>>live from Seattle, Washington. It's the key nude covering smartsheet engaged 2019. Brought to you by Smartsheet. >>Hello, everyone. We are wrapping up one day of coverage at Smartsheet. Engage here in Seattle. I'm Rebecca Knight. Been coasting all day with Jeff Rick. It's been a pleasure sitting next to you together, and it has just been so much fun. It's a great show. >>And you've never been to Seattle before >>my time in the city? Exactly. So you've >>covered this space, Rebecca, in your in your non key black for a very long time. So first off, you know, kind of general impressions of new way to work. We hear about it every show we got to talk about new way to work. So, you know, kind of your global perspective a little bit and then, you know, kind of some takeaways from some of the conversations today. >>Well, we know that the situation is pretty bleak right now that there are the statistics are horrible just in terms of the number of employees that are really checked out, totally disengaged, would would love to quit, but they need the health insurance. And so we're already sort of starting from from a pretty low place, where in terms of people's engagement at work, and I think a lot of the things that that drive people nuts about their work. Uh, of course, is a bad boss and not a great parking spot and everything, but it's it's it's it's the little things that get in your way of doing your job. And it's it's the things that just drive you nuts about some sort of process that takes forever. And, oh, I have to keep doing this. And I just already sent you that email and how come you're looking at this other version? And it's all those impediments that really drive people crazy and that makes people stressed out and and unhappy in their jobs. So I do think that if you are a company like Smartsheet and you have you realized this and you can slowly chip away at those impediments and the aggregate aggravate aggravations that people feel, I think that's not a bad business model. I think I think they're on to something here. Don't worry, though >>sometimes is just is just additive, right? It's just another thing we talked. It's one of the interviews. And when I'm at work, I have three big monitors, each one split into two screens. I've got mail open calendar, open sales force open, slack open asana open YouTube. Twitter. Um, it's probably a couple. And then if I have to, like, look something up and and you know there's this kind of constant confusion is what it what is the screen that's open when you work? And it used to just be e mail, which is not a good solution at all. So I think if if you know, they can become the place that people do, their work right, and we talked about all the integrations like it's that integrate with slack. So maybe you know, the people that work primarily and slacker primarily there, and maybe the people in some other department are primarily on spark cheat, and somebody else is primarily on another tool. But it just seems still like keep adding, tourists were not necessarily taking a lot of them away. >>Well, that will be the job for Anna Griffin, who is the first ever cmo this company. You just started in April, and she's got her work cut out for her because you're right. There are a lot of screens. That's that does not describe my work day. But I know it describes a lot of people's work day, Um, and that that that will be. What she needs to figure out is how to be your number one You're going to the one that you rely on to get your job done. >>The part that I took away from her interview is really She talked a lot about engagement, and you just talked about engagement, an empowerment, you know, not only not only getting the obstacles out of the way, but making me feel like what I do matters, matters to me, matters to my boss, matters to my clients and matters. And then I think that does finally drive to innovation, which is the Holy Grail that everyone talks about. But it's really not that easy to execute. >>Everyone wants more innovative, of course, >>and then the last thing which she talked about, why part of the reason why she came here? His leadership. But I think the way we really can't have this conversation around engagement without talking about leadership, because it's such a critical piece to the puzzle for everyone to rally around, you know, a mission. So this is the execution details. But you also need some type of a mission that you can feel good about, as well as feeling that you can contribute to. >>Absolutely. And I think that what you were just talking about with the ownership piece and so these air these employees, as we said, they're removing the impediments to their job. But then they're also able to then focus on higher level tasks, assignments, thinking, strategy. They're able to use their brains for what they were hired for, not thinking about certain tasks and other files that are old versions. And so if they if they could do those things and then, as you said, feel like they matter, feel like that work, they matters to their boss. However, you are right in that if you got a bad boss, all bets are off. If it works, still gonna stink and you're there. There's nothing you can do about it. >>The other piece that came up, which I was interesting, is really about prioritization. What and what do you optimizing for? And my favorite part of Clayton Christian since Innovator's dilemma, is the conversation about that you must prioritize. You cannot engineer for everything equally, and you have to force up. That pressurization, I think, is interesting here about Smart Cheat is for all the talk about digital transformation. Most people talk about the products, and service is that they sell. They talk about the engagement with their customers. They don't talk about transforming the life of their employees and the way their employees get stepped on and the way the employees actually engage with the company through the applications. And I thought that was a really interesting and insightful take, especially in the day where everything is a service. And again your people walk out the door every night and you hope they come back the next day. So I think, you know, spinning the digital transformation story into more of an employee enable men and engagement story is pretty powerful. >>You I could not agree more because because that that is the critical piece. If you have a bunch of people coming to work every day who hate their jobs, they're not gonna be giving your customers the experience that you want their customers tohave. So it really does start with Happy workers, right? Andi, I think that I think smart. She really gets that. So that's that's what I am struck by today. >>Yeah, it's just those other ones that we're going to bring along. And Dion may have made a good point and said, You know, some people don't want to be engaged work. Some people don't want >>you >>next level things like that they like their roads in the routine gives him comfort. They come to work, they do the road in the routine and they go home. So it's gonna be interesting. Time for those peoples can reach it in time for people to not necessarily have expertise in a broad range of categories formerly siloed categories like product marketing, product management, finance sales, biz, Dev production. But you least have tohave in a kind of an inch. De Milo gave those teams. So you put together a SWAT team, if you will, to accomplish the task. And that's what I'm curious to see. Some of the 4 51 research that how how he was pointing to kind of a restructuring of the silos of teams and organizations within it within a company that We don't hear much about how that's going to restructure on kind of a dev ops, fast assembly, fast, complete kind of assemble and disassemble around projects, which is what Dev Ops says. We'll see you know how that how that impacts organizational structure. >>And I think that could be very cool and very different, particularly with different. I mean, we know that diverse groups make better decisions than lone geniuses. And so if we have a bunch of people who have different perspectives, different levels of expertise and even if it's not expertise, it's just sort of a general knowledge about a lot of different things, right. We know that if we can get those people working together on a task, it's got a lot of potential. So I think I think you're right, right. >>Last thing is that I think really interesting. Here is the is the acknowledgment of team beyond even the company walls. So you've got your core team, you know, cross departmental collaboration, and then was a mere it over and over here here today, collaboration outside the walls to external teams. And it was Mark talking about putting on these big events mean there's so many external stakeholders in place holders and vendors involved in this humongous dance that becomes our enjoyment of the Final Four event. I think that's really insightful. Kind of take that. You have to have the ability to engage, collaborate with a large group or an extended group for any particular project. And And that really changes the way you think about what the application is high share information >>and that they all have to feel ownership in the process to yes, very >>important. All right, Rebecca. Well, >>this was so much fun. I Jeff, I had a great time working with you, and we had a great team. We had Andrew in Jay and Brendan and Taylor Welcome Taylor to the to the show. It was great. I can't wait to come back and do it again. >>It will be big next time. All right, >>Thanks. That is wrapping up our coverage of engaged 2019. I'm Rebecca Knight for Jeff. Rick. Thanks a lot for watching