Identity management and getting back to our roots

Identity management and getting back to our roots

Identity management, at times, gets a bad rap. When we consider the act of capturing user information, we sometimes see it as a covert or unethical practice. When we seek to understand a user (employee or customer) behaviour or craft a perception of the user’s character, it is seen as intrusive. This perception of identity and profile data collection may be due to the fact we are seeking to build a “view” of our consumer (employee or customer) by the use of technology. Technology is cold and objective. What if we were to add context to consumer behaviour and profile data. What could we achieve for our consumers, and how could we genuinely craft a more intimate relationship?

Regardless whether you are focusing on employees, customers, partners or recruits, you are targeting consumers. You are seeking to build lasting, meaningful relationships with the consumers of your technology platforms, your product and your services. To better understand why we do what we do as Marketers, Communicators, Developers, Experience designers and Experience Architects, I believe we need to go way, way back to the beginning. Back before, our digital transformations, mobile connectivity and even the TV and the hay days of the broadcast advertiser.

I believe what you will find in the following simple snapshot of the Trousdale’s General Store is what we are all striving for with our digital experiences.

Welcome Back to Ontario Canada in 1836

General dealers were established in the 18th and 19th centuries in many remote populated places where mobility was limited, and a single shop was sufficient to service the entire community. Due to its close connection and confinement to its customers, general dealers often adjusted their sales offerings to the specific preferences of their community.

The oldest continually run general store in Canada is Trousdale’s, located in Sydenham, Ontario, which has been operated by the Trousdale family since 1836.

Sociability has always been a feature, as locals come to chat as well as buy.

  Actors

Mr. Trousdale – Store owner

Ben Brown – Customer

The year is 1937 in Ontario Canada

Ben Brown has been coming to the Trousdale General Store since he was a child. Mr. Trousdale has known Ben since he was a young boy and has seen him grow into an adult with a family of his own. Ben has grown to trust Mr. Trousdale because Ben respects the life Mr. Trousdale has led. Ben knows Mr. T has been through the First World War, where he served as a field medic, he has seen and done many things. He knows when Mr. T was a boy, he helped his father build this store from the foundation up. Ben sees Mr. T as an advisory on all things, from hardware to medicine to life advice.

Mr. T. has built a relationship with Ben, heck he was invited to Ben’s wedding. He knows that Ben runs the fam about 2 miles out of town. He knows that he will soon be building a new barn for the cattle he is fixing to raise. He knows Ben usually has a set of extra hands to help him, but his sin had taken ill with intense flu. Mr. T knows what Ben will need as soon as he walks through the door.

Access and authentication

Mr. T. Knows exactly who Ben Brown is when he walks through the door.

Identity

Mr. T. Knows where Ben lives, How many members are in his family, he knows the condition of their collective health,

Exceptional Service

Mr. T. knows the supplies Ben will require to take the appropriate action in his day and his life.

Relationship

Together they form a bond that spans time through generations.

Mr. T. Has the same relationship with his employees, supply partners, and other neighbourhood retailers.

The evolutionary Challenge

The year is 2019. Both Mr. T. And Ben are long since gone. The idea of the general store has faded and made way for big-box retail. The employee has multiplied exponentially, and the customer numbers are in the billions. We no longer reach a couple of miles outside of town; we reach globally. The consumer company relationship has experienced the disruption of scale. The broken bond has increased the distance between customer and company living enterprise organizations with little understanding of their employees, let alone their customer. To increase the divide even further add a layer of cold, emotionless technology and the hope of understanding the customer like Mr. T. Seems impossible.

To compensate, we have tried to leverage our technology through CRM, Supply chain for our partners, HRIS for our employees. To service our customers, we have developed beautiful experiences delivered through applications and media across desktop and mobile devices. All our products and services have digitalized.

Present-day 2020

We believe that taking a more empathetic customer-first approach to everything we conceive gets us closer to those strong bonds of Trust, Respect and relationship.

WHAT

Your company has implemented or seeks to achieve a secure IAM (Okta, Ping Identity) Information access management system for employee access. Your organization aims to implement a CIAM (customer information access management system) to reduce friction and create a holistic view of your companies applications.

HOW

Build a team of professionals with capabilities in Technical Architecture, Cyber Security, and Development, to name a few. Leverage the technologies that form your technology stack for IAM success. To drive this forward and into the enterprise, you have faced the challenges posed by change management across executive and through lines of business.

WHY

Decreased friction targeting employee authentication and access. Each employee has one single identity. This unique identity allows the employee to access all applications and services that the employee is permitted and expected to interface. You will increased security, decreased risk, and reduced the level of effort for the IT teams. This reduction effort means the IT team can focus on proactive actions and innovation. We have empowered our workforce to become more efficient. Through efficiency, we increase our competitive advantage.

We collectively know more now about the attributes of our employees than we ever have. The more migrations and integrations that take place across the LOB, the more we will continue to know. We are amassing an incredible amount of data.

Present Day 2020 and Beyond

WHAT

Create a foundation for the collection of your customer identities across all digital products services and marketing, and we hope to exact the same outcomes as with our employee efforts. You will require a Federated Customer Identity Access Management (CIAM) system and service to understand your customer better. It is our inference to create a single view of your customer that will communicate a 360 degree understanding of the person we transact.

HOW

Build a team of professionals with capabilities in Technical Architecture, Cyber Security, and Development, to name a few. We will procure technologies that form our technology stack for CIAM success. The selected Federated Identity Management technologies will need to traverse, ingest protocols from a more diverse and ambiguous list of applications and media. To drive this forward and into your enterprise, you will face more complicated change management challenges than posed by or employee programs.

WHY

In doing so, we will decrease friction concerning customer authentication and access. Each customer will have one single identity. This unique identity allows the employee to access all applications and services that the employee is permitted and expected to interface. We have increased security, decreased risk, and reduced the level of effort for your IT teams. This reduction of energy means the IT team can focus on proactive actions and innovation. We have empowered our workforce to become more efficient. Through this efficiency, we increase our competitive advantage.

Federate Identity Managed Service

Federated Identity Management helps customers reducing passwords, improving customer experience, productivity and security. Businesses benefit through reduced costs associated with password recovery, enhanced security, better data quality and increased customer engagement and revenue.

Federated Identity Management provides the seamless user experience, improves customer engagement and security. Federation also centralizes customer profile data into a Single Customer View for improved customer analytics, segmentation and GDPR compliance.

You will collectively know more about the attributes of our customers than we ever have. The more migrations and integrations that take place across the LOB, the more we will continue to know. We are amassing an incredible amount of data.

Federate Identity Managed Service + Context

Don’t leave any data on the table.

WHAT

“In a time where differentiation, adaptability, and customer focus are essential business values, it doesn’t make sense that the sources for all activities—the identity and contextual profiles of all users and customers—are spread across incompatible and siloed applications.”

Radiant Logic

We have improved the employee and customer experience by reducing friction, increasing security, delivering transparency, and building trust. Your collective digital and physical experiences create an enormous amount of momentum and DATA. What do we do with the data? How can we better serve our customers like MR T.? We need to know the customer. Modernized Identity Management makes way for a deeper understanding, which creates new relationships with the customer that last.

Federated Identity Management does not just provide your customers with a single identifier across all your consumer-facing applications. You also connect to internal-facing applications. If we include applications used for marketing, sales and Human Capitol, we are capturing exponentially more, highly contextual consumer data. When duplications are removed, living a single identifier, we have a robust 306-degree view of your customer.

WHY

Actors

Your Enterprise organization

The Customer – People

The Workforce – People

Partners – People

Device, Technology, Applications – Things

Data – Contextual Identity Intelligence

Value to your Organization

Inform Application Development and Procurement, Inform Product Development, Empower a more agile competitive, innovative Enterprise,

Value to your Customer

Trust, Transparency, Empower, Personalization, Sense of ownership and control, World-class experience, A sense of connection to something greater, Strong, lasting relationship.

With Federated Identity Managed Services, we are taking a DMP that exists for one purpose in one line of business in one application and connecting it to hundreds of DMPS. FID provides a complete view, a clear picture of who that person is. FID provides a contextual understanding of that person. My actions will be different when engaging your customer-facing marketing than when I engage your customer internal activities and employee engagements. All engagements that tie to the single identity help describe who I am. If we group and divide these individual persons into groups and further divided into segments, Your will have the ability to:

  • Better support Business Strategies
  • Enhance customer experience both offline and online through Your media and applications
  • Strengthen Relationships
  • Deliver Personalized Experiences
  • Increase Consumer Satisfaction
  • Extend Lifecycles
  • Generate Competitive Advantage
  • Increase in Revenue
  • Delight the consumer
  • Deliver Personalization
  • Improve Customer Retention
  • Increase Productivity
  • Improve Operational Efficiency
  • Innovate faster
  • Iterate with agility
  • Discover hidden opportunities
  • Target communications
  • Elevate consumer experience and satisfaction
  • Act locally or globally
  • Service consumers across silos
  • Increase upset and Cross-Sell opportunities
  • Build better products
  • Mitigate risk
  • Enforce policy
  • Reduce Support Costs
  • Reduce Employee Attrition
  • Build Brand
  • Build Culture
  • Educate and inform

HOW

We have built a team of professionals with capabilities in Cyber Security, Data Science, Change Management, Business Strategy, Communications, Marketing, UI/UX, Development, Design Thinking, LOB Stakeholders, Executive Sponsors, to name a few. We will procure technologies that allow the team mine data and make it actionable.

  • Provide proactive and reactive services to surface consumer intelligence and support critical business strategy continually.
  • Empower Brand, Marketing, Sales, Human Capital, Business Development, Product Development, Partner programs across all lines of business.
  • Deliver timely consumer intel through an internally accessible web presence.
  • Provide extended benefits and access to data for Business units that partner with the CIIT (Consumer Identity Intelligence Team)
Productivity and adptability through the digital workplace

Productivity and adptability through the digital workplace

Digital technologies have changed our lives in recent years. Technology plays an essential role in almost everything we do. Work is no exception: the digital workplace is hot and happening. A digital workplace is a workplace that you can access at any time, from any conceivable location with all the desired functionality in one environment. What does this mean exactly, and what are the benefits? You read it in this article.

From location to activity

The definitions of a digital workplace have changed considerably in recent years. In the past desktop computers were the standard. Now stationary desktops have been replaced by laptops, tablets and even smartphones. These new, more mobile devices have completely changed the image of the standard workplace. Today we have to deal with flexible workplaces, mobile working and working from home. 

A digital workplace connects silos, reduces time to value through change connects people with the business and apps and data, available in the cloud. Our workplace is no longer a location but a mission-critical destination.

Types of services

A digital workplace comprises a collection of services that focus on the end-user, the employee. 

There are three layers of digital “services”:

  • Basic services, such as e-mail and chat or messaging
  • Universal services, such as knowledge and document and asset storage
  • Special services, Team collaboration, core business applications CRM, HRIS, Supply Chain platforms

Together they form the digital workplace that is available to the employee at any desired device and moment.

Sharing knowledge

Companies that respond to digitization have a competitive advantage. The digital workplace empowers a smart, flexible working environment, and supports better collaboration. A digitally connected workplace makes knowledge sharing highly available. Among other things, the cloud makes it possible to make information and programs available from one central location, everywhere. This is safe, inexpensive and easy to manage.

Benefits for employees

Employees with a fully digital workplace are almost 70% more productive than employees with a traditional workplace. In addition, a digital workplace ensures that employees, especially in large organizations, know each other a lot faster and work together. With a digital workplace, you can also give employees more freedom and flexibility to organize their work themselves. This freedom is essential for employee satisfaction and will only become more critical in the future.

Trend: personalization

Personal experience and experience is more important than ever. This, of course, also applies to your digital workplace. A platform that offers a personalized experience for every user in your organization delivers real value to your employees and ensures that they continue to use the platform. You can customize your platform by customizing and personalizing functions for individual employees and teams. An example of this is a personal dashboard, a timeline with company-specific news for a specific department and the provision of relevant information based on the interests and skills of an employee.

Technology Communications depends on a new IT & HR

Technology Communications depends on a new IT & HR

Properly managing a workforce is a challenge for all companies. Today companies face extreme pressure to retain their best talent. Management continually having to evolve culture to encourage staff to be motivated, innovate, productive and committed.

The battle that every company seeks to win in an increasingly competitive talent market is transformation to mitigate disruption. In this context, more and more benefits began to appear – known as emotional salary – ranging from flexible hours, paid gym, possibility to take courses and much more. But what do employees need to be productive and committed?

The answer is a positive work experience. According to a recent study conducted in 8 countries by the Intelligence Unit of The Economist (EIU) and sponsored by Citrix, the experience of employees is on the radar of business management and is a topic of discussion of senior management of 81 % of companies surveyed. 

Employee Experience Requires empathy

The user experience crosses several facets of the organization. Within the managerial level, it is the HR leaders who usually assume this responsibility. At the C-suit level, the CIO is the least likely role in managing the employee experience (at least this is the case in most organizations today)

In the organizational life, until today, the IT and HR departments work separately or with some collaboration on specific issues. The CIO of the future must operate at the intersection of IT and HR. The CIO must know the employees and must become familiar with human factors such as commitment and well-being. 

In the same way,  the HR leader must keep technology in mind as an available resource to improve processes and simplify tasks.  The first step in moving towards this is that both leaders see digital transformation as a shared project. And then, that they can establish key performance indicators used by both IT and HR to measure aspects of employee experience.

Technology second to experience

Technology has a crucial role in the employee’s experience; being, according to the study, a fundamental driver of productivity and commitment. But specifically, these are the main contributions of technology to the employee experience:

  • The ease of access to the information needed to work.
  • Deliver and secure applications that are easy to use.
  • Deliver a user experience similar or equal to the employee’s personal consumer experience.
  • Offer tools to support the possibility of working from anywhere.
  • Allow employees the possibility of choosing the device they are most familiar.

The CIO must assume the role of leading digital transformative change in improving the work experience. So, Both the CIO and their department must prepare to enable real collaboration with human resources. The only way an enterprise organization will progress is by creating a positive work experience for the staff under a holistic view. The IT investments of the past, driven by technology and infrastructure requirements, cannot continue. IT investment must be guided by human needs and where the goal is to help employees reach their full potential.

Digital Transformation Fear and Challenge

Digital Transformation Fear and Challenge

[vc_row][vc_column][vc_column_text]Digital transformation implies a change in mentality and requires reorganizing and adapting work methods to the strategies of the new digital ecosystem.

A Digital Transformation process consists of applying digital skills and new technologies and Design to tools, methods, products or assets of a company. The intended outcome will improve their efficiency and see new opportunities for expansion, competitive advantage and diversification. 

Digital Transformation is more than digitizing things. It requires the reorganization and adaptation of its work methods and strategies to the new [cm_tooltip_parse]digital ecosystem[/cm_tooltip_parse] in which survival is as relevant as flexibility, dynamism, innovation or competitiveness.

The fear of change

The fear of change remains entrenched even in many companies delaying their adaptation and transformation. Although Digital Transformation as a practice is maturing and companies are more aware of their need to align with this new paradigm. Without such alignment, most companies that turn a blind eye will perish. The metamorphosis requires a change of cultural mentality and behaviours. Organizational transformation in the entire business needs to take place iteratively. All areas of the company will be addressed from processes, products, services, points of contact with the client, business model, people, clients, etc. 

Technology plays a vital role in all departments and areas of the company to meet strategic goals and objectives. Technology provides many advantages to automating processes, break down space-time barriers, improve communication, increase efficiency and minimize cost.

Companies must face the following challenges:  

Investment and research

Companies must assume they need to investigate and modernize their processes and programs. Transformation must be supported from the top down through executive stakeholders. Budgets must be developed to help an iterative agile approach to the executions of strategies. Research should be done through an empathetic understanding of the consumer.

Human Resources  

It is necessary for this second challenge, to involve all your human capital, workers must be motivated. Companies need templates of skilled workers capable of solving their tasks with agility, hence continuing education is a fundamental pillar. Specialists and professionals will be responsible for teaching the management and knowledge of the new tools. 

Communications

Digital communication and new communication tools adapted to the company. Each company will carry out a personalized digitalization process, adapted to its needs, in addition to progressive incorporation of digital communication, Big Data, Artificial Intelligence, the Internet of Things or Smart City. 

Business strategies.

Constant innovation and perpetual competitiveness are the distant but achievable goals of the organization. The challenges are the order of the day, and continuous updates are necessary focuses on the business strategy. The brand must maintain a good reputation. Constant innovation executed internally to adapt to the new needs of the customer and the market.[/vc_column_text][/vc_column][/vc_row]

Digital Transformation Good Practice

Digital Transformation Good Practice

[vc_row][vc_column][vc_column_text]One of the biggest challenges for companies rests in demonstrating the productivity and return on technology investment (ROI). No one doubts the multiple benefits that technological solutions provide to an organization. It is challenging for HR managers to demonstrate to their strategic stakeholders the benefits that these solutions bring in terms of productivity and competitive advantage.

Hellacreative provides recommendations to HR and communications professionals to the implementation of new technological tools and demonstrating value to strategic stakeholders.

Bite off what you can chew

One of the most common mistakes when addressing a digital transformation change is to try to implement a new solution and new processes at the same time. Doing so will lead to confusion for future users and will plausibly lead to the failure of the entire objective.

Always audit current systems and processes, capture gaps and deficiencies before changes or additions.

One of the most important keys to success lies in the systematic process change carried out after the implementation of the solution. Ensure users are accustomed to technology and prepared to adopt new knowledge. From the moment it is advisable to start measuring the ROI of the tool.

Always baseline process functions, current value, sentiment, and other KPI categories to measure against once a change has been executed.

Adopt a functional business process improvement (BPI)

Motivated by changes in processes mentioned above, it is crucial to carry out planning that aligns to a strategic planning methodology called Business Process Improvement (BPI). The use of the (BPI) methodology will allow your team to identify both the operations and skills of the employee. The insights surfaced through these methods will improve efficiencies and business growth.

Try to adopt the practice of user journey mapping to surface gaps in your organization’s process, skills or capabilities.

Support the users

Employees in the field can be prone to reject new software. After the software implementation aspects that initially cause users to use a solution may not be sufficient to motivate them to continue using it. With this understanding supporting the user in the use of the new technological solution will be vital. Not keeping the users motivated can be expensive if compared with the investment of retention beyond implementation.

Find your early adopters. Gather your digital change champions to help promote the use and value the new systems provide.

Managing digital transformation expectations

When a user begins to use new technology, usually their expectations are very high. These inflated expectations sometimes cause low satisfaction in the use of the solutions and subsequent abandonment. It is essential when adopting new technology; your team “clearly manages expectations.” Communicating the value to the user is paramount to the adoption and continued use of your newly procured technology.

Personalized support & training services

For the performance of a technological solution to be positive, it’s vital to have an excellent product support service. The Service should be prepared to accompany your users throughout the entire implementation process in a personalized way. There should also provide continuous training system that facilitates the knowledge of the new tool.

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Digital transformation steps to innovation

Digital transformation steps to innovation

A decade ago, in the era of Internet 2.0, We started to define digital strategy and later digital transformation for professionals, leaders and the companies they lead to champion a cultural transformation. Now as we enter the era of Industry 4.0 with digital technologies beyond the Internet such as Artificial Intelligence, Big Data Analytics, Robotics, IoT, Cloud, Blockchain, Cybersecurity … we believe that it is time for digital acceleration and disruption and that designing exponential business models is a discipline that all managers, leaders and entrepreneurs can learn.

What is an exponential business?

Business models define how value is created and delivered. It is an organized way of establishing assumptions about critical resources, partners and activities of a company’s value chain. Elements of these models include your value proposition, customer relationships, channels, customer segments, necessary talent, cost structures and revenue streams. But most business models are linear, usually designed to increase revenue or decrease costs by nominal percentage points.

An exponential business model contemplates the same critical areas as a traditional business model but has radically different objectives. With an exponential business model, you will think in terms of changes that should impact ten times the current value; The common abbreviation for this objective is “10X”.

The Business Model Canvas

The Business Model Canvas that you will use, as managers, describes the core elements of a business model in nine essential components, is an excellent tool to design exponential business models from a nominal percentage to 10X.

Transforming your business model from a nominal percentage to 10X is not merely about scaling; it is a unique perspective for looking at your business and markets, so it requires exponential imagination.

The best ideas come from outside people (the fringe) who offer new perspectives on how things are supposed to “work.” To build an exponential business model, you should try to study other successful and profitable business models.

To multiply your business model by 10

To multiply your business model by 10, you must create value for people (customers and employees) by leveraging digital technology in one or more key components, such as the value proposition, channels or critical resources.

Amazon, Facebook, Airbnb, Netflix, Uber are just some of the companies that have done it successfully.

Netflix, for example, in their first phase, digitized the request of the cinema product delivering DVDs at home. The value proposition here is comfort, convenience and an extensive catalogue. Netflix then digitized the consumer channels through television, increasing its value proposition to video on demand and today, you can finally launch movies directly on your digital platform globally together with hyper-personalization through the Data and algorithms of Artificial Intelligence.

Uber, which built a software platform to connect those who need personal transportation with those who have it. By combining existing technology with an alternative value proposition, they released a hugely underutilized resource and created a 10X value without having to own a single car.

Customer segments

Solve a problem for the masses.

Technology is allowing organizations to reach entirely new markets massively and virally. Exponential business models can help bridge the gap between the growing population and the resources they need. Many companies start with the main offer for customers to meet a single need, such as Uber and personal transportation, then expand their services to meet other requirements, such as UberEATS.

Value 

Information services and platforms

When an organization digitizes its products and services, they not only create new versions of their traditional offers but create new markets. The Airbnb platform re-imagines short-term accommodations; Slack digitizes collaboration and knowledge sharing; The 23andMe consumer genetics firm offers DNA sequencing to anyone for a reasonable price. All companies, regardless of industry, should explore how and what to digitize in their existing value proposition not only to better serve existing customers but also to open new value exchanges.

Relationships

Build a community of fans

Working to obtain a 10X solution mainly involves knowing your customers in detail to integrate them, as well as employees, into a fan base and to collaborate with them. The customization of essential functions such as filters on Instagram or magnifying lenses on Snapchat allows users of their app to create unique and shareable creations through multiple contact points, acting as prescribers in a viral marketing network.

Multi-Channels

Digital and social

Many exponential companies are using social collaboration to improve the value of their main offer or service. The network amplifies the user-generated content, and the more people contribute to the platform, the more valuable the service becomes. Companies that accelerate their growth use this strategy as an engine for customer acquisition, commitment and lifetime value. The Wazetraffic application combined GPS data with user traffic input in real-time, using gamification methods to make the process fun and attractive. 

Essential processes 

Automate and scale the process

Technology platforms analyze and automate routine activities to bring disruption to traditional manufacturing or delivery methods. Amazon has long used robots to store and retrieve products from its stores and is getting closer to delivering its products through drones. He also realized that one of his most important strategic activities, the cloud and data storage, could become a valuable resource for others. Amazon Web Services (AWS), rented access to computer infrastructure, was launched in 2006. Ten years later, it contributed 56% of Amazon’s growth and is expected to be a 100 billion-dollar company in less than five years.

Essential activities 

Lean approach and an Agile organization.

Why is GE increasingly exponential? They use an agile approach to all the essential functions of their business, emphasizing rapid cycles of experimentation and learning. By instituting read processes in all its tasks in an agile organization, it allows people to take risks and obtain data about their business from which they can study and learn.

Essential activities

Algorithm for the core business

The success of Google is based on an algorithm that ranks websites, which is then complemented by machine learning machine intelligence. StichFix is e-commerce for clothing, shoes and accessories that works as a personal shopper service. It is one of the fastest-growing companies in the US; its founder Katrine Lake inspired by Netflix’s automatic recommendation systems, added the human touch of personal stylists, a good example of hybrid intelligence. As a result, Stichfix has more than 65 data scientists and uses algorithms to direct almost all parts of your business.

Essential resources

Digital, agile and network culture

Employees must work in a network to socialize and share ideas and experiences in real-time. Empowering and enabling employees to do what they need in an open, connected, flexible, innovative and agile culture decentralizes and accelerates decision making, which opens up the possibility of a 10X business model. Zappos has been one of the first pioneers of building a liquid culture, eliminating professional management positions and empowering workers without additional bureaucracy. Companies like Microsoft are betting on social software to support spontaneous collaboration efforts, creating networks and social functionality in all of their new office suites.

Partners

Build “uncommon” relationships

Many exponential business models come from “uncommon partners”: different types of companies from various industries that work together to benefit from integrated value. Drone company Matternet and Mercedes-Benz recently joined to create the Vans & Drones project, an integrated parcel delivery solution designed to transform the way people receive products on-demand, at the time of the drone’s test to the roof of a van.

Think about whether you need to own all the resources of your business. This question applies to any capital intensive asset, including new and innovative equipment, talent or ideas. In conclusion, We tend to think that we must build internally and focus on identifying and scaling internal plans instead of spending time searching for partners or seeking resources externally. What unusual relationships will you make this year?