolby 04:04.580 --> 04:09.940 is that we really needed to have a service delivery partner that wanted to embrace 04:09.949 --> 04:12.755 automation and help us drive in improvements. 04:12.985 --> 04:16.855 Um Our cio has always had a cloud first strategy and approach. 04:16.924 --> 04:21.105 We uh 10 years ago, we had everything in SAP on Prem. 04:21.265 --> 04:25.545 So we did an RFP. We invited six vendors to bid and we awarded 04:25.554 --> 04:29.255 the business opportunity to Deloitte. And I've had the pleasure of working with G for 04:29.265 --> 04:32.880 10 years. Um As I mentioned, we had everything on prem 04:32.929 --> 04:38.549 with SAP and we wanted to drive, you know, pieces of that to the cloud as an example. 04:38.559 --> 04:43.929 We were using SAP for our HR is platform. We moved that to success factors. 04:44.179 --> 04:49.489 We used SAP for all of our financials. Uh Deloitte partnered with us and introduced us 04:49.500 --> 04:54.429 to Black Line for closed automation. So we implemented that uh we moved our CLM 04:54.440 --> 04:59.630 solution to support legal over to AUS which is now conga so bit by bit, 04:59.640 --> 05:04.769 we've just migrated to the cloud and it's helped us really embrace technology um 05:05.079 --> 05:10.910 throughout the company in for platforms that are used broadly by all organizations as well 05:10.920 --> 05:16.619 as more point solutions. I guess I'll say that support um finance or the 05:16.630 --> 05:21.750 legal organization or our cinema business. So we couldn't have done all of that without 05:21.760 --> 05:24.899 Deloitte. Yeah, Pam, we're seeing a lot with our research 05:24.910 --> 05:27.459 as well that aligns to that modernization strategy. 05:27.470 --> 05:31.739 It really does come down to what you know, how organizations are moving forward and, 05:31.750 --> 05:35.899 and working with uh service delivery partners in order to achieve those goals and, 05:35.910 --> 05:39.220 and just you, I'd love to get your perspective are you seeing the same trends? 05:39.950 --> 05:42.339 Yeah, I mean, uh Absolutely. Yes. 05:42.589 --> 05:47.609 Um I think as the marketplace has moved along and it, 05:47.619 --> 05:52.000 you know, it, it's accelerated, right? The change that was there 20 years ago, 05:52.010 --> 05:53.920 today's change is much faster. 05:54.339 --> 05:59.600 Um You know, pam listed a whole lot of uh platform changes that we did because, 05:59.609 --> 06:03.630 you know, all we had is, you know, cloud first best of breed by, 06:03.640 --> 06:05.250 you know, policy to follow. 06:05.480 --> 06:12.429 Um Now that's easier said than done when you uh apply the people component to 06:12.440 --> 06:17.679 it. Um Dolby's core business is in delivering the 06:17.690 --> 06:24.480 the the sound and video experience to to the marketplace and trying to have an it department 06:24.489 --> 06:31.260 that can keep up and go through all these changes uh needs a partner like us. 06:31.269 --> 06:38.019 And I think the um the, the thing that we are collectively proud of is um 06:38.029 --> 06:43.869 we were able to deploy teams that met the operating expense objective to start with. 06:44.299 --> 06:50.910 But then as we moved along, we kept changing the team that learned to this 06:50.920 --> 06:57.489 business and was able to deliver on new platforms without changing the the the 06:57.500 --> 07:02.750 spend and the cost premise. So that way what happened is the business got 07:02.760 --> 07:07.609 to do what they, what they needed to do um almost seamlessly as we moved from 11 of the, 07:07.619 --> 07:09.369 you know, as we change platforms. 07:09.760 --> 07:14.429 Um the CFO was happy because uh the cost objectives were met. 07:14.630 --> 07:21.579 Um Dolby's own it folks were able to stay focused on things that matter to them that was 07:21.589 --> 07:25.260 important for the business and not on trying to learn new. 07:25.459 --> 07:31.000 Um you know, technologies always all the time. So I think we were able to find a delicate 07:31.010 --> 07:34.130 balance that performed as a whole. 07:34.850 --> 07:38.929 Yeah, just a very, very interesting because what we see in our research here, 07:38.940 --> 07:43.540 as well as we see 48% of respondents in that cloud native survey that we were talking about 07:43.809 --> 07:46.540 indicate that when they go on their modernization journey, 07:46.549 --> 07:52.209 that that cost increases because they run into challenges that are unexpected and you know, 07:52.220 --> 07:56.429 to, to hear that you were able to keep it within those windows is really impressive. 07:56.559 --> 08:00.779 Um You know, Pam, I'd like to come back to you on, on what of some of the challenges you may 08:00.790 --> 08:03.869 have been seeing during this process? What, what were those challenges? 08:04.559 --> 08:09.700 Uh Well, certainly some of it is the size of our it organization is relatively small. 08:09.869 --> 08:14.489 Um And it limits our ability to really uh educate ourselves, 08:14.500 --> 08:19.779 educate our staff on new technology. So that's one of the areas where Deloitte has 08:19.790 --> 08:23.329 really been instrumental. Um We have regular business reviews with 08:23.415 --> 08:26.765 Deloitte. They are committed to helping their team grow 08:26.774 --> 08:31.984 and providing resources that have certifications in different um platforms and 08:31.994 --> 08:37.864 different technology that's really helped Dolby to develop our team internally, 08:37.875 --> 08:42.155 but also help us to prepare for that transition to support the business. 08:42.849 --> 08:45.750 Excellent. And so, you know, just when I, when I think 08:45.760 --> 08:48.859 about these challenges and, and you know what Pam was just talking about, 08:48.869 --> 08:52.070 are you seeing this for other future ready organizations? 08:52.080 --> 08:56.789 How are you helping other clients and you know, including what you did in this specific example 08:56.799 --> 08:59.030 to help them become future ready organizations? 08:59.440 --> 09:06.099 Yeah, so uh one of the key things that we learned in our Dolby experience that we are now, 09:06.140 --> 09:09.789 you know, for any other client that I work with or my team works with, 09:10.140 --> 09:15.580 um that, that we ask for is, is how we engage with each other. 09:15.770 --> 09:21.700 Um The the business partner and, and client relationship uh is, 09:21.710 --> 09:24.840 is driven by, you know, it, it is, it's both ways contractually. 09:24.849 --> 09:27.700 We are, we are supposed to serve our, serve our clients. 09:27.710 --> 09:34.049 But I think the big one of the key factors that made our partnership succeed for over 10 years 09:34.059 --> 09:41.059 now is, is the investment that Dolby did in, in spending time with our teams in 09:41.070 --> 09:43.380 visiting our delivery centers. Um you know, 09:43.390 --> 09:48.140 back in India and constantly looking and asking the question, 09:48.150 --> 09:54.520 what else are you guys doing with other clients in similar situations that drove a learning 09:54.530 --> 09:58.109 cycle uh inside of Dolby as well as with us. 09:58.489 --> 10:05.130 And that led us to make, uh you know, to collectively make good choices and also 10:05.510 --> 10:11.119 to manage the change. We've always been very careful that we do not 10:11.440 --> 10:15.950 forest too much change on top of our business that they can't handle it. 10:15.960 --> 10:21.409 So, uh you know, we've been successful in, in, in doing it in a way in a piecemeal manner. 10:21.520 --> 10:26.080 Um that way people are able to accept it and, and the, 10:26.090 --> 10:30.000 and the platforms then lived up to the promise. So I would say, 10:30.010 --> 10:33.140 as you look at uh you know, anybody who's listening to this, 10:33.450 --> 10:40.090 um a joint partnership is um is easy to say, harder to do uh and, 10:40.099 --> 10:45.830 and investments from our clients in, in the, in building the teams and guiding the business 10:45.840 --> 10:49.270 partners to the right solutions is, is, is very, very important. 10:50.349 --> 10:53.109 Yeah, a absolutely. And you know, I, I think that one of the things 10:53.119 --> 10:55.169 that comes up and I heard you talking about this and, 10:55.380 --> 11:00.520 and, and when we look at, I, when I specifically talk about um you know, 11:00.530 --> 11:04.440 future ready organizations and I talk about where organizations are going. 11:04.739 --> 11:09.440 Um I often talk about the modernization strategy and I talk about that pa kind of three 11:09.450 --> 11:11.479 pillars, right? There's the past, present and future, 11:11.489 --> 11:15.190 like what, what the past looks like. And a lot of organizations are still here and 11:15.200 --> 11:18.739 they're trying to move to that present state, but they're looking at it in the context of 11:18.750 --> 11:20.900 future deliverables and what they want to get to. 11:21.179 --> 11:25.250 Um you know, there's often challenges when it, when it comes to uh these, 11:25.260 --> 11:29.679 these approaches, uh these organizations are, are, are met with skill gap challenges, 11:29.690 --> 11:32.900 they're met with, they're met with technology gap challenges. 11:32.909 --> 11:35.049 Uh When you look at that past precedent future though, you know, 11:35.059 --> 11:37.609 there's different tech stacks that are along those different rides. 11:37.619 --> 11:40.299 And it's really a challenge for a lot of organizations. 11:40.530 --> 11:45.080 Um when they're looking at this, uh a lot of times organizations can, 11:45.090 --> 11:50.080 you know, take on different approaches, right? We see organizations to hire new people to kind 11:50.090 --> 11:52.099 of have a new bench strength to kind of do the work. 11:52.309 --> 11:58.880 And we find that in our research that actually 67% of respondents of this survey indicated 11:58.890 --> 12:01.960 that they're looking to hire it journalists over it specialists. 12:02.059 --> 12:07.349 And part of that is, is because they're looking to work with uh service delivery partners to 12:07.359 --> 12:10.679 help them accelerate the goals and then take it over from there. 12:10.820 --> 12:14.700 So Pam I, I'm gonna basically kind of pass it back to you here and it's a when, 12:14.710 --> 12:18.760 when, when I'm looking at these questions and looking at these uh thoughts that, 12:18.770 --> 12:23.239 you know, come up these challenges that come up. Um How are you partnering with, 12:23.250 --> 12:27.039 you know, uh Deloitte and, and, and meeting your strategic goals? 12:27.049 --> 12:31.650 You know, what is the skill gap? A challenge in your organization is the uh is 12:31.659 --> 12:36.330 the, is the talent, you know, like learning, understanding the talent and everything or is 12:36.340 --> 12:39.039 it just, it's just an overwhelming amount of work to do to, 12:39.049 --> 12:41.590 to modernize and you need that staff augmentation. 12:41.599 --> 12:42.859 What do those challenges look like? 12:43.590 --> 12:47.580 Yeah, it's a great question. We definitely rely on the partnership with 12:47.590 --> 12:51.820 Deloitte to help us with those initiatives. Uh As I mentioned, 12:51.830 --> 12:56.190 we have a somewhat limited staff size within the IT organization at Dolby. 12:56.219 --> 13:01.059 So we tend to focus more priorities on having A B SAS. 13:01.070 --> 13:05.539 So business systems analysts that can meet with the business to understand what their 13:05.549 --> 13:10.299 requirements are and articulate that with a, a valued partner that's gonna help us on that 13:10.309 --> 13:13.500 journey. Um A perfect example would be our P to P 13:13.510 --> 13:16.640 solution. So uh we put that out for a bit about five 13:16.650 --> 13:21.380 years ago and we made a decision to move to COPA and we partnered with Deloitte on that 13:21.390 --> 13:25.530 engagement. Uh Dolby's uh employment size, we have, 13:25.539 --> 13:30.479 we employ about 2600 employees, but we have over 20 separate legal entities. 13:30.489 --> 13:36.650 So it's a complex project for us to deploy a solution, a new P to P solution globally. 13:36.659 --> 13:40.219 So it took us over nine months. Um And we were certainly very successful in 13:40.229 --> 13:41.500 doing that with Deloitte. 13:42.270 --> 13:47.890 That's really important, right to like, look at what your objectives are and how you staffing 13:47.900 --> 13:50.500 those, you know, towards those objectives. And just, 13:50.510 --> 13:55.280 you know, how, how did you kind of think about it in the context of how Deloitte can help, 13:55.289 --> 13:58.559 you know, uh do be in this situation, get to the, you know, 13:58.570 --> 13:59.599 achieve their goals. 14:00.169 --> 14:03.479 Yeah, so I think when we started off, you know, 10 years ago, 14:03.489 --> 14:09.340 uh the objective was very small, it, it was mostly around um you know, 14:10.390 --> 14:13.330 that, you know, we have to partner, we have to meet certain cost objectives, 14:13.340 --> 14:16.530 we have to meet certain service levels, but very quickly, 14:16.539 --> 14:20.489 once you know, you met the early objectives, um you know, 14:20.500 --> 14:27.469 we, we shifted collectively to, OK, how do we uh keep modernizing uh the technologies? 14:27.479 --> 14:30.260 And at that point, you know what you said become very important. 14:30.400 --> 14:32.530 Dolby is located in San Francisco. 14:32.770 --> 14:38.640 Um They, you know, the the predominant uh presence of their employees is in that 14:38.650 --> 14:42.049 geography. However, they, they, they sell and they, 14:42.059 --> 14:45.200 and they do these, you know, customers are all over the world. 14:45.520 --> 14:49.599 So and that's where comes the complex complexity that Pam mentioned around, 14:49.830 --> 14:53.530 you know, you got to uh you know, there are different legal entities that you have to 14:53.539 --> 14:57.650 support uh with one pool of people in one location. 14:57.659 --> 15:01.890 So that's where we come in and we are able to uh you know, 15:01.900 --> 15:05.429 we provide service from different time zones. We are able to, 15:05.440 --> 15:09.780 you know, support uh the businesses, you know, at, at different time zones. 15:09.840 --> 15:13.369 But more importantly, uh as the technologies have changed, 15:13.380 --> 15:18.659 we have stayed glued to that business systems analyst uh group. 15:18.849 --> 15:22.840 They are the repository of knowledge of the business. 15:23.020 --> 15:27.419 Yes, there are cross border transaction. Yes, there are different legal entities. 15:27.429 --> 15:30.799 Yes, there are sales people in like 60 countries in the world. 15:31.219 --> 15:36.380 Uh But all of that knowledge resided within a core group of DOL B BS S and they were able to 15:36.390 --> 15:40.890 translate it for us. And our team changed as platforms changed. 15:40.900 --> 15:47.659 So it was like, uh almost like lego blocks that tied to one anchor and 15:47.669 --> 15:52.340 that provided a uniform experience for the business that, 15:52.349 --> 15:53.580 that's really interesting. And then, you know, 15:53.590 --> 15:56.799 ties back to what we opened up the presentation with today, 15:56.809 --> 15:59.679 which is that, you know, it sounded like and correct me if I'm wrong. 15:59.690 --> 16:03.919 But it sounded like that, you know, with this influx of new tech that we're looking at right 16:03.929 --> 16:08.640 where we wanted, you know, it sounded like you wanted to address these challenges with this in 16:08.890 --> 16:14.390 a new tech, but you also were looking at how to you, you can retain that operational excellence 16:14.400 --> 16:17.510 along that ride. And, um, you know, Pam, I guess I'll pass it 16:17.520 --> 16:19.909 back to you. Any other thoughts you have on the, 16:19.919 --> 16:23.960 the, you know, the new tech and how it addressed like the new approach and what were 16:23.969 --> 16:25.349 the impacts to your organization? 16:26.150 --> 16:30.570 Yeah, I guess two comments that I'll share. Um, about 18 months ago, 16:30.580 --> 16:35.150 we started a transformation of our sales force environment and moved that to sales force 16:35.159 --> 16:38.950 lightning. Um We had a number of brainstorming sessions 16:38.960 --> 16:43.619 with the Deloitte team just to talk about how we could break that down into smaller pieces to 16:43.630 --> 16:46.200 minimize the disruption. To the organization. 16:46.289 --> 16:51.219 So that's one piece, the other piece that top of mind for Dolby along with a number of other 16:51.229 --> 16:55.929 companies is A I and we're really trying to determine what's the right balance of how we 16:55.940 --> 17:00.179 can embrace A I and understand what's the outcome that we're trying to drive. 17:00.280 --> 17:04.380 So we've had a number of conversations with the Deloitte team again asking them, 17:04.390 --> 17:08.189 what are your other customers doing? Where do you see risk and where is their 17:08.199 --> 17:15.069 benefit that perhaps Dolby is lagging and just how did you approach Doby with like the right 17:15.079 --> 17:17.689 approach, like working with these new tech stacks, you know, 17:17.699 --> 17:21.790 these are new, these are new challenges to some organizations or organizations. 17:21.800 --> 17:25.229 It sounds like Dolby is looking to accelerate their business KPIS to achieve those 17:25.239 --> 17:26.869 operational efficiencies. 17:27.109 --> 17:29.520 How did you know that this was the right tech stack? 17:29.530 --> 17:33.189 And how did you transfer that knowledge over to the team when we walked in? 17:33.199 --> 17:37.060 Um There was an environment, right? Uh And we were good at, 17:37.069 --> 17:39.170 you know, with that environment. 17:39.410 --> 17:44.910 Now, if you look at a 10 year time frame, the software that we use today didn't exist at that 17:44.920 --> 17:48.839 point in time. So, um did we know what to do at, 17:48.849 --> 17:53.300 you know, eight years ago? No. Um I think what we did is we kept an open mind 17:53.310 --> 17:56.670 collectively and when I say we, it is Dolby and Deloitte together, 17:56.949 --> 18:00.630 um you know, the the choice of coupa I mean, there were other options. 18:00.640 --> 18:02.959 Is this the right product? Is it the right price? 18:02.969 --> 18:05.560 I mean, there are feature sets and then there is cost. 18:05.569 --> 18:08.250 So you have to look at what works. Uh So it, 18:08.260 --> 18:12.550 it's a, it's a balance of both. So I think it's a constant learning experience 18:12.560 --> 18:15.689 today where I'm sitting here, we are talking about, you know, 18:15.699 --> 18:19.890 how do we uh adopt, generate A I, how do we, you know, 18:19.900 --> 18:23.359 deploy it safely when I say safely? It's, you know, 18:23.369 --> 18:24.609 the security issues. 18:24.930 --> 18:29.449 Uh where does the data decide who's using it? Uh What does it do on its own? 18:29.459 --> 18:32.410 How much can you control it? We don't have answers for those, 18:32.420 --> 18:35.750 but will we find it in the next 1824 months? Absolutely. 18:36.030 --> 18:42.729 Um You know, the simplicity of all of this is as long as we keep our eye 18:42.739 --> 18:48.290 on what the business needs are. Uh I mean, let and not let the technology 18:48.300 --> 18:52.880 become an end in itself. I think we, we've remained successful and I 18:52.890 --> 18:56.949 think uh that I think is the single biggest thing uh that we will continue doing, 18:56.959 --> 19:01.030 which is stay focused on what the, what the end user needs, 19:01.040 --> 19:05.270 what the business community needs inside of Dolby to deliver that sound and video 19:05.280 --> 19:09.390 experience and, and the rest of it uh will fall in place. 19:10.150 --> 19:11.969 Yeah, and we're seeing that as well. I mean, 19:11.979 --> 19:15.430 it's an evolution, right? I mean, when you look at the the modernization 19:15.439 --> 19:18.780 effort, it, you don't have necessarily have all the answers right now, 19:18.790 --> 19:21.609 right? And that's why when I talk about the narrative 19:21.619 --> 19:24.199 from, again, from a research perspective, I talk about it in the, 19:24.209 --> 19:28.250 in the context of past, present and future because future will continue to change, 19:28.260 --> 19:31.609 right? Um But it's also good to know that you're, 19:31.619 --> 19:36.250 you're I I, you know, like going to really say future proof because it's like nothing is 19:36.260 --> 19:38.170 really future proof, right? Just, just, you know, 19:38.180 --> 19:42.234 to kind of go through it, but when you look at it, you want to make sure that the organization 19:42.244 --> 19:47.305 is going to adopt and adapt to those new, new technologies, new things that move forward. 19:47.314 --> 19:50.155 So it really is. Uh it's great to hear that you have evolved 19:50.165 --> 19:53.145 together and it wasn't such a rigid pro process, you know, 19:53.295 --> 19:57.415 to make it like that it wouldn't work. But Pam as we're coming kind of towards the end, 19:57.425 --> 20:01.785 I wanna do, I do wanna ask one last question about achieving that agility and, 20:01.795 --> 20:06.354 and, and your enterprise operations at scale. Um Can you speak a little bit about that from 20:06.364 --> 20:08.939 your perspective? Yes, absolutely. 20:09.079 --> 20:15.469 Um When we initially started working with Deloitte, we had about 10 to 12 resources from 20:15.479 --> 20:20.650 Deloitte that were on site in San Francisco um over the years that's changed based on our 20:20.660 --> 20:23.790 business requirements. Um So we, as an example, 20:23.800 --> 20:29.390 we leveraged a couple resources that were near shore in Deloitte's facility uh in Mexico 20:29.400 --> 20:33.140 because they had the expertise that we needed to support our hr organization. 20:33.520 --> 20:38.709 Um Deloitte has also expanded their service centers in India to accommodate our needs. 20:38.819 --> 20:43.819 They've been incredibly flexible around not only supporting our day to day requirements but 20:43.829 --> 20:48.619 also special projects like uh the cup a deployment that I talked about. 20:48.750 --> 20:53.150 Uh they've also worked very closely with our legal organization on further optimizations to 20:53.160 --> 20:57.680 help them. So they've really just uh had a, an amazing 20:57.689 --> 21:02.609 balance that they provided to Dolby around the types of resources from a technology and a 21:02.619 --> 21:05.689 functional perspective uh that we need to support our business. 21:06.910 --> 21:10.109 Ab Absolutely. And, and, and just new, when I think about it 21:10.119 --> 21:16.359 from a Deloitte perspective, did Deloitte have a blueprint or a um a model to follow or was it 21:16.369 --> 21:20.380 just, you know, kind of evolution as, as we talked about with the tech stack? 21:20.390 --> 21:27.119 Now, uh I mean, we, we have a very uh you know, crisp methodology for doing the work we 21:27.130 --> 21:33.489 do. Uh the, the uh part that determines success or 21:33.500 --> 21:40.150 otherwise is how do you take those um and, and deploy them while respecting our clients 21:40.160 --> 21:43.939 culture and the way they work and most importantly, their business. 21:43.949 --> 21:49.359 You will hear me saying that constantly, I mean, do we have fantastic sales force developers or 21:49.369 --> 21:52.819 sap developers or oracle functional consultants? Absolutely. 21:53.160 --> 21:57.180 You know, given our size, given our skill, given the strength of our brand. 21:57.369 --> 22:02.060 We are, we are fortunate that we attract uh phenomenal talent, 22:02.489 --> 22:08.260 taking that talent and making it work as a team requires just on a day to day basis, 22:08.270 --> 22:12.349 constant respect for each of our clients and how, how they operate and, 22:12.359 --> 22:15.439 and, and I, you know, know the business, know the business, 22:15.449 --> 22:19.310 know the, the business, that's what's important that's help us prioritize, 22:19.319 --> 22:21.530 that helps us keep, keeps our eye on it. 22:21.790 --> 22:25.750 We keep our eye on the ball that way. And I mean that if there was one piece of 22:25.760 --> 22:29.119 advice that I would give any consultant that is, uh, you know, 22:29.130 --> 22:36.010 know, your client's business, know how they work and the rest will fall in place and, 22:36.020 --> 22:38.969 and just, you know, as we come to the end of our session here, 22:38.979 --> 22:42.890 I'd like to give you, uh any, any parting words that you want to leave with the audience. 22:44.839 --> 22:50.150 Um You know, um I think we live in a very exciting time. 22:50.160 --> 22:54.949 Um, change has accelerated. Uh You could look at it as a challenge. 22:54.959 --> 22:56.589 I look at it as an opportunity. 22:56.920 --> 23:02.260 Um You know, tomorrow's, uh you know, exciting things are going in the, 23:02.270 --> 23:05.390 in the play in the, in the space of uh artificial intelligence, 23:05.400 --> 23:09.709 uh We've had auto mission um around for a while that's accelerating. 23:10.060 --> 23:14.130 Um There's a lot of anxiety amongst a lot of people as to, 23:14.140 --> 23:17.290 you know, how does it impact their own day to day livelihoods. 23:17.540 --> 23:21.560 Um I mean, if you look at history, uh changes have come, 23:21.569 --> 23:25.640 it has created new opportunities, it has created new jobs as, 23:25.650 --> 23:29.989 as, as long as we stay focused and are willing to learn. 23:30.290 --> 23:32.420 Um I think we all of us will be OK. 23:32.849 --> 23:38.930 Very good, very good. And pam final thoughts uh just I can't say 23:38.939 --> 23:42.010 enough good things about what a great partner, Deloitte has been, 23:42.069 --> 23:46.609 they've been so flexible and accommodating. I can't say the word flexible enough because 23:46.619 --> 23:49.930 our business has evolved over the 11 years that I've been with, 23:49.939 --> 23:55.290 with Dolby and uh we are a better organization um due to the partnership with Deloitte. 23:56.579 --> 23:59.020 Thank you, Pam. So, you know, when I my takeaways here, 23:59.030 --> 24:02.650 modernization operates as the foundation. And when you look at business process as a 24:02.660 --> 24:08.280 service, the approach for application management really does help uh dev ops team be 24:08.290 --> 24:12.369 more agile and frees them from maintenance to focus on continuous integration and continuous 24:12.380 --> 24:15.089 delivery as well as their C I CD pipeline, right? 24:15.359 --> 24:19.530 And that turns into innovation. So it's really essential for competitive in the 24:19.540 --> 24:21.449 competitive market space. That's today, right? 24:21.540 --> 24:26.760 That we see and cloud based strategies really help enable business outcome mindsets for both 24:26.770 --> 24:30.920 it as well as the business stakeholders, right? So that's a really is a big takeaway here. 24:31.160 --> 24:35.400 Um Pam, I wanna thank you for your insights and your perspectives today. 24:35.410 --> 24:38.660 Just knew you as well. I wanna thank you and I also want to Thank the 24:38.670 --> 24:41.619 audience for participating in, in listening to this. 24:41.630 --> 24:44.599 This is just the tip of the iceberg. There's a lot to think about here, 24:44.609 --> 24:48.599 a lot for your own organizations to, to review and think about as part of that. 24:48.609 --> 24:53.229 Uh Please visit the resource section of this session of this webinar here and you'll find 24:53.239 --> 24:55.739 additional resources to help you with that and with that, 24:55.750 --> 24:58.010 I thank you for your time today and have a great day. 24:58.189 --> 24:59.060 Thank you. Thank you.