Hello there, everyone.
You can let us know in the chat. If you can see in here, okay, we'll be starting the session in just a couple of moments. Just waiting for anyone else to filter in.
You'll see it should be on your right hand side. You should have a question and chat box, feel free to use those throughout the session. We'll have some q and a at the end. Again, let us know in the chat if you can hear and see okay. We'll start in just a minute or two once we've got a couple more people joined in the session.
Welcome everybody. I think there's a question in the chat about whether we can hear you. This is a one-sided event, so we'll be doing all the talking today.
And if you have any questions or if you want to ask as anything, or chat amongst yourselves, you can use the Q and A in the chat in the bottom right. But, yeah, I don't believe we can see and hear you on this session.
Wait. Give me about one more minute. And then go ahead and jump into his content for today.
Bek, there's a question in the chat about whether people can see who else is here. Do you know if that's possible?
I don't think it shows counts that way. It shows it's on my end. So if you wanna drop our team an email, we can check out for you, but I don't think it shows public facing.
K.
Awesome. Well, I'm gonna go ahead and kick us off, but we will have the recording available automatically for anyone who tunes in in future reference, if you just register, even if you can't make it live, you'll still get that recording. So this will go out and you can share it with anyone else on your team. Who might not have been able to make it, for future reference.
But feel free to use those questions and chat as we go. We'll have a couple moments to kind of pause in session, and then a few minutes for q and a at the end as well.
So I will just go ahead and get us kicked off.
So as we can see, today's topic is around rolling out effective strategies. So we're gonna be talking about the best ways to build out strategies that are going to be, built correctly to align your teams and make sure you can achieve those goals.
So with me today, I actually have my guest speaker. So really quickly, I am Beck, our product and strategy education manager, So you'll see me on some of the other product focused sessions, but I do actually have with me today, Laura, our head of strategy execution. So if you just wanna introduce yourself really quickly well, Thank you, Beck. Good to be here, doing a guest slot today.
My name is Laura, head of strategy execution based in the UK. I head of our services team here at Cascade. So I'll be taking you through the content for today. We also we'll be promoting our event that's happening next week, which is essentially a deeper version of today.
And so hopefully you can attend that with me as well. But yeah, we're already looking forward to it.
Thank you. We are excited to have you.
Okay. So really quickly, just kind of introduce the agenda. Oops. This is not updated. Ignore that part, focus on this part.
So we'll start off with a bit of a session intro. We'll talk a little bit about why this is an important topic and how it's going to impact you and your team, especially, in light of the fact that we're heading into a new year. This is probably hot topic in a lot of different organizations. So we wanna talk about what exactly an effective strategy is and how we go about building that, especially leveraging cascade.
And then as I mentioned, we'll have a few minutes for that q and a at the end.
So I'll start us off with a really quick easy intro here just to kind of bring us back basics before we get into the details to just talk a little bit about what a strategy is. So at the most basic level, when we're talking about strategy, we're talking about the business's purpose, what exactly they're setting up to do, what that mission might be, and then going more into how that business will accomplish that purpose. And that, in essence, is what puts together into a strategy. That's gonna be what guides the business's decisions, the next activities they'll prioritize, and making sure they're actually going to accomplish that purpose.
So when we talk about an effective strategy, there's actually a couple more pieces that are required to make this effective, not just a strategy, but a good strategy. And a few of those key things are that it is accessible, comprehensive, and easy to understand.
One of the first things we focus on, which will be one of their main topics today, is a framework that will inform a strategy and a team to align everyone towards goals and kind of have baseline consistency across the organization. It's going to help us achieve those three things and drive us towards the five goal factors that we want to kind of accomplish as a business to effectively execute those strategies, which is what Laura will be going into for us today.
So, actually, I'll go ahead and hand it over to Laura now. If you wanna talk a little bit about what those outcomes are, and then we'll get a kind of, both of the content here, I'll actually let you take over that screen share Laura, and then take it away.
So, as Beck mentioned, this workshop is really about getting you set up for next year. So that really the purpose of today is to help you to identify by firstly a framework. We've we think we have a very simple approach to, rolling out effective strategies, but I think you can also take that into your business if you're using OKRs, scorecard, Post and Camry, whatever framework you're using. Hopefully, you can take a lot of that from today.
And the reason why we run this particularly at this time of year is to help you ensure that you're heading into a new planning year with a consistent structure It's quite simple, but sometimes if you have lots of terminology floating around the business, it can cause a bit of confusion with your teams. And therefore, then they struggle to execute that strategy. So at its most basic level, we're going to be focusing, a little bit on that. And then secondly, really hitting home the importance of making sure the goals are measurable.
This is something that I often see working with a lot of businesses is they are planning the strategies, but then they don't have a way to measure them, or, they're not measuring the right things. And therefore, you can't then pivot and adapt your strategy as you're going along. So I'll focus a little bit on that. And then lastly, hopefully, leaving you with confidence on how you'll go and execute next year's goals.
So you there will be a couple of things throughout this workshop. We've got a a planning template that you can utilize. We've got some really great articles that you can read after the session as well. So hopefully we'll give you some of those takeaways.
So let's, first of all, just take a little bit of a step back you're probably familiar with this. You know, you have an expectation for twenty twenty four. Your new strategy is going to change the course of your business. Finally going to take you where you want to go.
Everybody's feeling excited. You've done those kickoff sessions, or maybe you're heading towards that in January. Maybe you're excited about getting everybody together. But what actually happens in reality after that is you thought you had a solid plan but then it struggled to get tracked a few quarters have passed by and that plan that you planned for in January is still shitting sitting on a shelf somewhere in PowerPoint.
Or maybe, by launching the strategy you mean sending out the slides or sending out an email. I'm sure you're familiar with a lot of these things.
Maybe, on the more of the execution side, you know, you're asking your leaders what what is happening with their strategy, and there's a lot of guess work or, perhaps things haven't moved in the right direction. So we want to help you solve all of that.
I think one of the the things you might be thinking about throughout this workshop is what is the biggest struggle for your business? After spending the last couple of years with businesses of lots of different sizes from a couple of hundred employees all the way up to tens of thousands is most businesses struggle with at least two of these things in achieving their goals. On the one end is the focus. I think this is a huge theme that I've seen especially with remote working is that people don't know what to focus on, or they're focusing on the wrong things, or they're trying to focus on too many things.
That's definitely a big theme I see in very large complex organizations and some smaller ones as well. Secondly, alignment, you know, it's a bit of a fluffy word, what to be mean by alignment, but really it's about getting that alignment from your teams. Up to what the business vision is. That's probably one of the simpler, struggles that businesses face, but also aligning horizontally as well.
So getting all of your teams aligned and working towards the same goal is then that next level of complexity that I see very often.
Accountability. Nobody wants to hear that accountability is not very strong in their organization.
But we see it often, people aren't accountable for the right things. And that goes both ways. It's not just your employees feeling accountable for their work, but it's the leadership team being accountable for communicating the strategy or communicating changes down to the organization as well. So, hopefully, we'll touch a little bit on that And then, as you probably are facing lately, everything is quicker than ever.
We need things now. We need things yesterday, you know, with social media. Everything needs to be quick. You need to get that latest product out of the door.
You need to get the deliveries next day to people. You need to you know, run those campaigns immediately. So speed is a huge focus, and something that businesses often struggle with, especially if your competitors are actually a bit faster than you on your delivery service or a bit faster than you to get products out the door or a bit faster to innovate and adopt AI for example. So speed, is definitely something I hear often.
And then visibility, I think this is probably one of the simpler things that we can think about solving, especially when we think about, how you can make your strategies more visible or how you're making your, your progress more visible up and down and throughout your organization.
And we believe at cascade that there's maybe like four or five different pillars to help you be more successful with those. So when we're talking about focus, this was really what we're actually focusing on today is how do we make a plan that helps us to be more focused and helps us to prioritize the strategies that I'm important. But in later additions of these workshops, we'll probably touch more on those other pillars, which is how do you, you know, get people to acute every day? How do you get people to align and collaborate and communicate effectively?
How do you foster a culture around strategy How do you hold the right people accountable for what they're delivering? And then how do you get speed? How do you assess the performance? How do you pivot your strategy?
And then how do you refine and accelerate and really drive that visibility?
So look out for those future additions where we'll be focusing more on those. But let's, maybe take a moment to have a think about if you're in, you know, if you're a team leader, how is your How would you rate your team's strategy execution today? Or if you are a leader of an organization, how do you rate the organization on a scale of one five. So feel free to pop it in the chat and have a bit of a debate. What I would encourage you to think about is is the corporate strategy clear and is it clearly communicated? Is that a small thing that you could maybe change as you're heading into twenty four, making that strategy more clearer and clearly communicating it to really get the buy in from the organization.
How often are you meeting to talk about the progress of your strategy How deep do you go with that reporting? Are you feeling like all levels of the organization are involved and having the right conversations? Or is that something you potentially want to optimize?
Have a think about accountability at all levels, not just within your teams, but do you feel like you have good accountability across the organization?
And then maybe, have a think about prioritization Do you think heading into twenty twenty four? You have a good set of goals that feel like you're going to be focused, or do you have some room for maybe maybe shaving off a couple of initiatives and focusing them on q two or later and really focusing, the business in q one to make sure that you deliver effectively.
So have a think about that, feel free to pop some questions or comments in the chat.
Now when we talk about the anatomy of an effective strategy, as I mentioned, I really want to focus on the planning side of things here. So Just take a little bit of a step back when we talk about strategy execution and depending on the size of your organization, this will hopefully resonate, but you may have slightly different terminology. But in essence, you've got your corporate strategy or your group strategy, depending on how big your organization is. That then gets broken into business unit strategies.
You know, if you're a, you know, like, one of the big popular conglomerates that we all see on the supermarket the shelves, maybe there's a snacks division, maybe there's a particular division for certain product, or maybe you're a manufacturer, and those business units are around different, products that you manufacturer or different regions, for example, USA, North America, EMEA, And then you've got your department strategy, so your operational strategy, your HR finance, legal, etcetera.
And then really then you have your individual contributors that operating level or the tactics that help you do that. And where we see being the most ideal execution or where strategy execution really comes to life is when the gap between all of that is a lot smaller, than probably what you're what you're seeing today. And really driving alignment between all of those functions, driving the visibility, and then that's gonna get you that speed and focus that you want.
So the first thing that I would do, and I'm gonna share some resources for you on this in a moment is If you're heading into twenty twenty four or if maybe, you know, we've only got a couple of weeks left. You are thinking how can we make a real impact next year? Obviously, you're actually starting with some research, you know, studying your competitors, doing a swot analysis, performing, you know, figuring out what your strengths and weaknesses are, customizing the strategy to really make it work for you. And then, you've you've probably already got your vision or I hope you've got a vision set already as a business, but maybe, that's something that you want to evolve or iterate for the new year.
And then your values, you know, we personally went through this exercise internally is we, looked at our values. Were they making sense for us as we've grown as an organization should we make pivots to our to our values? Does our vision still make sense for where we're heading and really taking stock of that? Because that anchors your strategy, in total.
And then, lastly, beginning with the end in mind. So we're gonna touch a little bit on the in the workshop component in a second, but where do you want to be at the end? And the end could be twenty twenty four or most likely it's in the next three to five to ten years. Where do you actually want to be, and what is that goal?
Are you, you know, hoping for an acquisition or are you hoping, for something else? Are you hoping to pivot into new industries? What is that end goal in mind to really anchor your plans around that?
So, if you want to follow along with this and you've got your phone, you can scan the QR code, just open your camera. Scan the QR code and get that template. I'll also pop a link in the chat as well in case you want to open this on your laptop. Might be a bit easier. Let me pop that in.
A chat one second.
Okay. There we go. So it's just a Google Drive link. It's a planning template. You can download it, to Excel or make a copy and drive it if it's easier.
And this will help you to just get some ideas on paper as we're going through this exercise, or after the event if you want to, pop in your initiatives that you already have or your strategies that you already have, you can pop it in there as well. So feel free to use that if you wish.
Now let's talk about how we roll out effective strategies. So it might sound simple, but what you want to do is really define your folks and this is something that I see trip organizations up all the time. There's two ways to think about focus areas. The first is Do you want to anchor your entire organization around about five key focus areas?
Does it make sense for your business to have five areas of focus that you roll out to everybody and everybody is aligning to those. Sometimes that makes sense. Sometimes if you're a very diverse organization with lots of different business lines. Sometimes that doesn't make sense.
And so have a think about whether that is the right move for you, and then move from there accordingly.
I'll also pop in an article which talks about the differences between this and gives you a bit more context about doing this. But what your focus areas are going to do is make sure that all of your strategies and all of your work is anchoring around key themes. Now we recommend having between three and six.
Personally, I think three is a little bit light, unless you want to be hyper focused next year, and, you know, really get people into the mindset of growth, you know, high performance culture, or maybe, you know, maybe security and compliance is a big theme or innovation or tech transformation.
Maybe you really want to drive a huge focus next year, you could have around three. But I would aim for about five, personally.
Now an example of a focus area would be something like you know, be be a leader in the industry or sustainability or be a great place to work or build a high forming culture or, you know, hyper growth or revenue growth, you know, it's like two or three words that really succinctly talk about what you want the organization to focus on. I'll pop an article in the chat as well just while, while I'm talking.
And feel free to have a look at that after the event as well. So you've probably already got some focus areas, especially if you are optimizing this year's strategy.
Have a look at them. Are there too many? So if you have more than six, I would definitely recommend having a look and maybe combining some broadening them out a little bit. Maybe, you know, maybe you've got two focus areas that are sort of straddling with each other. I've seen that before where you maybe have a focus area that's revenue growth and another one which is like profit growth and, you know, things can kind of fall in the two buckets. So try and make them very, very clear.
Again, have a think about whether you want to gain vertical alignment, so where you want to have five or six focus areas that you roll out to the business. If you don't want to do that or your business is very complex, then you can empower your organization to come up with their own. But what you'll want to do is go through the exercise of looking at those organic bottom up focus areas and seeing what the key themes are. I went through this recently with an organization who had, I want to say about a hundred and sixty focus areas in total. And when you looked at them, there was maybe twenty or so that were around the growth sort of theme, all slightly different interpretations of each other, but essentially they were all trying to get through growing the organization. So, again, you can maybe use that next year to anchor the business around some more broader themes. Maybe just have one as growth, for example.
What you can also do if you want to go down that approach is it does give the team's empowerment to come up with their own goals as as a team or as an organization, but knowing that it may not fully align with your vision, or it might cause you a bit of disruption later down the line where teams aren't quite focusing on the things that you want them to focus on. So there there's some pros and cons comes to that. We will be releasing an article on this soon of love articles. Keep an eye out for that on our website as well. And then again, have a think about the relevancy. Maybe in the short term, you want to really focus on, building a great culture or transforming the organization with artificial intelligence.
Just think that that one is quite top of mind right now. If that's maybe a short term focus, maybe again broaden the horizon a little bit, so that it doesn't, you know, stifle the innovation and make teams think that if they're not adopting AI, then maybe they're not transforming the organization. So there's a few little caveats to think about when you do that. If you've got the planning template open, I will just show how you can actually use this to build your focus areas. So If you wanna put in here, you know, let's put growth as an example or in here, let's put high performing.
Culture as another one. As you put those focus areas, that's gonna help you then to build the measurements and the objectives to help you get there. And you'll notice on the second page they flow through as well, so it's keeping everything nice and aligned. So that's how you can use that template, if you've downloaded a copy as well.
So just going back to my other screen, bear with me. Here we go.
So next, once you've thought about your focus areas, and don't spend too much time, you know, just come up with the the five or so that you want, and then you can always come back and iterate.
Next, you wanna think about your measures, but you don't want to start going down the path of setting targets and setting KPIs and really going down this path, what I would encourage you to do is have a think about how you want to quantify success. So the most obvious ones are revenue, EBITDA. So earnings before, tax, etcetera, profit, maybe employee retention, maybe, you know, some health and safety metrics if you're in quite an operational, industry or vertical. So they're kind of the obvious ones. Have a think about whether you are, quantifying success in the right way and whether you have a good blend of leading and lagging. Again, Beck, I might ask you to pop the article on leading versus lagging indicators if you've got it open. I haven't got that one open.
But have a think about how you want to quantify your success. So it's all well and good having a strategy of objectives and focus areas and actions, but you really wanna make sure that you can measure the direction that you're heading in. And have a think about how they tie in with the company goals. So, again, the most obvious brute is that your company goals are financial driven. And you want to make sure that you're tying in with those, but definitely think about some other focuses like customer operational as well. Your employee impact if you've got a big focus on your people.
And then don't think too much about the timelines or the targets. Just get a few ideas of how you wanna measure success.
And then when we're talking about leading and lagging, the reason why this is important is that you wanna make sure that you have metrics that are looking at past performance, you know, for example, like sales. And then a leading indicator that's predicting the measure of the future performance. So maybe that's something like, pipeline, for example, If you're building your pipeline, you're probably gonna hit your sales numbers. Sometimes they can be both and sometimes you can interchange them.
But if you think about having more of the short term measures being, so pipeline being a good example. We can measure the pipeline every month, and it will probably indicate or predict whether we're going to hit the sales numbers, which you'll measure kind of after the fact. So try and have a blend of at least one of each for each objective. It's quite difficult to do, but just have have a think about the measures and we'll come back to that in a second.
And then next is setting the clear objective. So this is arguably kind of the most easy and the hardest thing to do.
When if you're thinking about using the template that I showed a moment ago, if you think about setting your objectives in a way that it makes it very clear that anybody in your organization can read it and immediately know what you're trying to achieve. Now, maybe, and I've I've got some examples in here. A great example would be define and nurture a winning culture for team US. You know, I don't know which company this is or which team it is, but I can tell you that they wanna define their culture and then nurture it for a specific you know, specific departments.
So it's very clear if you use the not so great example, which is define and nurture a winning culture through a, b, c, and d. It's very long winded. It's really difficult to remember. So you wanna keep it really short and you want to use verbs So, for example, define or build or develop, quite often I see objectives that are Where did, like, winning culture?
And you're like, what does that mean? Are you building one? Are you developing one? Are you removing the culture?
What what are you trying to actually achieve there? So again, in the template, that we've provided, there is a list of verbs I think in one of the tabs where there's a this might be a help guide that I've posted in there. The help guide, which I'll also post in the chat, has some good examples of verbs, and that will just make sure that it's clear and it's to the point. So have a think about that as well.
Again, when it comes to the quantity, It's really gonna differ by team and by industry, but a loose recommendation would be have would be to have between three and five per focus area. So if you've got three focus areas and you've got three objectives, really you're going to try and achieve nine things next year. Which may seem a little bit light, or it's very focused. So just assess whether it's the right quantity for your teams.
And then once you've built your objectives, we're gonna build those action plans. So in the example, before where you know, we've got a not so great example of define a winning culture by doing a, b, c, and d. Those a, b, c, and d are gonna become your initiatives or your your actions, your tactical things that are gonna help you get there. So we'll put that in our action list a little bit later on.
Next, we're gonna go back and think about the measurements. So we we had to think about how we might measure success, but now we want to go back to those and think about the key result that will help us get there. You might use words like key result, metric, measure, target, what else have I seen KPI, there's all sorts of words for this, but it's essentially what is the result we really want to get to. So if you go back to that tab in excel if you're using it, or maybe you'll come back to it later on.
You can then start to define your targets. So I imagine for twenty twenty four, hopefully, you've already got an idea of the specific targets you want to achieve, or certainly the kind of loose outline you might want to achieve in q one. You want it to be realistic, but you also want them to be quite ambitious. So of course, you'll be using maybe this year's performance to figure out how much you want to grow and kind of work backwards.
Whatever process you have internally, you know, you'll be thinking about what that target is going to be. And then there'll be a unit. So the unit being Are we measuring it in dollars? Are we measuring it in percentage?
Are we measuring it in some other way? Make sure that whatever you define is something you can actually go and measure. And that might sound silly, but if if, for example, we want to measure our NPS, so our you know, our net promoter score for our customers.
Do you have a mechanism to get that today?
Or do you have to put that them in place because if you have to put that system in place, you're not going to be measuring it from q one. So you wanna have a think about where you can actually get that data as well.
And don't be afraid to put some measures in there that you can't measure today.
It's a good exercise to go through to see kind of measurements you might look at in the future and to really hold yourself and your teams accountable for making sure that your strategies are actually going after the right things. So one, great example would be if you if you have an objective, that you want to achieve something, but you've got no way of measuring it. And, you know, the systems aren't in place, or you don't know how to measure it, or maybe measuring it seems like a wasted activity, maybe you shouldn't focus on that objective because it's not actually gonna help you get to your goals.
Equally, maybe you've got an objective that, will really help you to hit those sales numbers or those profit numbers or whatever it is that you're going after, maybe it's a health and safety metric. Maybe that's, like, the real priority you should be focusing on because that's the thing that will move the needle next year. And maybe it's something you only do for q one. That's the other thing I'm not haven't really spoken too much about, but is the time horizons that you out? What do you wanna do in q one versus h one or the first half of the year versus the whole year and beyond? So really have a think about, the time frames. Well.
And then lastly, I won't spend too much time on this, but your action plan. So for every objective, hopefully, you're going into twenty twenty four with a loose idea of the initiatives or the actions or tasks or projects, milestones. There's lots of words for this as well, but what are those things that you're actually gonna be doing that'll help you to deliver that objective. And once you've outlined, you know, a loose kind of checklist, I like to think of it up think of it as, you can allocate who's gonna do them, what kind of budget you might need, what equipment, for example, new systems or new technology you might need to help you get there. And that'll help you drive that clarity through your teams on the priorities. They know what they need to work on first. Based on kind of the dates and the priorities.
And then those deadlines and maybe the more tactical things that will help you get there. So I like to think of it as initiatives and then actions, but you might have projects with milestones inside. Whatever terminology you use, it's really about defining that set of work or an action plan that'll help you get there. And probably at this stage, you'll have a loose idea of what you want to do to get there. But you might just need to think about how it fits in with the vision, think about it more strategically, create those objectives that'll help you get there.
So I hope this is helping. We're nearing the end of the session now. I just wanted to leave you with a little bit of a conclusion and next steps. So, of course, you've got, excuse me, you've got the planning template.
So if you wanna use that to get people together, read the help guides, pop down some focus areas, really guide the thinking. You can use that planning template. Don't be afraid to get that. As I mentioned, we've also got, this session, but a little bit more elevated and a bit longer, next week.
Think it is, yeah, next week on the sixth of December. So if you want to come along for that for a little bit like what we've done today, but it'll be twice as long and a little bit more hand holding on setting those objectives aligning the right initiatives tracking those KPIs and key results. Feel free to join myself and Miriam next week.
I think, we'll pop the link in the chat if you need.
But, yeah, let's open to Q and A. Had did people find that helpful, how are people feeling? Are they going into the new year with a bit more clarity? Yeah. Let's have a look at the Q and A.
Beck, any questions come in on the chat while I was on?
That I should tackle.
I don't see anything that's come in already, but we'll leave it a few minutes here. I think we've got a couple of moments coming in a second.
Perfect.
Objectives and key results for the various business units and department. So, I think they're kinda connected, but what I would what I would loosely recommend to your teams or your business units and departments is to think of the focus areas in mind like we talked about, but also limit themselves, pick the five objectives and the key and the the associated key results that they want to achieve, in the year or in the quarter. I imagine if it's objective and queue results, you're you've probably got the OKR method, which is usually what are you going to achieve in q one, q two, q three, etcetera. So I would limit them because it means that they'll be more focused, but what I wouldn't do is maybe immediately limit them. I would get teams to create their strategies and then almost come back in and say, okay, I think you've probably got too much to tackle here. How can we move some things to q two so that everything you deliver in q one is going to be executed.
So again, couple of things to think about there as well.
Let's see.
What else we have here?
There's a great one I just had Laura actually.
Yep. Just the latest one. Yep. K.
So okay. So you've signed for cascade, and you're wondering whether you should talk concepts to the team as part of introducing the tool or separate the two.
Great question.
We There's two different approaches you can take.
Depending on how you signed up for cascade, you could introduce the concept of strategy alongside the tool and have the two married together. That usually works quite well for making cascade part of the framework or part of the solution to getting good strategy execution, or if you feel that that might be a bit overwhelming for the organization or potentially, it could cause some conflict in certain teams. You could treat the two separately. So you could run a workshop, a little bit like we are today. And, you know, maybe talking about the framework. And then maybe following that a week or two later, you kinda say, and here's the tool where you can execute that. So It depends on your organization, maybe have a chat to us at cascade about what you think could be the best recommendation.
And we've done it quite a few times both ways, so hopefully can figure out together with you. I hope that helps.
Could be a good opportunity to look at and something one of our events, depending on timing, start getting people used to concepts.
Sorry back. Your audio is a bit broken up. Are you saying could be a good opportunity to join events next week? Is that what you said? Yes. Sorry.
It was a bit choppy.
Alright. I think There's no more questions. So I think we'll leave it there.
Hopefully that was useful for everybody. As we said, you'll get the recording and some follow-up content and then join next week's boot camp if you can, and then keep an eye out for our future events. But thank you all. And hope you have a great day or evening wherever you are in the world. Thank you, Greg. Thank you all. Thank you, Laura.
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